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StateofDestinationMarketing2024
Aglobaloverviewofthestateofdigitalmarketing
fordestinationsin2024.
Researchby
SOJERNXDIGITALTOURISMTHINKTANKINTRODUCTION2
TableofContents
SnapshotView.........3
CHAPTER1
Strategy&Performance....8
CHAPTER2
MediaLandscape........19
CHAPTER3
Data&Insights.........3
0
CHAPTER4
EmergingTrends........
39
SNAPSHOTVIEW
3
SOJERNXDIGITALTOURISMTHINKTANK
AbouttheStudy
TheStateofDestinationMarketing2024
studyhasgatheredcriticalinsightsintothestrategicdecision-makingofdestination
marketingteams.Thestudyoutlinesthe
implicationsofglobaldisruptions,such
asthecostoflivingcrisis,politicalinstability,andtechnologicaladvancements.
Italsohighlightsnewprioritiesanduncoversshiftingmarkettrendsthatappeartobe
reshapingthetourismlandscape,demand,andopportunitytoday.
KeyfindingswereobtainedfromApril
toSeptember2023,throughaglobally
distributedsurvey,aswellasexpertview,
andcasestudiesforeachofthefocalareastogivebetterinsightsintohowdestinationmarketingisevolving.
Thereportdelvesintodestinationmarketingfromfourdifferentperspectives:
1
3
Strategy&Performance
WhatareDestinationMarketing
Organizations(DMOs)usingto
informdigitalmarketingdecisionsandtactics?
Data&Insights
Howaremarketersadapting
strategiesinachangingclimateofconsumerdata?
2
4
MediaLandscape
Whatarethepreferredformats
ofmarketingcontent?Whatdoes
marketinginvestmentlook
liketoday?
EmergingTrends
Howistheincreasingfocus
onsustainabilityimpacting
decisions?Whatistheroleof
horizontechnologiesinfacilitating
innovationindestinationstrategies?
SOJERNXDIGITALTOURISMTHINKTANK
SNAPSHOTVIEW
4
StateoftheIndustry
Thisstudyhasbeencarriedoutwiththe
insightsprovidedbydestinationmarketers
frommorethan300DMOs,government
departments,andchambersofcommerce
fromacrosstheworld.
WhilethisstudymainlyspotlightsNorth
AmericaandEurope,responsesfromCentral
andSouthAmerica,Africa,theMiddleEast,
Asia,andOceaniahavealsobeencollected
andanalyzedtoprovideglobalinsights.
Itisinterestingtonotethatmorethan40%
oftheseorganizationshave10orfewer
employees,incontrastwithonly7%having
morethan150.Thisshowsatendencyfor
DMOstobesmaller-sizedorganizations—
aconsequenceofchangingrequirementsof
theskillsneededorthewidespreaddecline
inbudgetsoverthepastfewyears.
BreakdownofRespondentsbyOrganization
CityTourismOrganization
RegionalOrganization
LocalorMunicipalOrganization
NationalTourismOrganization
StateTourismOrganization
Other*
*ThisincludesChambersofCommerce,Agencies,and
DevelopmentOrganizations.
SNAPSHOTVIEW5
“Asthetravelindustryundergoesrapid
transformation,weremaincommittedtoempoweringdestinationstonavigatethesechangeseffectively.
Theinsightsuncoveredinourreporthighlight
destinationmarketers’strategy,prioritiesandoverallapproachtodigitalmarketing,whilealsohighlightingthesignificanceofpromotingsustainableanddiversetourismandmeetingconsumers’increasingdesire
foruniqueexperiences.Workingwithstrategic
technology-poweredpartnerslikeSojernensures
successinanincreasinglydynamicand
competitiveenvironment.”
NoreenHenry
ChiefRevenueOfficer,Sojern
SOJERNXDIGITALTOURISMTHINKTANK
ThePartners
SOJERN
TheSojernTravelMarketingPlatformhelps
destinationmarketersreachandinspire
travelersthroughouttheirplanningjourney
acrossdigitalchannels.
Withunmatchedvisibilityintotraveldemand
andmarketinsights,webuildaudiencesto
findtherighttravelersforyourdestination.
