Cornish-Windsor Covered Bridge in Cornish, NH

A Destination Management Organization’s Success as Catalyst in the Sugar River Region

Written by Halle Swets on May 21, 2024. Posted in Blog.

What is a DMO, and how is it used to develop a community into a tourist destination?

To begin examining the success of Discover Sugar River Region as a Destination Management Organization (DMO), we must first discuss what a DMO is and how it can be used as a community catalyst.

Destination Management Organization: It is an organization responsible for promoting a specific destination, such as a city, region, or country, to attract tourists, businesses, and investment.

They typically engage in marketing, advertising, and promotional activities to showcase the attractions and amenities of their respective destinations to potential tourists. In many cases, it can be used to bring awareness to unknown destination, thus acting as a community catalyst.

Discover Sugar River Region DMO Logo

Destination Management Organizations (DMOs) serve as catalysts for community development through various means:

Economic Boost: DMOs stimulate economic development by promoting tourism, which generates revenue. This influx of funds fosters business growth, job creation, and overall prosperity.
Enhanced Image: DMOs strategically market and brand the destination, enhancing its appeal to tourists, investors, and residents. By positioning the destination as unique and attractive, DMOs increase its competitiveness and attract further investment.
Infrastructure Improvement: The increased tourism facilitated by DMOs often leads to infrastructure enhancements, benefiting visitors and locals.
Cultural Preservation: DMOs preserve the destination’s cultural heritage and natural assets, fostering local pride and identity.
Community Engagement: DMOs engage stakeholders, including government agencies, businesses, and residents, in tourism planning and decision-making.
Sustainable Practices: DMOs advocate for responsible tourism policies and support sustainable initiatives to minimize negative impacts on the environment and communities. By promoting sustainable practices, DMOs contribute to the destination’s long-term viability.
Infrastructure Development: DMOs may collaborate with local authorities and businesses to improve infrastructure such as accommodations, and public facilities. These improvements not only enhance the visitor experience but also benefit residents by providing better services and amenities.
Education and Training: DMOs may offer training and educational programs to local residents, equipping them with the skills needed to participate in the tourism industry. This can create employment opportunities and empower individuals to take advantage of the economic benefits of tourism.

Unique Communities in the Sugar River Region in Sullivan County, New Hampshire

The Sugar River region in New Hampshire is located primarily in the western part of the state and covers 527 sq. miles in Sullivan County, New Hampshire. The Sugar River itself flows through this region, starting in the towns of Sunapee and Croydon. It winds its way through communities such as Newport and Claremont.

Map of Sullivan County, New Hampshire (Sugar River Region) — *Map of Sullivan County, New Hampshire*

This area is known for its picturesque landscapes, outdoor recreational opportunities, and historic towns. The Sugar River Rail Trail, a popular recreational trail, follows the path of the former Claremont and Concord Railroad along the Sugar River. It provides opportunities for walking, biking, and other outdoor activities.

In addition, snow sport activities are popular in the winter months including cross-country skiing, snowmobiling, and skiing/snowboarding. Mount Sunapee Resort is a 233-acre skiing destination with a wide variety of terrain for the entire family.

The Sugar River region in New Hampshire offers a mix of rural charm, outdoor adventure, and historical significance, making it a popular destination for visitors and residents alike. Furthermore, communities in the region include: Acworth, Charlestown, Claremont, Cornish, Croydon, Goshen, Grantham, Langdon, Lempster, Newport, Plainfield, Springfield, Sunapee, Unity, and Washington.

Transformation of a Region of New Hampshire Through Collaborative Community Effort

The Mission: Discover Sugar River Region as a Destination Management Organization develops, promotes, and sustains our regional assets to create a thriving visitor economy, improve quality of life for all who live and visit here and becoming a community catalyst.

The Vision: The Sugar River Region provided residents and visitors with an authentic New Hampshire experience through a diverse array of recreational, cultural, economic, and agricultural opportunities.

Sullivan County is one of the least visited areas of New Hampshire, so the goal of the Destination Management Organization is to be that community catalyst. In its first year, Discover Sugar River Region aims to solidify its brand identity, establish key performance indicators, and set long-term objectives while executing initial marketing strategies, materials, and approaches as detailed in this plan.

Through partnerships and active involvement within the community, the organization endeavors to enhance recognition of the destination and its exceptional tourism offerings by employing narrative-driven campaigns and collaborative promotional efforts within the constraints of a budget.

