Destination On The Left

Bill Geist is the Chief Instigator at DMOproZ, a firm specializing in strategic planning, governance, marketing, and legislative issues for convention and visitor bureaus, tourism-focused chambers of commerce, economic development organizations, and communities. Prior to forming DMOproZ, Bill served as the President/CEO of the Greater Madison (WI) Convention & Visitors Bureau. Bill is the author of Destination Leadership and a contributor to Fundamentals in Destination Marketing. He has provided consulting services to over 200 DMOs since 1995 and is a popular speaker on marketing trends and destination development across North America. On this episode of Destination on the Left, I speak with Bill about the shifting role of the DMO. Marketing is just the tip of the iceberg. DMOs have a larger leadership role to play in the economic fortunes of the communities they serve. It starts with an attitude of service, of giving back. What You Will Learn on this Episode: Why DMOs need to speak up on economic development issues in your communities The role of advocacy in DMO work What DMOs can do better than the internet Why understanding who you don’t appeal to is as important as understanding who you do appeal to Why storytelling is only going to become more important in the work of DMOs How to connect more with the community you serve as a DMO Destination Leadership Organizations Recently, we have begun discussing the expanding role that DMOs are playing and should play in their communities and now we’re thrilled to welcome a guest who has been promoting this conversation for a long time. Talk about great timing. Bill talks with us about the evolution of destination marketing over the past decades, and the need for destination leadership. He relates some stories of economic development missteps that could have been avoided if DMOs has raised their voice – but they thought it wasn’t their place. DMOs can be a critical conduit of information and stories that will help communities flourish and visitors fall in love and return again and again. This is a wonderful conversation on the leadership role DMOs can and should play. It’s Not About Heads in Beds Bill believes DMOs have often done a poor job of telling the story of their value to a community. At the end of the day, it’s not about heads in beds – what DMOs do is improve quality of life. They make their destination a better place to live. It comes down to communication. DMO directors would love to hear from you, and the community is waiting for leaders to sit down and talk about what’s happening, what they can promote and what stories they can tell on your behalf. It’s a two-way street, but Bill Geist is encouraging DMOs to take the lead! Resources: Website: dmoproz.com/ Website: longwoods-intl.com/travel-tourism-research/ Facebook: facebook.com/DMOproZ Twitter: @DMOproZ Destination Leadership Book: Destination Leadership Book Episode Transcript

Cassandra Harrington has served as the director of Destination Marketing Corporation for Otsego County for over a year. Prior to that, she was the director of the Cayuga Lake Wine Trail and she started her marketing career as the membership development manager at the Seneca County Chamber of Commerce. In her own words she is “learning the inner workings of the group travel industry as well as the intricacies of New York state matching funds, and who’s who in the igloo of the county, regional, and state tourism efforts.” On this episode of Destination on the Left, I talk with Cassandra Harrington of the Otsego County Tourism board about sharing the tourism love beyond America’s pastime at Cooperstown. How is the role of DMOs changing? How best can you help visitors and locals alike embrace those changes and reap the benefits of visiting or living in a given region? That’s the conversation we’re having, join in! What You Will Learn in this Episode: How local, regional and state DMOs can coordinate efforts and all win How to encourage group tours to your region that are more than “party busses” Using shoulder seasons to encourage savings on people’s travel budget Ways to highlight both a “big draw” attraction as well as the “hidden treasures” in your region How to encourage locals to embrace the economic engine of travel and tourism Helping communities see the benefits of non-traditional lodging like AirBnB #NextGenDMO Cassandra is part of a growing trend of people who are coming into Destination Marketing Organizations from the attraction side of the travel industry. These newcomers have noticed the trend themselves and jokingly refer to the hashtag #NextGenDMO as they collaborate and experience their new roles together. It’s safe to say the passion and sense of innovation they bring to their roles is welcome. As technology and the ways visitors experience a region change – for instance, not necessarily from a hotel room removed from town, but right in town, in your neighbor’s short term rental property – DMOs are challenged with drawing in these visitors and finding ways to extend their stay and make it as