Theplatformisflexibletomeettheneedsof
destinationsandtheirstakeholdersandgives
visibilityintotheeconomicimpactofyour
marketingefforts.
Morethan10,000travelmarketersaroundthe
worldrelyonSojernannuallytofind,attract,
convert,andengagetravelers.
Learnmoreat
SNAPSHOTVIEW6
“TheStateofDestinationMarketing2024reportisanessentialresourceforanydestinationseekingtonavigatetheever-evolvingdigitalmarketing
landscape.Itprovidesacomprehensiveoverview
ofcurrenttrendsandinsights,withperspectives
shareddirectlyfromthedestinationmarketingteams
themselves,followinganextensivesurvey
ofhundredsofleadingDMOsglobally.
TheDTTT’sResearchTeamisproudtohave
partneredwithSojernforthisimportantinitiative,
whichrepresentsafirstforourindustry.Itcomes
atapivotalmoment,whenmanyDMOsarereflectingonhowtheycanmaketourismamorepurpose-
orientedindustry,whilealsostrengtheningtheircompetitivepositioning.
Thisresearchhelpsustounderstandhow
developmentsinboththedestinationlandscapeanddigitalhaveevolvedinrecentyearsandconsiders
whatimpactthishashadformarketingteams,from
shiftingprioritiestochannels,formats,andtheimpactofglobaltrends.”
NickHall
Founder,DigitalTourismThinkTank
SOJERNXDIGITALTOURISMTHINKTANK
TheDigitalTourismThinkTankhasbeen
workingforoveradecadeondigital
transformationtogetherwithDMOsfrom
acrosstheglobe.Itisrecognizedbythe
industryasaleaderindestinationdigital
transformationandworkswithawiderange
ofdestinations.
DTTTMembersareontheleadingedge
ofchange,creatingmorecompetitive
destinations,underpinnedbyastrong
approachtodigital,puttingsustainable
innovationatthecoreofeverything.
Learnmoreat
SNAPSHOTVIEW
7
SOJERNXDIGITALTOURISMTHINKTANK
SupportingPartners
“TheStateofDestinationMarketingreportisavaluableresourcefor
destinationslookingtomakeinformedandstrategicdecisions.TheinsightsinthisreporthighlightthemarketingtrendsandchallengesthatDMOs
currentlyface.”
StaciMellman
Sr.VicePresidentofIntegratedMarketing,BrandUSA
“Therippleeffectofamore
regenerativeapproachtotourismis
evidentinthetrendsandchallengeshighlightedinthisreport.It’svery
helpfultoseewhatopportunities,orperhapschallenges,somanyDMOs
arefocusedonaswellasthetypesofsolutionstheyareconsidering.”
GloriaLoree
Sr.VicePresidentMarketingStrategy
&CMO,DestinationCanada
“Aswedelveintothefindingsofthisstudy,weareremindedofthepowerofcollectiveinsights.Thisstudyisnotjustareflectionofwherewestand
today;it’saroadmaptowherewearedestinedtogo,guidedbyinnovation,data,andasharedcommitment
toredefiningthepossibilitiesoftravel.”
MiguelGallego
HeadofMarketingandCommunication,
EuropeanTravelCommission
STRATEGY&PERFORMANCE
8
SOJERNXDIGITALTOURISMTHINKTANK
CHAPTER1
Strategy&Performance
Destinationmarketingactivitiesbringa
strongeconomicboost,withmarketing
campaignsdisplayinghighreturnson
investmentbyboostingvisitornumbers
andspending.Intoday’srapidlychanging
consumerlandscape—withhighlevelsof
globaleconomicuncertainty—morethan
50%ofDMOsseetheimportanceof
adaptingtheirdigitalmarketingstrategies
andperformanceevaluationmetricstostay
aheadofthecurveandremaincompetitive.
Thisiskeytoinformingmarketingdecisions,
definingtactics,andensuringrelevancein
adigitalmedialandscapewhereattention
comesatapremium.
Thissectionanalyzesthestrategicdigital
marketingdecisionsofDMOs,includingthe
mostdemandedin-houseskills,paidmedia
investments,andparticipationinco-op
marketingcampaigns.