Creating strategic organizational objectives in Destination Management Organizations and positioning a brand as a catalyst in the tourism industry:

The overall objectives of a destination marketing strategy are to:

define the brand positioning and guiding principles
create strategic goals
identify the target audience
outline tactics to deploy

For Discover Sugar River Region, there is a geographic focus in their marketing strategy with the hopes of targeting visitors a short drive distance away (including Vermont, Massachusetts, southwest Main, and east central New York). Other targets are long drive/coach bus roach trippers to New England. Amtrak travelers on the Vermonter represent a potential market as well.

The goal of the project is to target people in the tourism market seeking family fun, local creativity (art enthusiasts, specifically). As well as outdoor adventurers, history, and seasonal travel.

Social media is being employed as an important tool in the marketing process. Local businesses, resorts, and events can be broadcast to the public and reach new people. The DMO can help curate its brand through social media such as Instagram, Facebook, and its website.

The Arts as a Catalyst used by Destination Management Organizations

A study done by Americans for the Arts looked at the Economic and Social Impact of Nonprofit Arts and Culture Organizations and their audiences in Sullivan County, NH. They conducted a survey in 373 diverse regions of the county, Sullivan County being one of them.

The survey asked how much “Audiences Demonstrate Appreciation for the Impact of Arts and Culture”

79.1% said this venue of facility is an important pillar for me within my community
85.4% said “I would feel a great sense of loss if this activity or venue were no longer available”
89.0% said “This activity or venue is inspiring a sense of pride in this neighborhood or community”
86/9% said “My attendance is my way of ensuring that this activity or venue is preserved for future generations”

Based on this survey, the residents of the Sugar River Region value the arts and its impact. The study showed the economic and social impact of the nonprofit arts and culture industry. Surprisingly, in Sullivan County, the sector generates $10.2 million in overall economic activity during 2022.

Arts and culture strengthen the visitor economy, with 41.9% of attendees who are nonlocal visitors spending $37.71. 78.9% of nonlocal visitors stated that their primary purpose of visiting the region was to attend an art-related event.

So, Discover River Region aims to continue supporting the development of the arts in the region further, as it is one of the main economic drivers.

Destination Management Organization Creating a Brand to be a Catalyst in Collaboration with the Community:

The Chairperson of the Board of Directors for DSRR and Chamber of Commerce, Elyse Crossman, hopes the DMO will help create a regional sense of identity and pride in the region. The area has long been overlooked in New Hampshire, and she hopes this will slowly change through their tourism development work.

*Infographic explaining the various agencies involved in supporting DSRR*

The DMO is still in its early stages, so the extent of its success as a community catalyst is still to be determined; but Elyse Crossman has high hopes. One of the things Solimar brought to the process is helping everyone get to their vision of a shared identity. During the development, Elyse has seen a willingness to collaborate from local businesses that she has never seen before.

Developing a Sustainable Future for The Sugar River Region

Ultimately, the goal of Solimar’s work in the region is to set up a DMO that will run smoothly after the contract is finished. The project is off to a successful start, but there is still vital work to be done to ensure its long-term viability.

The Sugar River Region Project team to lay the foundation for the DMO to run smoothly into the future. Additionally, community engagement and collaboration are key to the success of this endeavor. The overall hope of the DMO is to increase the quality of life for residents of the region through economic stimulation. This will make the Sugar River Region a desirable destination to visit, work, and live.

*Aerial photograph of Downtown Claremont, New Hampshire*

Learn more about the Sugar River Region and all of the great things to see, do, and eat in the region HERE!

Meet Sylecia Johnston, Solimar’s New DMO Solution Lead

Written by Quentin Fidance on March 28, 2023. Posted in Blog.

Solimar International is known globally for our significant work in sustainable tourism initiatives. Engaging in enterprise readiness schemes, developing destination management organizations (DMO), and creating responsible tourism practices, the company is leading the way in countries that have huge economic potential for tourism post-COVID. And no one is better suited to help develop and achieve Solimar’s goals than Sylecia Johnston, our new project manager and DMO Development Solution lead.

Meet Sylecia Johnston!

Sylecia’s first family trip to Israel when she was just 13 months old initiated her life and love of travel, whether it be for education, business, or leisure. Throughout her career, she has also been heavily involved in the conservation of culture, heritage, environment and natural resources.

Graduating from George Washington University with a degree in sustainable destination management, she has used her education to its full career benefit. “I’ve worked for a few different DMOs, various conservation non-profit organizations, and have sat on many boards and committees. Now, I’m ready to help establish Solimar’s DMO program on a global scale.”