memorable as possible. Attracting the Visitors and Engaging the Locals Another trend we’re seeing is how DMOs are more and more filling the role, not just of attracting visitors, but getting locals excited about the economic opportunity and vitality that tourism brings to their home region. This is happening in Otsego County, home of the Baseball Hall of Fame and many more hidden gems that visitors have come to love and locals have treasured for years. The rise in popularity of short term rentals means that visitors are living side-by-side with locals during their stay. Highlighting the long-term benefits in infrastructure improvements and other ways occupancy taxes of those visitors help the local economy has become part of the DMOs job description. Resources: Website: otsegocounty.com/depts/tor/

Richard Arnold is the Director of Fun at Atlantic Travel and Tours. He is a graduate of Acadia University and has been with Atlantic since 1987.  He is also a member of the board of Travel Alliance Partners, where he serves as treasurer. After working as an employee for many years, Richard took the plunge and purchased Atlantic Travel and Tours. He is a busy man- but he’ll be the first to tell you his first love is hosting the trips and being a tour director. Though his title is now Director of Fun, he still gets out in the field and leads trips from time to time. He says, “I want to be judged on the job, not on the fact that I am president of the company. At the end of the day, if I’m not doing my job, I need to hear it like any other tour manager.” On this episode of Destination on the Left, I talk with Richard Arnold about his longtime experience in running tours in an around Nova Scotia and outbound tourism to the far reaches of the world. How has group travel changed? How can you stay competitive? How can you continue to make a profit and make promises like a guaranteed departure trip? We discuss answers to these questions and many more. What You Will Learn in this Episode: How to balance the people side of the business with the numbers side How to make a guaranteed departure policy work, even with a low headcount Partnering with “competitors” to run a larger, more profitable tour The difference between what is most memorable and what makes people open their wallets in the first place How to build greater tourism awareness in your destination community Evolution of Group Touring In the early 2000s, many thought the era of group touring was over. People want to follow their own path, conventional wisdom said. Richard thought something else was happening and developed what he calls “the illusion of choice.” Part of this is about giving people a sense of having freedom of choice. When you offer options, Richard has found that most people default to joining the larger group anyhow. But you’ve empowered them with a choice, which is what travel consumers want these days. Paying Attention to the “Wow” Richard has uncovered a gem of wisdom in his 33 years in the industry- often the thing that caused a touring client to open their wallets in the first place is different from what they find most memorable about a tour. Be sure to pay attention to those “wow” factors that may not be the reason people initially book a trip, but what they get out of it in the end. What “wows” one person might not “wow” another. The greater the customization you can offer (even in group tour offerings), the bigger the “wow”. Richard shows us how you can find ways to make any size tour for any length of time work, through strategic partnerships or just creative thinking and attention to your bottom line. Resources: Website: atlantictours.com Twitter: @Atlantic_Tours Facebook: facebook.com/atlantictourslimited

Dr. Kirsten Ellenbogen brings more than 25 years of experience to her role as the third president of Great Lakes Science Center in Cleveland, Ohio. Kirsten’s energetic leadership during the last two decades has advanced informal STEM education. Her leadership activities at Great Lakes Science Center have included the launch of a new strategic initiative, Cleveland Creates, developed in collaboration with regional workforce development leaders to change the community’s manufacturing narrative through STEM education for middle school youth and families. Kirsten has worked at five museums during the past two decades and consulted for more than 30. She is a founding leader of the Northeast Ohio STEM Ecosystem Collaborative and has been appointed to serve on the mayor’s steering committee on sustainability as well as the planning and Urban Design Committee of the Group Plan Commission. She holds a Ph.D. in science education from Vanderbilt University and a BA from the University of Chicago. On this episode of Destination on the Left, I talk with Dr. Kirsten Ellenbogen about science, city-wide collaboration, and national partnerships in museum tourism. Kirsten also breaks down the vast difference it makes when other institutions speak with each other and work together, instead of being adversarial.     