%
64
9% 6%
19%
9
STRATEGY&PERFORMANCE
SOJERNXDIGITALTOURISMTHINKTANK
DigitalMarketing:
TheFutureofDestinationMarketing
Tocompeteeffectively,DMOsneedto
investinin-housedecision-makingandskilldevelopment,buildingateamofexperiencedandknowledgeableprofessionalswhothinkstrategicallyandcreatively,andhavethe
skillstoexecutetheirideas.
Therearegoodindicationsthattheindustryisawareofthis,withonly28%ofDMO
respondentsstatingthatdigitalmarketingiseitherfullyoutsourced(9%)orpartiallyoutsourced(19%).
Thesefindingsdemonstrateanoverall
highcapacitytomaintainmarketing
decision-makingin-house,independentlyofwhetheractivitiesorservicesmightbeoutsourcedforexecution.
WhereDoesDigitalMarketingExistWithintheOrganization?
ItIsPartoftheOverall
MarketingTeam
ItIsPartiallyOutsourced
ItIsFullyOutsourced
ItIsItsOwnDepartment
0%10%20%30%40%50%60%70%
CRM&Loyalty
73%
E-mailMarketing
SocialMedia
Mostcommoncore
skillsandcapabilities
thatexistwithin
in-houseteams
83%
ContentManagement
91%
27%
Design&UX
Leastcommoncore
skillsandcapabilities
thatexistwithin
in-houseteams
18%
SOJERNXDIGITALTOURISMTHINKTANK
STRATEGY&PERFORMANCE10
DMOsclearlyseetheimportanceofsocialmedia,content,andemailmarketing.Thisisevidencedbytheprevalenceofskillsandrolesaroundsocialmediamanagement,
contentmanagement,andemailmarketingwithinin-houseteams.
DespitepositiveindicationsthatDMOsare
confidentinmakingmoredecisionsin-housewhenitcomestodigital,suchasdevelopingandimplementingmarketingstrategies,and
definingthebrand’svoice,itisalsoimportanttohighlightwherein-housecapabilities
arelacking,suchasCustomerRelationshipManagement(CRM)andLoyalty.
Only18%ofrespondentsmentionedCRMandLoyaltyManagementasskillsthatexistwithintheirteams,while27%indicated
havingsomeDesignandUXcapabilities.
Bothoftheseareessentialskillsintoday’s
digitalenvironmentandareincreasingly
importantforDMOstosucceedandattractvisitorsinthelongterm.
Morethan70%ofDMOsconsidertheirmarketingmixtobemostlydigital,and81%keep
decision-makingin-house.
STRATEGY&PERFORMANCE
11
SOJERNXDIGITALTOURISMTHINKTANK
Thesefindingsimplythatupper-funnel
marketingtoraisebrandawarenessandgeneratedemandisofprimaryimportancetoin-housemarketingteams.Yet,there
isgreatpotentialtoutilizedatatobetterunderstandvisitorneedsandencouragerepeatvisits.
Masteringhowtocollectandleverage
first-partydataandoptimizingdigital
experiencesarebothkeytoensuringthe
Theeffectiveuseoffirst-partydatapresents
destinationswiththeopportunitytoincrease
theeffectivenessoftargetedadvertising
andbuildtrustedcustomerrelationshipswith
travelers.Marketerscanalsostarttobuild
anaudiencepoolfordataactivationina
cookielessfutureandcreatedynamicwebsite
contenttailoredtousers’interests.
Today’sdigitalexperiencesmustdeliver
onexpectationsandoffervaluetocreate
competitivenessofdestinationsinan
increasinglysaturatedmarket.
differentiationamongalotofdigitalnoise
fromcompetingforces.
First-partydataisakeyareathatDMOsneed
tofocuson,enablingthemtousetheirown
datatogainanunprecedentedunderstanding
abouttheirvisitors.