Sylecia’s Work at Solimar

As a project manager at Solimar, she leads efforts and drives project communications in some of the countries that we work in. “I am one of the many project managers at Solimar, but because of the company’s reformatted structure, I am also leading DMO solutions for different destinations,” Johnston explained.

Johnston has actually followed Solimar since her days at university. “I am in my dream job right now,” she exclaimed. “Getting to step into this role at this time in my life is fortuitous. I am most excited about working with a team of individuals who are just as passionate about sustainable and regenerative tourism as I am.”

This is her first time working with international development-funded projects like with USAID, but that doesn’t mean she is going to back down from a challenge. “I’m familiar with extensive government reporting, so I think it will be an easy transition to make,” she explained.

“What is great about a DMO is that there can be various levels of organization based on the needs or capacity of the destination, from the most basic forms to hugely elaborate with multiple committees and platforms,” explained Johnston. Because it is managed by stakeholders in the destination, DMO easiness is all about how open they are to make it as best as possible. DMOs can manage a simple website with essential information or a much more elaborate program – both can be equally effective,” she concluded.

Destination Dahar and Tunisia

Dahar area in Tunisia — Dahar Area in Tunisia (*Wikimedia Commons*)

Johnston is working on a wide array of DMO solutions for many Solimar projects, including the work to support Destination Dahar under the scope of the USAID Visit Tunisia project. Johnston is quite familiar with Tunisia. “Previous to Solimar, I was an independent consultant, and I had a client in Tunisia, so I have done a bit of research,” she elaborated. “I’ve also traveled there for vacation before, which has allowed me to keep up with the tourism industry in the country.”

Sylecia really enjoyed visiting Tunisia, despite any western world perceptions that are projected onto the Middle East North Africa (MENA) region. “There is an opportunity for bridge building and cross-cultural understanding that could take place for more western tourists to be open to traveling to Tunisia,” she added.

This perception presents an obstacle to Destination Dahar eagerly promoting the Dahar region to travelers around the world. “Dahar is a region with some of the least economic opportunities in the whole country. Many in the local communities are abandoning their villages to go to Tunis or Sfax, or migrating to Europe. The main challenge is developing a robust organization’s product offerings, experiences, tourism management, and marketing that can find the next steps to drive economic growth in the area so that people are motivated to stay.”

The hills of Dahar (Destination Dahar)

Because of her experience and some insight into the future of tourism in the MENA region, Johnston believes Tunisia is very eager and open to international tourism, especially for expanded regional strength and economic benefits through travel beyond the northeastern coastline. “Development in the MENA region will lead to more stability, and investment in the industry will help establish more business, making the destination better promoted and more open to international tourists,” she commented.

As tourist industries around the world prepare to take full advantage of a post-COVID boom, they are going to need a reliable company with a dedicated workforce to help further establish themselves on a global scale. Sylecia’s invaluable experience in the travel industry will significantly help Solimar International in achieving these goals.

Learn more about Solimar’s DMO development process here, and join us in welcoming Sylecia to the Solimar team!

What Does Destination Management Mean and Look Like in Practice?

Written by Thomas Hinkel on January 5, 2023. Posted in Blog, Uncategorized.

Destination management is the process in which Destination Marketing Organizations (DMOs) work with stakeholders to increase development of the tourism sector, gain more tourists, address challenges, and bring more benefit to the local community. In the case of Solimar, this is also done while ensuring that this development is conducted sustainably, both from an economic perspective as well as an environmental perspective. This practice sounds simple in theory, but it can be a complicated process that requires coordination with a large group of people with diverse interests. Solimar is currently working in the Sugar River Region of New Hampshire to help develop a DMO from the ground up, as well as establish a website and marketing plan for the destination.

The Sugar River Region of New Hampshire is a picturesque New England destination that is made up of fourteen towns and one city. The region has hiking trails with scenic views, historic covered bridges, as well as quaint small-town charm as you travel from town to town. Solimar is partnered with the Sugar River Destination Council, the existing organization concerned with tourism, to assist in creating a Destination Management Plan that will benefit all the local stakeholders. The first step in this process was to create a DMO, and the Sugar River Region Destination Council (SRRDC) was established to coordinate and create, as well as conduct Destination Management.

