THE SECOND M IN DMMO. The Future of Destination Marketing & Management RESONANCECO.COM

Transcription

1 THE SECOND M IN DMMO The Future of Destination Marketing & Management RESONANCECO.COM

2 ABOUT US Resonance Consultancy is a leading advisor on real estate, tourism and economic development for countries, cities and communities around the world.

3 -PLACES ARE- -OUR PASSION-

4 -PLACES- -INSPIRE US-

5 -PLACES CREATE- -ENERGY-

6 -PLACES CREATE- -CONNECTIONS-

7 -PLACES CREATE- -PROSPERITY-

8 RECENT PROJECTS Vancouver Tourism Master Plan Cincinnati Destination Development Strategy Aruba Tourism Authority Strategic Business Plan Ireland South & East Brand Strategy Tulsa Destination Development Strategy Portland Tourism Master Plan Bermuda Destination Assessment Calgary Urban Revitalization Copenhagen Destination Assessment Montreal Tourism Development Strategy

9 TOURISM IS ONE OF THE WORLD S FASTEST GROWING INDUSTRIES

10 TOURISM FORECAST Source: UNWTO

11 BUT THE FUTURE LOOKS QUITE DIFFERENT THAN THE PAST

12 WHY?

13 CONSPICUOUS LEISURE

14 DESIRABLE LUXURIES The most valued goods and experiences for affluent households are time, travel and personal technology. Source: Resonance

15 ASIA

16 CHINESE OUTBOUND TRAVEL Source: CNTA

17 CHANGING DEMOGRAPHICS

18 POPULATION AGED 65+ The world s population is aging across every region of the world. Source: UN Data

19 LOCALISM

20 U.S. BEER MARKET SHARE Source: U.S. Brewery Association

21 SHARING ECONOMY

22 TOTAL AIRBNB LISTINGS Source: Airbnb

23 AIR ROUTE DEVELOPMENT

24 WORLD AIR PASSENGERS Source: ICAO

25 THESE TRENDS ARE DRIVING A DISPROPORTIONATE NUMBER OF TRAVELLERS TO CITIES

26 CITY TRIPS SOARED 98% BETWEEN 2011 AND 2016 TO REACH 26% OF ALL HOLIDAYS. THEY GREW ANOTHER 16% IN 2017.

27 POTENTIAL RISKS TO TOURISM GROWTH

28 POLLUTION

29 BEIJING ANNUAL VISITORS Source: U.S. Department of State Data

30 TERRORISM

31 ISTANBUL VISITOR ARRIVALS Source: Kultur

32 PEAK GLOBALIZATION

33 TOO MANY TOURISTS

34 WHAT WE ARE SEEING NOW IS THAT MANY DESTINATIONS ARE LITERALLY BURSTING AT THE SEAMS. - Paul Ouimet, Destination Next

35 THE GOALS THAT DMO S HAVE HISTORICALLY PURSUED NOW THREATEN THEIR FUTURE RELEVANCE AND EVEN EXISTENCE.

36 THE MEANING OF LIFE (FOR A DMO)

37 1. THE MEANING OF LIFE (FOR A DMO) As tourism continues to grow DMOs must shift resources from marketing to management to balance the interests and benefits of tourism with those of the local communities they serve.

38 2. THE MEANING OF LIFE (FOR A DMO) As locals, visitors and digital channels become the primary means of place-based communication, DMOs must shift from traditional marketing to management to promote their destination.

39 3. THE MEANING OF LIFE (FOR A DMO) DMOs are the only organization within a city structure that has the capabilities, capacities and funding to focus on developing and managing the experiential quality of a city.

40 THE PATH TO BECOMING A DMMO

41 1. ASSESS Benchmark and assess the experiential quality of your destination.

42 HOW DO YOU MEASURE & MONITOR THE EXPERIENTIAL QUALITY OF A DESTINATION?

43 SOCIAL MEDIA PROVIDES A NEW SOURCE OF DESTINATION INSIGHTS & INTELLIGENCE

44 DESTINATION BENCHMARKING Resonance Consultancy has collected and analyzed experiential data for more than 400 cities around the world.

45 THE SHIFT FROM MARKETING TO MANAGEMENT BEGINS WITH ASSESSING THE EXPERIENTIAL QUALITY OF YOUR DESTINATION

46 2. PLAN Build a shared vision between industry, government and community for the type of destination you want to be and the audiences you want to attract.

47 VANCOUVER

48 VANCOUVER TOURISM MASTER PLAN 2,000+ locals participated in Vancouver Tourism Master Plan process Identified same top 2 key issues as industry: Late night transportation Liquor laws and regulations

49 3. PARTNER Your success as a destination developer and manager will be determined by the strengths of the partnerships you build.

50 TULSA

51 ARENA DISTRICT MASTER PLAN

52 THE GATHERING PLACE

53 4. ORGANIZE Commit and fund management resources to guide implementation.

54 4. ORGANIZE Chief Experience Officer Vice-President Destination Development Vice-President Community Affairs Director Product Development

55 5. DEVELOP Product, Programming and Places that create experiences for visitors that also improve or enhance quality of life for local residents.

56 5. DEVELOP PRODUCT Key institutions, attractions and infrastructure.

57 BILBAO-

58 -NYC- -THE HIGH LINE-

59 5. DEVELOP PROGRAMMING If product is the hardware of a destination, programming is the software made up of events, festivals, experiences and culture.

60 -C2 MONTREAL-

61 5. DEVELOP PLACE Placemaking seeks to build or improve public space, spark public discourse, create beauty and delight, engender civic pride, connect neighborhoods, support community health and safety, grow social justice, catalyze economic development, and nurture an authentic sense of place. - DUSP MIT

62 VANCOUVER

63 PLACEMAKING A placemaking approach to tourism development can not only help insure economic success, but also manage impact and build local capacity for continuing to manage, maintain and evolve the destination. - Ethan Kent, Project for Public Spaces

64 6. MANAGE DMO s must continually develop and manage the guest experience throughout the destination, not just within the visitor center.

65

66 7. MONITOR A DMMO must continually monitor the experiential quality of its destination to identify areas of competitive advantage and potential deficiencies.

67

68 THE FUTURE OF DESTINATION MARKETING IS DESTINATION MANAGEMENT

69 THANK YOU! Richard Cutting-Miller, Executive Vice President Resonance Consultancy Vancouver New York