STRATEGY&PERFORMANCE
12
SOJERNXDIGITALTOURISMTHINKTANK
Co-OpMarketing:ATopPriorityforDMOs
Aco-opcampaigniswhenmultipleindustrypartnersworktogethertoinvestabigger
campaignbudgetinanend-to-endmarketingfunnelusingtheexpandedresourcesofeachpartnertoreachalargeraudience.
Destinationsuseco-opmarketingtopool
marketingbudgetsandmessagingwith
localtourismpartners,allowingthemto
moreeasilyscalemarketingcampaigns
andbenefitfromeconomiesofscale,help
resource-constrainedtourismbusinesses
tapintolargermarketingefforts,andreducechallengeslinkedtocampaignreporting.
Additionally,theseoffernewopportunitiestomoreeasilyexperimentwithcampaignmessaging,newcommunicationchannels,andengagementtactics.
TypesofCompaniesDMOsWouldPartnerWithForDigitalMarketingCampaigns
0%25%50%75%
otherDMOs
Restaurants&
Gastronomy
culture&Heritage
Airlines&
Transportation
LocalBusiness
communities
Hotel&Lodging
Touroperators
Non-TravelBrands
outdoorActivities
visitorAttractions
Events&Festivals
Retail&Fashion
sports
other
Resultsareshowninabsolutenumbersforclarity.Respondentscouldchoosemorethanoneoption.
STRATEGY&PERFORMANCE
13
SOJERNXDIGITALTOURISMTHINKTANK
Forthesecampaigns,DMOsmostcommonlypartnerwithcompaniesinthefollowing
sectors:hotelandlodging(90%),visitor
attractions(84%),eventsandfestivals
(80%),andotherDMOs(70%).However,
co-opcampaignpartnershipsarenotlimitedtotheseorganizationsandalsoinclude
non-travelbrands(15%),andairlines
andtransportationproviders(50%),
amongothers.
Co-opmarketingisdominatingcampaign
strategieswhenitcomestohowDMOs
workwiththeirpartners,with78%ofDMOsactivelyinvestingincampaignswith
industrypartners.Insightsshowthatthis
numberismarginallyhigherintheU.S.(82%),comparedtoCanada(76%)andEurope
(75%),suggestingaslightlymorecommercialapproachtomarketingcomparedtotheir
EuropeanandCanadiancounterparts.
Almost8in10DMOs
investinco-op
marketingcampaigns.
Forthosenotinvesting,thesizeof
organizationmayindicatepartoftheirreasonforoptingnottoengageinco-opmarketing,with62%ofthosenotengaginginco-op
marketinghavinglessthan25employees.
Anotherindicatorrelatestothetype
ofDMO,with78%ofthosenotactivein
co-opmarketingbeingregional,city,local,
ormunicipalorganizations.Despitethis,
lackofbudgetdoesnotappeartobea
factor,with40%ofthosenotactiveinco-opmarketinghavingannualmarketingbudgetsthatexceedthe$1millionmark.
Whenaskedwhatthemostcommonreasonfornotinvestinginco-opcampaignswas,
51%referredtodifficultyincoordinatingandmanagingprogramswithpartners.
Forthoseorganizationswhodoinvest,
58%stateincreasingtheoverallmarketing
investmentasakeyfactor.Likewise,justoverhalfdosotoreachwideraudiences(54%),
whilejustunderhalf(46%)engageinco-opmarketingtosharecampaigncosts.
TopReasonsforRunningaCo-OpMarketingCampaign*
increasingoverall
marketinginvestment
reachingwideraudiences
46%
*%showthosewhoansweredyestorunningaco-opmarketingcampaign.
TopReasonsforNeverHavingRunaCo-OpMarketingCampaign*
51%
unabletogetprivate-sectorfundraising
lackofawarenessor
know-how
*%showthosewhoanswerednevertorunningaco-opmarketingcampaign.
58%
54%
difficultycoordinating&
managingprograms&partners
21%
16%
sharingcosts
STRATEGY&PERFORMANCE
14
SOJERNXDIGITALTOURISMTHINKTANK
PrioritizingDigitalPaidMediaInvestments
TherehasbeenabigshiftinhowDMOsseetheirplaceinthevisitorcycle,with70%of
DMOsinvestingincampaignactivitieswhicharefullfunnel,comparedtotraditionally
focusingonupper-funnelmarketing.