What You Will Learn: How to work with competitors to establish points of differentiation The power of saying yes How to manage a challenge to attendance in what should be your busiest season Working with other community players to achieve and exceed expectations around a huge community event How to maintain your roots as a beloved institution while also connecting with first-time visitors Working with other nearby cultural institutions to create a wider “campus” Cathedral thinking – Looking at tourism development from a generational perspective How strategic plans bring focus to both what you are working on and what you are not working on From a “No” Organization to a “Yes” Organization Organizations get reputations. When you have a reputation for saying no, opportunities start to dry up, and you get stuck in a rut of doing the same things year after year. Saying yes can also have its challenges, like when your city is hosting a national political convention. Kirsten talks about how to bring stakeholders together to think through the best ways to face the challenges and opportunities when you invite the nation into your town. Cathedral Thinking We also revisit a concept from another episode – Cathedral Thinking – as we explore what it means to be a cultural institution with a long view, and a view to contribute and participate fully in the community where you are situated. Planning isn’t just about the next year or two, but about laying a foundation for generations to build on. That may sound grandiose, but when you are a cultural institution in a community rich with art, sports, music, and science attractions, taking the long view together is just good stewardship. What foundations are you laying down for future generations? Resources: Website: greatscience.com Facebook: facebook.com/greatlakessciencecenter/ Twitter: @GLScienceCtr

Tiffany Gallagher is eastern USA branch manager for Civitas, where she helps clients form and manage Tourism Improvement Districts. Throughout her career, she has shown a strong commitment to the tourism and business communities. Most recently she served as the President of the Greater Syracuse Hospitality and Tourism Association and currently serves on the New York State Hospitality and Tourism Board of Directors. Relevant experience also includes; serving on the Board of Directors of Destination Marketing Organizations, Strategic Planning Councils, and Business Improvement Districts.  On this episode of Destination on the Left, I talk with Tiffany about how Tourism Improvement Districts (TIDs) can create a public/private partnership that brings huge benefits to a travel region. These can be formed around hotel accommodations, wineries, breweries or ski resorts. TIDs create a stable funding stream and puts decision-making in the hands of industry leaders in the region. What You Will Learn: The role that Tourism Improvement Districts (TIDs) play in building a destination’s competitive advantage How TIDs are getting more traction in the eastern United States How to set up a TID as a legal entity Why TIDs are a benefit to both the public and private sector in the district The crucial role of relationships in DMOs, local government, and industry in a successful TID partnership How to gather the general data needed and the buy-in to form a TID in your area How a TID establishes a stable funding stream to market your region as a unique travel destination Why there are no size requirements for establishing a TID – from one hotel to major cities How TIDs can form around any travel-related industry (wine, brewery, skiing, etc.) that agrees to form one When and Why to Form a TID TIDs are an exciting concept that has been a big factor on the west coast of the US and are slowly growing in popularity across the eastern US. What makes a TID such an attractive idea? The power, Tiffany tells us, is that this funding mechanism is championed by the industry. It is also managed and spent by the industry. TIDs are a stable form of marketing funding that hotels or other travel categories in a region can use until it doesn’t make sense anymore. If the payers are not benefitting, they can disband the TID. How to Form a TID A Tourism Improvement District is a legal entity. Tiffany has formed organizations as small as one hotel and as large as all the hotels in a mid-sized city. Relationships are key, as this is essentially a public/private partnership between local governments and the industry players in a given region. Resources: Web site: http://www.civitasadvisors.com/ LinkedIn: https://www.linkedin.com/in/tiffany-gallagher-09a0146/ Email: tgallagher@civitasadvisors.com