Engaging Stakeholders in Destination Management & Understanding the Destination

To successfully manage a destination, it is important that the DMO fully understands the unique challenges and opportunities of the place. To understand your destination, you have to understand the tourists that are interested in visiting, as well as how to keep local residents satisfied. This holistic approach makes it very clear that different stakeholders and industries that are involved in tourism must be unified in their efforts in order to create a seamless experience for tourists.

Outside of the Sugar River Region example, Solimar has also created comprehensive Destination Management Plans in other regions of the world. Solimar’s work in Timor-Leste established a network of businesses that were key to the tourism sector of the island, and also assisted the community in creating a DMO. This community-based approach has yielded a lot of success for the local businesses throughout the island and has helped Solimar to hone its framework for creating and managing DMOs.

In the case of the Sugar River Region, Solimar and the SRRDC worked together to consult with a wide variety of organizations and individuals to better understand the needs of the community, as well as the goals these stakeholders shared for the community. These talks were held with local governments, tour and transport operators, accommodation providers, educators, business owners, as well as residents from across the region. Once common goals for the region are established, the DMO can guide the Destination Management Plan in the direction it needs to in order to reach these goals. This is an important part of community-based tourism, which is crucial to creating a sustainable Destination Management Plan.

Understanding the goals of all the stakeholders involved in the destination is critical, but it is also important to understand exactly what the destination has to offer as well as its capacity to host tourists. Conducting research on tourism, as well as the impacts it will have on the region is vital in order to stay true to the holistic approach. For one, this research can underscore the potential pitfalls that could occur if destination management is not done incorrectly. These downsides could pertain to environmental, economic, or social concerns. These concerns must be addressed in the Destination Management Plan to ensure that the destination is developed in a sustainable manner. These studies can also identify key opportunities to further develop attractions to bring success to the destination.

When background research was conducted in the Sugar River Region, key opportunities for collaboration with local stakeholders were highlighted. For instance, they found that cultural events in the region could be expanded to attract more visitors while partnerships between local businesses and residents of the region could be enhanced to make decision-making and strategizing more collaborative.

Considering Infrastructure and Logistics in Destination Management

Once goals are established, it is important to evaluate the region’s capacity and infrastructure in order to determine how best to move forward. For instance, where are the closest airports to the region, and is it easy to get there from the airports once tourists have arrived? In less developed tourism industries abroad, this step is very important to destination management.

Luckily, in the case of the Sugar River Region, the area is close to three airports in Boston, Hartford, and Burlington. There are shuttles that run from two of these airports, but the most scenic way to see the area is to rent a car and use it for travel! The Destination Development Plan aims to encourage this, as it is an easy way to get around the area while still getting to see all the breathtaking sights before you. In fact, the Sugar River Region plans to promote designated Sugar River Region Scenic Routes, which will connect the towns and bring you near historical markers.

There are many moving parts within destination management. As previously mentioned, understanding the region and its residents is necessary to ensure that the DMO is promoting equitable and sustainable practices in tourism development. Tourism is a fast-paced industry, therefore coordination and constant communication among stakeholders is the name of the game. Some examples of these coordination efforts within the Sugar River Region project are:

Ensure that campgrounds in the New England woods are properly prepared to host guests
Organize with local accommodations and restaurants to boost their visibility to tourists
Cooperate with cultural groups, such as the Claremont Arts Council to ensure that there are a myriad of events to encourage tourists to visit
Work with local governments to establish a Visitor Center for tourists.
Ensure that hiking trails are maintained and promoted

The DMO responsible for destination management also must ensure that the destination becomes successful, as this will bring more profits to the area and sustain the Destination Development Plan. Sustainability necessitates processes that are environmentally, socially and financially maintainable. Achieving this can be very difficult, but incredibly beneficial process to ensure that a destination’s tourism sector is developed sustainably.

Marketing & Destination Management

It is the role of the DMO to manage and coordinate with various organizations in the local tourism network. While this is the case, another important aspect of destination management is digital destination marketing. Digital marketing can change the reach of marketing campaigns for a destination from a local audience to a global one. Especially today, it is important that a destination has a strong digital footprint. With a strong digital footprint, it is easier for people to discover your destination and learn more about it.

The first step to building a strong digital footprint is to create a tourism website. This website should aim to not only promote the region, its attractions and its people, but also to encourage others to visit. In the case of the Sugar River Region, Solimar is currently working in conjunction with the SRRDC to make a website that will fit the destination’s needs. The website must ensure that campgrounds are listed online, as well as restaurants, and that events are properly listed and up to date. This requires a significant amount of information from the various stakeholders.