However,itisinterestingtonotethat30%ofdestinationsstillfocusonstage-specificmarketingactions,ratherthanfull-funnel.Thisisdespitetheincreasingly
interconnectedcustomerjourney,blurringthelinesacrossdifferentphasesfromawarenessthroughtoconversionandtheabilitytouse
datatoeffectivelyrespondtointerestasitevolvesthroughthevisitorcycle.
Full-funnelcampaignsareessentialforDMOs
becausemarketingcampaignsarejudged
basedontheirimpact.WithDMOshaving
alargerangeofpartnersandstakeholders,it’simportanttogobeyondjustraising
awarenesstoencourageconversions.
Budgetarydecisionsarelinkedtoreturnoninvestment,makingitimperativethatDMOs
showhowtheircampaignshavegeneratedaneconomicimpactfortheirdestinationsorriskbeingaffectedbybudgetreductions.
Thisrequireshavingagooddatatrackingandanalyticssystemtomonitorbookingsandlinkthembacktocampaigns.
Partnerandfirst-partydatacanthenfeedintotheplanningoffuturecampaignsto
leadtocontinuousoptimization.
Concentratingonstage-specificactions
makesthisextensivetrackingmuchharder,particularlywhenbreakingdownsocial
mediaimpressionsandconvertingthemintoconfirmedbookings.Bytakingafull-funnelapproach,DMOscanalsofacilitateloyalty
andencouragerepeatvisits,ratherthan
startingeachcampaignfromscratchintermsofbuildingawarenessanddrivingconsumersthroughallphasesofthemarketingfunnel.
Breakdownof
Stage-SpecificActions*
85%
51%
18%
15%
1%
UpperFunnel
LowerFunnel
In-Trip
Conversion
Post-Trip
*%showthosewhoansweredyestorunningastage-specificcampaign.
STRATEGY&PERFORMANCE
15
SOJERNXDIGITALTOURISMTHINKTANK
Whenitcomestoprioritizingmedia
investmentsthroughouttheyear,21%focustheirbudgetonspecificopportunities,suchasleveraginglargeeventsthatwillbeheldintheirdestination,while38%focusprimarily
onseasonalcampaigns.Ofthosewho
responded,justoverhalf(58%)saidthattheyinvestinpaidmediayear-round(always-on).
Always-oncampaignsareespecially
importantbecausetravelintentstartslongbeforeconsumersbook.Consumershave
accesstoextensiveamountsofinformationonline,facilitatingthemtoplantripsat
anytime.Therefore,destinationsshould
communicatetheirkeymessagesthroughouttheyeartoreflectthisconstantdesirefor
inspiration,drivingyear-roundconversionsusingadata-ledtargetingapproachand
maximizingbudgetefficiency.
Withholidaybookinghabitsalwayschangingandconsumersreadytomakepurchasesatanytime,destinationmarketingshouldnot
onlyconcentrateonkeybookingperiods,
butalsoconsiderinspirationanddecision
windowsleadinguptothem.DMOsshould
capitalizeontheopportunitiesforimprovingbrandawarenessandvisibilitybyactively
marketingtocustomersinanalways-on
manner.Thiswillincreasethelikelihoodof
beingincludedinthetraveler’sconsiderationsetwhendecidingwheretogoonholiday.
Usingreal-timetravelintentdataand
advancedsegmentationtools,always-oncampaignsaremorecustomer-centricandcanbemoretargetedtowardstheright
audience.Thisallowsforimprovingefficiencyandmaximizingbudgets,witha33%lower
costperactionseeninU.S.destinationsthatrunalways-oncampaigns.
HowDMOsStructurePaidDigitalMediaCampaigns
Resultsareshowninabsolutenumbersforclarity.Respondentscouldchoosemorethanoneoption.
STRATEGY&PERFORMANCE
16
SOJERNXDIGITALTOURISMTHINKTANK
Fromthosewhochooseastage-specific
approach,mostprioritizetop-of-funnel
content-focusedactivitiestobuildbrand
awareness.Investmentgraduallyreducesfurtherdownthefunnel,withconversion
beingthelowestpriorityforDMOs,despite
opportunitieswhereindustrypartnerscanfacilitatebookingsthroughtheirown
digitalinfrastructure.