Fred Bonn of New York State Park, Finger Lakes Region, and his management team, oversee 29 facilities across 10 counties. In 2018, Finger Lakes Parks has welcomed over 3. 8 million patrons who enjoyed hiking, swimming, boating, golf, and camping. Prior to joining New York State Parks, Fred served as the director of the Ithaca-Tompkins County Convention and Visitors Bureau. Currently, he serves on the board of the Finger Lakes Tourism Alliance, and the State Theater of Ithaca. He also represents New York State Parks on the Erie Canal National Heritage Corridor. On this episode of Destination on the Left, I talk with Fred about regional collaboration from the perspective of a state-run entity. He has some fantastic success stories to share about working to enhance the visitor experience at the parks he and his team manage and paying attention to all the resources that abound beyond the park borders. He also ends with arguably our most delicious co-opetition story yet, so listen in for a truly special episode. What You Will Learn: Equipping all customer-facing staff with training to answer basic questions about your destination and region Finding funding and working with key stakeholders to enhance the visitor experience at your venue Tying your destination into the broader visitor experience of your region How to manage huge maintenance projects at key attractions while protecting public safety Empowering people to come up with solutions Taking blinders off and working for a greater good Best practices for successful partnerships The power of face to face conversation in travel planning Taking travel information to where people are actually going Taking the Blinders Off Even if you’re just a little cabin in the woods, you are part of a wider region where people are spending time vacationing. The more you can look beyond your individual business, the more opportunities you will find. For Fred Bonn and the Finger Lakes area state parks, that meant not just thinking about hikes and camping, but about the regional wines, craft beverages, history – everything that draws people to visit the Finger Lakes region. Travelers don’t pay attention to town or county lines when they are planning their itinerary, so the more local businesses, public entities, visitors bureaus, and DMOs can work together to market a region – the more pie there is to share. That is the lesson Fred continually learns and preachs to others in his work. Lessons From the Ice Cream Sundae Wars Controversy is sticky. People pay attention when there is a controversy. So when Ithaca, NY found out that Two Rivers, Wisconsin was trying to lay claim as the birthplace of the ice cream sundae, war may not have been inevitable – but it made for some good headlines. It was the perfect opportunity for some good old-fashioned co-opetition. Both towns agreed to boast that they were the first, with the thought that maybe they would get some national media attention. Not only did it work, but when a media outlet would interview one town, they would call the other to give them a few clues about how to keep stoking the flames. “Reality” TV is not the only place where fake controversy can pay off- publicity from friendly rivalries can be a great way to garner attention and a win-win for both participants. Resources: Website: parks.ny.gov Fred Bonn on LinkedIn: https://www.linkedin.com/in/fredbonn/

Sam Filler serves as the executive director of the New York Wine and Grape Foundation, the main trade association responsible for statewide investments in research and promotion on behalf of the New York wine and grape industry. He previously served as director of industry development at Empire State Development. In that role, Sam worked closely with the alcoholic beverage industry and policymakers to implement governor Andrew Cuomo’s Craft Beverage Initiative. Sam is a graduate of Vassar and New York University. He serves on the boards of Cornell Agritech Advisory Council, National Grape Research Alliance, Wine Market Council, and New York Kitchen. On this episode of Destination on the Left, I talk with Sam about the intersection of the craft beverage industry and travel and tourism. The regional nuances, especially of wines and other craft beverages, create a tremendous opportunity for destinations and the beverage makers who call that region home.   Credit: Wine and Grape Foundation WHAT YOU WILL LEARN How to work together across a region to promote niche markets like craft beverages as part of the tourism fabric of the region Where to look for marketing dollars and join in creating a bigger impact through regional partnerships How you can lose economic development marketing dollars if you have no one in charge of deciding when and where to spend those dollars Ways to better know your target market, and target the right messages to that market How to bring the right tactics and strategies to your marketing plans, even on a limited budget GETTING CRAFTY Craft beverages are becoming a huge industry. Every town and hamlet, it seems, has at least one winery, brewery, and distillery, dispensing locally hand-crafted wine, beer, and spirits. And of course, all of those adult beverages are a big part of the travel and tourism industry. Wine and beer trails are becoming more popular and drawing in a larger audience. These trails and other craft beverage related events present a great opportunity for beverage makers, regional hotels, restaurants and other destinations to work together to create a unique and memorable visitor experience. STRATEGIES AND TACTICS One of the challenges of collaborating with multiple players in a given region is figuring out who is in charge of what. With a project like a wine trail, the point person is likely running a business full-time alongside this volunteer commitment. Sam saw the need to develop a “set of tactics and strategies that we can offer to these wine trails that they can kind of pull from and know that there are tried and true techniques to attract the right people.” So through the Wine and Grape Foundation set about to provide exactly this kind of strategic direction and some real tools that can filter down to the smallest, smallest winery.   RESOURCES Website: newyorkwines.org