Creating a website itself is a significant undertaking, and it requires the same coordination between stakeholders that is necessary for the other aspects of destination management that have been previously discussed. The DMO must also ensure that social media posts are created which boost interest in the region and let tourists know that the destination has much to offer. Social media is a very powerful tool in increasing how much attention your destination gets, and destination management should account for utilizing social media to receive these benefits.

Destination management is an all-encompassing process that ensures that a Destination Management Plan is created and followed. The DMO responsible for destination management must ensure that all stakeholders are consulted, and that the destination is developed in a way that will help achieve these goals.

This is not an easy process, and one that requires careful coordination. However, by properly addressing these concerns, the Destination Management Plan will ensure that the destination becomes both sustainable and beneficial to all members involved, including the local government, the businesses and the community. The Sugar River Region is a great example of Solimar’s destination management process being put into practice. We encourage you to visit the area and see all that it has to offer!

Liked learning about Destination Management and want to hear more? Take one of our courses to learn more about destination management! Visit our Institute for Sustainable Destinations website today: https://institute.solimarinternational.com/

7 New Trends in Tourism Planning You Must Know

Written by Greta Dallan on July 26, 2022. Posted in Blog, Uncategorized.

What is Tourism Planning?

Tourism planning consists of creating strategies to develop tourism in a specific destination. Knowing and understanding current trends allows those in the industry to tailor their operations to meet demand. It is crucial for DMOs and tourism businesses to stay up-to-date.

Origin and development of tourism planning

Tourism planning was born from the necessity of simultaneously balancing the economic goals of tourism and preserving the destination’s environment and local welfare. It arose in the second half of the 1990s, when mass tourism brought an unparalleled change in the travel environment. Consequently, the industry had to develop new standards to adapt to this change.

The aim of tourism planning

The current objective of tourism planning is to control tourism’s unprecedented expansion to limit its negative social and environmental effects, while maximizing its benefits to locals.

These goals can be reached by:

Analyzing the development of tourism in the destination
Examining the state of affairs in a specific area and executing a competitive analysis
Drafting tourism policies
Defining a development strategy and actionable steps

Businesses looking for support through this process can reach out to Solimar International or check out this free toolkit. Solimar has a dedicated team of staff who employ a wide range of skills to promote economic growth, environmental preservation, and cultural heritage conservation.

developing strategies and planning are key to improving destination tourism — Planning development strategies are necessary to improve tourism.

Why is Tourism Planning Important?

Tourism planning should be part of destination development plans because it supports a destination’s long term success and incentivizes the collaboration of key stakeholders.

Tourism planning maximizes tourism benefits like:

Promotion of local heritage and cross-cultural empathy
Optimization of tourism revenue
Natural environment and resource protection

Tourism planning also minimizes tourism drawbacks such as:

Overtourism, and consequently anti-tourism feelings
Economic leakage
Disrespect for the local culture
Damage to the local environment

Tourism planning is also important because, by creating plans and strategies, destinations provide an example that other destinations can follow to improve tourism in their area. It ensures that the destination is consistent with changing market trends, constantly addressing tourist and resident needs as they arise.

This was made clear in the Cayman Islands. The surge of cruise tourism caused a massive influx of tourists, which brought new challenges to the small islands. Consequently, the destination’s goal shifted from attracting tourists to sustainably managing them. The development of a National Tourism Management Plan was key to provide stakeholders with the tools they needed for sustainable tourism management.

What are the Newest Tourism Trends?

In the planning process, it is fundamental to consider how new tourism trends influence the future of tourism planning and allow destination strategies to stay innovative.

1. Safety and Cleanness

The Covid-19 pandemic brought about significant change to tourism and tourists’ perception of travel. Tourists are now more concerned about safety and cleanliness. They have a preference for private home rental, contactless payments, and booking flexibility due to the constantly-evolving global health situation. They are also more willing to visit natural environments and less crowded destinations where they feel safer.

→ Tips for DMOs: Have safety and cleanliness standards, allow flexible bookings and contactless payments, and focus on open-air experiences.

An excellent example of these practices is Thailand, which decided to boost tourism after Covid-19 by rebranding itself as a safe tourist destination, issuing safety certificates to infrastructures to build public trust.

2. Social Media

Social media is the preferred channel for travel inspiration, influencing travelers’ decision-making because videos and pictures create an emotional bond between people and places.

