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ADVANCE THE DMO PROFESSIONAL

ADVOCATE FOR THE DMO INDUSTRY

PROTECT & LEVERAGE ASSOCIATION RESOURCES

Professional Development Career Development Peer-to-Peer Networking

• At Home• In the Meetings Market• In the Consumer Market

DMO Members Allied Members & Sponsors Leadership & Governance Professional Management

DMOs

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DMAI’S ROLE

600 DMO MemberOrganizations

Within 16 Countries

$2.5B+Annual Budgets

Sources:1.DMO Marketing Activities Study, DMAI2.2013 DMO Organizational & Financial Profile Study, DMAI

79% receive hotel tax dollar investment

U.S. DMOs at a glance

Average Staff = 13

46% of DMOs are membership based; average of 100 members

Sources:1. 2013 North American DMO Organizational & Financial Profile Study, DMAI

74% are independent, not-for profits Of that 63% are 501(c)(6)s 14.6% are government agencies 4.6% are Chamber of Commerce 4.0% are authorities

38%

22%

19%

18%

9%

23%

16%

Market & Sell To Visitors Inform &

Advise Visitors

Develop Destinatio

n Deliver Visitor

Services

DMO Investment

Description

2013 DMO Organizational & Financial Profile Study

What we learned

2013 average DMO budget increased 3% breaking $3M

1 in 7 destinations increase investment through TID / MDA / Voluntary marketing fee

38% of DMO’s have partnership programs

218 participating DMOs’ revenue and expenses, funding sources, visitor taxes break downs, allocations, financial policies, visitor center information and online marketing efforts

Source:1.2013 DMO Organizational & Financial Profile Study, DMAI

Group Sales Impact

Description

2013 DMO Group Sales Channel Impact Study

What we learned

Collectively drove 39 million group room nights for future events, growing by 4.9% from last year

Over 280 U.S. destinations rely on DMO sales and marketing efforts to attract events to their respective communities.

Quantifies the impact of DMO group sales channel from 2009 to 2012 based on booked room nights for future events, occurred event room, and the number of events that occurred and were booked

Sources:1.DMO Marketing Activities Study, DMAI2.2013 DMO Organizational & Financial Profile Study, DMAI

1 in 5 Group hotel room nights in the U.S. influenced by DMOsGrowth of 4.9% from last year

39Mroom nights

(booked)

Source:1.. 2013 DMAI DMO Group Sales Channel Impact Study, DMAI

TRANSFORMATIVE and TRENDING

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CONSUMER BEHAVIOR The growth and ease in the consumer’s ability to access products and services

via the Internet (and complementary technologies) has made side-stepping established businesses more common, disrupting traditional distribution channels and entrenched ways of doing business

Individuals have become more active online creators (77% compared to 10% seven years ago), ranging from consumer-curated content (e.g., Pinterest, Instagram) to individually-created products and or services for sale. This increased activity suggests that businesses who expect the consumer to passively accept their static offerings will become increasingly irrelevant to that very consumer.

Organizations who do not offer an integrated consumer experience across all channels and platforms -- mobile strategy, in-store strategy, advertising strategy, to name a few -- will be side-stepped in favor of one that is responsive to the consumer’s needs and available when the consumer is looking for them

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EVOLVING DMO ROLES There is growing demand for DMO attention as DMOs gain visibility

and become more relevant, creating more demand on the DMO budget

DMOs are experiencing increased competition in their meeting planner and consumer channels – and even with local stakeholders. The industry needs to evolve its positioning and language from one of ‘relevancy’ to that of ‘value’

The DMO industry must explore more ways to work together to position themselves collectively more efficiently than they can individually to ultimately inspire more travel

Based on the DMAI Strategic Planning Survey of more than 100 DMO CEOs, the majority of official DMOs believe their value proposition to be “economic development through tourism.”

VAIL VALLEY GETTING IT DONEREGIONAL COMMUNITY DEVELOPMENT ORGAINIZATION 800 MEMBERS – 21 IN LAST QUARTER DEDICATED TO ECONOMIC VITALITY OF VAIL VALLEYENSURE LOCAL BUSINESS SUCCESS

Partnering with local businesses Collaborating with key stakeholders

EFFORTS AND BENEFITS:3 DISTICNT ROLES

Chamber of Commerce, Destination Marketing Organization Economic Development

The Partnership strives to sustain and enhance the Vail Valley as a tourism destination and as a place to do business by contributing to the identity and economic well-being of the community.

A Strategic Roadmap

Global Destination Marketing

for the Next Generation

FIELDED APRIL 214OVER 250+ GLOBAL DMOs ParticipationA comprehensive definition of the current state of affairs A view of the future, identifying emerging social, economic and competitive trends and Recommendations on how DMOs should respondToolkit to assist DMOs in their response

Futures StudyDestination Next

Destination Arena - 100+ Measures

Compare DMO PerformanceMeeting SalesBooking PaceMembershipLeisureInteractiveMobile SocialResources/StrategyMarket Conditions

Dashboards• Up to date business

intelligence based on automated data feeds

• Interactive to allow for customization

Annual Reports & Quarterly Webinars

• Annual State of the Industry Report

• Quarterly Webinars dealing with specific topics and short-term developments

Customized Reports

• Report customized to review individual performance relative to peers and competitors

• Available for individual organizations or regions

Workshops • Consulting and workshops to assist DMO improve performance

Why should you care?

STAR report for DMOSBlueprint for Improvement, professionalism, Architects of your tourism cathedralReal-time and ongoing comparative tracking of current business and future outlookDetailed assessment of competitive positionProactive plan available instanteously to develop strategy before the stormStrategic input to sales and marketing activities