Tami Brown currently serves as the General Manager for the Greater Cleveland Aquarium, the only independent aquarium in Ohio. Tami promotes the tenets of “servant leadership”, and her fascinating career path has wound between the arts and culture industry and the travel and tourism industry, giving her unique insights into both. Tami has spent her career working with attractions in northeast Ohio including the Western Reserve Historical Society, the Center for Contemporary Art, the Cleveland Museum of Art, and the Cleveland International Film Festival. She served as Vice President of Marketing for Positively Cleveland, a non-profit dedicated to using tourism to drive economic vitality throughout the region. She also serves on many boards of directors, including the Ohio Travel Association, the Tourism Ohio Advisory Board, the Center for Community Solutions, and Flats Forward (representing the Flats neighborhood of Cleveland). On this episode of Destination on the Left, I talk with Tami about the overlap between the arts and culture industry and the travel and tourism industry, and why that often-overlooked relationship has the potential to be a powerful driver for both industries. Listen to our conversation, and learn how effective partnerships can benefit everyone involved. What You Will Learn: How Tami’s career diversion into marketing ironically led her to her dream job in the arts and culture industry. Why authenticity is the key to standing out as a desirable destination The power and potential of leveraging connections within different industries How an unexpected partnership with a local craft brewery to helped grow a program to protect and endangered turtle species The importance of communication when creating a partnership Why Do Partnerships Matter? One of the major challenges we the travel and tourism industry face is in finding new ways to promote ourselves. Tami provides a great example of the benefits that partnering with other organizations can provide. Her contacts within both the cultural and tourism industries have allowed her to use outside-the-box thinking to come up with innovative marketing possibilities. There is an obvious and logical overlap between tourism and the arts and culture industry that is too often ignored. By reaching out and forming cross-industry connections, we can form strong relationships that have broad-reaching effects. When Opportunity Knocks Opportunities to promote our industry are everywhere, as long as we remain open-minded and ready to cooperate. We already know the dramatic economic impact that destination marketing can have, so the natural extension of that mindset lies in coordinating our efforts wherever possible. Through its partnerships with businesses and organizations in a variety of industries, the Greater Cleveland Aquarium is leading by example. That’s why it was my great pleasure to speak with Tami about her efforts. Resources: Website: www.greaterclevelandaquarium.com Episode Transcript

Beth Erickson has served as the President and CEO of Visit Loudoun since 2014. Visit Loudoun is in Loudoun County, Virginia and in 2016 alone, they generated almost $1.69 billion in travel spending and supported more than 17,000 jobs in the travel industry and adjacent businesses. Prior to her current position with Visit Loudoun, Beth served as the Vice President of the Journey Through Hallowed Ground Partnership, a non-profit organization that works to raise awareness and support for the 180-mile stretch of land lying between Gettysburg, PA and Thomas Jefferson’s Virginia plantation home, Monticello. In 2008, the partnership was recognized by Congress as a National Heritage Area. Beth chairs the government affairs committee for the Virginia Restaurant Lodging Tourism and Hospitality Association. She also serves with numerous organizations including the Loudoun County Comprehensive Plan Stakeholder Committee, Loudoun County Economic Development Commission, Loudoun County Economic Development Authority, and many more committees and boards of directors. She has received numerous awards and honors for her work. On this episode of Destination on the Left, I talk with Beth about the wildly successful work her organization has been doing to turn Loudoun County, Virginia into a popular and respected travel destination and well-connected cultural center. Listen to our conversation and discover how education, collaboration, and