WhileDMOstypicallydonotselltheir
owntourismproducts,therearemany
opportunitiestodirectconsumerstothe
appropriateplatformstobooktheirtrips,
especiallywhensuggestingtravelitineraries.
However,akeychallengeremains
attributionmodelingtounderstandthe
levelofconversiongeneratedbyDMO
marketingcampaigns.1
Therearesomenewopportunitiesfor
destinationstoexploresuchasbuilding
partnershipswithtourismbusinessesto
drivedemandthroughreferrals,deliveringmeasurableresultsonconversion,andalsofocusingonloyaltyandaffinity—arelativelyuntappedarea.
WhileDMOsthatprioritizeupper-funnel
marketingdemonstratetheirstrongrolein
creatingbrandawarenessthroughcreative
execution,wherecontentplaysakeyrole,
theaveragecontent-to-paid-media-ratiois20-40%contentdevelopmentand80%-60%paidmediainvestment.Therefore,full-funnelcampaignsensurethatincrediblecreative
conceptsdriveclearresultsandconversion,withtargetedaudiencereach.
Withregardstocontentcreation,videosarepivotal,withDMOsneedingtofind
theappropriatebalancebetweenshort-
formandlong-formcontenttosuit
marketingstrategies.
Onaverage,20-40%ofbudgetsgotocreatingcontent,while60-80%arespentonpaidmedia
topromotethatcontent.
Digitaltravelguidesareanotherusefultypeofcontentforsuggestingspecificactivitiesandlocalhiddengemstotargetconsumerswhoarealreadyintheconversionstageofthemarketingfunnel.
Emergingtechnologies,suchasaugmented
reality(AR)andextendedreality(XR),providethepotentialformarketingcontenttobe
moreimmersiveandengaging.Keepinguptodateonthelatesttechnologicaltrendsand
experimentingwithdifferenttypesof
contentisthereforecrucialtobecoming
aleadingbrand.
ForDMOsandindustrypartners,the
opportunityisripetoparticipateinco-oppartnerships,where,aspartners,theycanextendthereachandvalueofdestinationcampaigns.Thestronginvestmentin
creativeandthedestination’sbrandstory
meansDMOscanplayakeyroleinshapingmessaging,whilepartnerinvestmentscanfocusondrivingconversion.
1
Sojern:TheDestinationMarketer’sGuideto
Always-OnMarketing,2023.
STRATEGY&PERFORMANCE
17
SOJERNXDIGITALTOURISMTHINKTANK
SUCCESSSTORY
GreatRivers&Routes
TheGreatRivers&RoutesregionisahiddengeminMidwesternUSA,offeringvisitorsa
uniqueblendofhistory,culture,andoutdoorrecreation.Inrecentyears,theregionhas
seenasurgeintourism,thankspartlytotheirincreasedinvestmentinmarketingandthe
partnershipstheyhaveestablished.
Throughmultichanneladvertisingacross
display,native,video,andconnectedTV
(CTV),Sojern’splatformhasprovidedthem
withaccesstoawealthoftravelerdataandtheirteam’sdeepunderstandingofthe
travelindustry.
Oneofthekeyelementsoftheirstrategywastheuseofalways-onmarketing.
ThismeansGreatRivers&Routeswasable
toreachpotentialvisitorswiththeir
marketingmessagesallyearround,notjustduringthepeaksummerandautumn
seasons.Thiswasespeciallyimportantfor
theregion,aseagle-watchingisamajortouristdrawduringthewintermonths
andNascarbeingapopularattractioninthespring.
TheirpartnershipalsoallowedGreatRivers&Routestotargettheirmarketingmessagestospecificaudiences.Forexample,they
wereabletotargetpeoplewhowere
interestedinoutdoorrecreationorwhohadrecentlyvisitedotherMidwestdestinations.Thishelpedtoensurethattheirmarketing
messageswereseenbypeoplewho
weremostlikelytobeinterestedin
visitingtheregion.