storytelling have served as powerful tools for building up the local travel and tourism industry and have had wide-reaching effects for the entire region. What You Will Learn: How Beth’s background in manufacturing, marketing, and advertising first exposed her to the world of destination marketing How Loudoun County’s existing reputation as the wine country of the nation’s capital was a rich foundation to build upon How Visit Loudoun works with the Virginia state tourism office to coordinate and bolster their efforts Why Beth’s biggest challenge has been making tourism more visible, and how she has worked with elected officials to “tell Loudoun County’s story” What projects she’s currently working on, including the upcoming opening of a world-class athletics center and training facility Why collaboration and cooperation between “competing” parts of the tourism industry have been impactful on her own work Why Does Destination Marketing Matter? Aside from the tremendous economic impact the travel and tourism industry has on an area, destination marketing is a wonderful way to tell the story of a location. Through coordinated education efforts and cooperation with local and state organizations and elected officials, the ripple effect from marketing efforts can boost an entire region. In Loudoun County’s case, the efforts Beth and her organization are making have been major contributing factors in opening up new avenues for growth. It has helped expand local transit and athletic opportunities, and certainly been an influence on Amazon’s decision to locate their HQ2 a mere 50 miles from Loudoun. Cooperation Equals Opportunity As Beth illustrates beautifully in our conversation, cooperation with others has been a powerful tool to help tell Loudoun County’s story. By working with the state tourism office, elected officials and other organizations, Beth’s coordinated efforts have paid dividends for the local travel and tourism industry helping to expand the local economy with new and exciting opportunities for both visitors and residents. Our industry is a remarkable engine for regional growth and cultural development. There are countless opportunities for thinking outside the box while growing your reputation as a worthwhile travel destination. That philosophy of innovation and teamwork is precisely why it was such a pleasure to chat with Beth and hear her insights. Resources: Website: www.visitloudoun.org Episode Transcript

Putting a marketing plan together may seem like a daunting task, competing with your daily must-do list and everything else vying for your attention. But without a plan, you are just wandering in the desert and hoping for outcomes you haven’t clearly defined. Planning is a necessity in order to grow and sustain your business. This episode of Destination on the Left is a solocast all about developing a solid marketing plan: setting goals and the tactics it will take to achieve those goals. We’ll talk about situational analysis, SMART goals, and drilling down on exactly who your target market is. We’ll talk about the messaging you need for different stages in the customer journey. We’re going to give you everything you need to get a great plan for 2019 together and get it done! What You Will Learn: How to set SMART goals for the coming year How to do a situational analysis Steps to develop one or more buyer personas Developing and following through on a tactical marketing plan Keeping your plan flexible, but tethered to doable goals and outcomes Insights to Support Your Plan Plans are fluid documents.- you don’t have to have all the answers today. They provide a roadmap to where you want to go, but it’s okay to tweak them and change them. Having a plan to start with will make it easier to make adjustments along the way. You will start your plan by answering this question: What are the top three to five goals that you want to accomplish in 2019? Back in Episode 96, we touched on some really important ideas that affect how you plan your marketing. I spoke with guest Susan Baier from Audience Audit. She talked about getting beyond the who and the where to really understanding the why. Why are clients looking for a travel option, and why is your destination the best option for them? Understanding the why provides you with the insight needed to tailor communications to speak to them. This is the kind of information you need to gather for an effective marketing plan. Getting Tactical None of this matters if plans remain on a page somewhere on your laptop or in a binder lost in a pile in your office. So in this episode, we also dig into the tactical elements that will bring your marketing plan to life. Remember, this is a breathing and living document. It’s not written in stone and it can easily be changed and adapted as you move through the year. Just having the plan is a huge step in helping you to achieve your goals in 2019. Resources: US Travel Association Destination Analysts State of the American Traveler Family Travel Association Destination on the Left Episode 96 Brand Now by Nick Westergaard