In2023,theregionsawa20%increasein
tourismandtheamountofmoneyvisitors
spentintheregionincreasedby15%.Asa
resultofthesuccessoftheirstrategy,GreatRivers&Routesnowspends95%oftheir
overallmarketingbudgetondigital.
STRATEGY&PERFORMANCE
18
SOJERNXDIGITALTOURISMTHINKTANK
Strategy&Performance
KeyTakeaways
Thereisnodoubtaboutit,thedigital
landscapeisconstantlyevolving.DMOsmustusedatatostayaheadoftrendsandpick
therightstrategiesformaintainingstrong
competitivepositioning.Beingawareofmajorshiftsandtheneedtokeepinnovatingwith
strategies,tactics,andapproachesiscriticaltomaintainingandgrowingdemand.
1
Full-FunnelCampaigns:ReachandEngageTravelersFrom
AwarenesstoConversion
Intoday’sattentioneconomy,
targetingallstagesofthevisitor
journey,fromawarenessto
conversion,iscrucialtorespondingtochangingconsumerneedsand
attentionspans.
2
Co-OpMarketing:It’sa
Win-WinforMarketersand
TheirPartners
Co-opprogramsareaprovenway
tostretchcampaigninvestmentandreachinordertodrivebothsales
forlocalbusinessesandeconomic
impactfordestinations.
3
PrioritizeFirst-PartyDataandInvestinUserExperience
Concentratingonfirst-partydata
canhelpdestinationsestablisha
dominantpresenceinthedigital
landscape.Shiftingfromthird-partytofirst-partydataisafundamental
changethatunderpinsmarketing
segmentationandtargetingstrategies.It’saboutmakingadeliberatechoicetobuildrobustdatasetsandfully
harnessthepotentialofdata,drivingcampaigneffectiveness.
4
ExperimentWithNew
TechnologiesandPlatforms
Stayingcuriousispivotaltostayingaheadofthecurve,exploringnewopportunities,andreachingnew
audiences.Technologycanhelp
teamsimprovestrategicdecision-
makingandenhanceexisting
processes,allowingthemto
dedicateeffortstootherpriorities.
19
MEDIALANDSCAPE
SOJERNXDIGITALTOURISMTHINKTANK
CHAPTER2
MediaLandscape
ThepaidmarketingmixofDMOshas
shiftedconsiderablyinrecentyears,partly
motivatedbylegislationchanges,butalso
theemergenceofnewchannelsandformats.
Thissectionexploresthechannels,tactics,
andplatformsdominatingtoday’stargeting
choicesandpriorities.
96%
ofDMOsinvest
inpaidmedia
MEDIALANDSCAPE20
SOJERNXDIGITALTOURISMTHINKTANK
PaidMediaImpactsStrategicDecisionMaking
Inamajorshiftoverthepastdecade,
investinginpaidmediaisseenasa
prerequisiteofhavingastrong,impactful
digitalbrandpresence.Thishasshownto
bethecaseregardlessofthesizeofthe
DMOoritsstrategy.
DMOswhochoosenottoinvestinpaidmedia
areexceptionstotherule.Thedecisionnot
toinvestnormallycomesdowntobudget
constraints,ratherthanaconsciouschoice
forallbutafew.
Budgetlimitationshaveaclearstrategic
impactwhenitcomestodecidingonthe
mediamix,channels,contentformats,and
style,andmostimportantlyonthebudget
splitbetweencontent,creative,andmedia.
10%
20%
30%
40%
50%
60%
70%
MEDIALANDSCAPE
21
SOJERNXDIGITALTOURISMTHINKTANK
PaidMediaManagement:In-HouseorOutsourced?
PercentageofPaidMediaManagementBeingOutsourced
Thereisnearlyunanimousrecognitionthat
investinginpaidmediaisanecessity,with
mostDMOsconsideringitanessential
componentinachievingtheirmarketing
objectives.DMOsshowcleardifferencesin
theirstrategiesregardingthemanagementof
theirpaidmedia,withthemajorityatthetwo
extremeendsofthespectrum,beingeither
fu
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