The preferred platform depends on the traveler’s generation:

Gen X uses Pinterest and aesthetically pleasing blogs
Millennials use Instagram
Gen Z uses TikTok

Generation Z is also more willing to travel after Covid, and they will have high spending power in the next few years.

Video content is favorable because of the high engagement and interaction it creates compared to pictures. In this context, TikTok is the future of travel marketing. On this fast-growing platform, videos are likely to become viral because of the app’s algorithm. For example, the travel campaign #TikTokTravel, where people were invited to share videos of their past trips, was viewed by 1.7 billion people.

tourists use social media like Instagram to plan travel — A tourist searches for Instagrammable locations

→ Tips for DMOs: DMOs can use TikTok to promote attractions, restaurants, and tours partnering with influencers. Social media can attract new customers, monitor Instagrammable locations, and manage overcrowding by promoting lesser-known areas. This all helps shift tourists away from hot spots.

Follow Solimar International’s success with social media promotion through their World Heritage Journeys of the European Union project. By providing research, media-rich itineraries, website promotion, and mobile maps, Solimar International can help your organization reach its target audience.

3. BLeisure Travel

Due to technology, the separation between work and life is blurred. This premise gives birth to the BLeisure travel, a genre of travel that combines business and leisure. Aside from those who travel for work, combining some leisure during their stay, there is an increasing number of digital nomads. These people are freelancers or smart workers who decide to adopt a traveling lifestyle. They will look for business hotels where they can easily obtain a fast Internet connection and a good working environment.

Some destinations are rebranding themselves, targeting those who work remotely. A good example is Aruba, which promotes itself as a paradise for workation.

BLeisure tourists could work from their favorite destinations — How working as a BLeisure tourist could look

4. Destination Uniqueness

The tourism market is becoming increasingly competitive, especially for destinations with similar climates or natural features. To stand out, destinations need to focus on their distinctive assets. Places should identify a destination brand, which highlights their culture and the unique experiences they offer to tourists, instead of branding common and widely-available tourism practices.

An example of destination uniqueness as a trend of tourism planning is Uganda, which is widely known as a safari destination. The country rebranded itself by focusing on its one-of-a-kind cultures, landscapes, food, and traditions, labeling itself “The Pearl of Africa.” This is one aspect of Uganda’s tourism planning process. By identifying and promoting a destination brand, Uganda aims to develop an immersive tourism for meaningful and transformative experiences abroad.

5. Transformative Travel

Transformative travel is an expression of the experience economy combined with experiential travel. The latter is about living once-in-a-lifetime, off-the-beaten-track experiences rather than conventional ones, connecting visitors with local cultures.

Transformative travel is defined by the Transformational Travel Council as:

“intentionally traveling to stretch, learn and grow into new ways of being and engaging with the world.”

Therefore, transformative travel is an immersive experience that aims to inspire personal transformation, growth, and self-fulfillment. People travel to transform their own lives and the lives of those who live in the destination.

→ Tips for DMOs: Destinations should focus on providing unique and authentic experiences that connect travelers with locals. This enables tourists to experience local culture, food, and lifestyles, lending way to authentic experiences that they are sure to remember.

6. Sustainability and Community Engagement

Travelers are becoming more conscious of their environmental impact, and they are more willing to adopt a sustainable travel style. This means not only doing less harm to the environment, but also making a positive impact on cultures and economies, generating mutually beneficial relationships between tourists and locals.

An excellent example of a country that stays ahead of trends in tourism planning is Jamaica. Instead of boosting sun and beach tourism development, Jamaica has recently focused on community-based tourism, providing several experiences that empower locals.

By focusing on poverty reduction, gender empowerment, equality and employment, Jamaica utilizes tourism to achieve social justice goals.

Similarly, Solimar contributed to an Artisan Development project in Morocco. By strengthening the connection between local artisans and tourists, Marrakech and Fez saw a significant increase in direct selling to consumers, which contributed to increased local welfare.

developing sustainable framework is ket to the tourism planning process — Giving tourism a sustainable framework is a necessity for tourism planning

7. Technology to Manage Overtourism

The rise of charter flights boosted mass tourism. This has pressurized cities, raising the debate on the limits of acceptable change and generating anti-tourism sentiments among residents. One example of this is in Sedona, Arizona, where we helped manage visitor flow by marketing and promoting the nearby towns and attractions in Arizona’s Verde Valley.

→ Tips for DMOs: Destinations should exploit technological advances to develop crowd management techniques. Some DMOs used gamification to manage tourism flow, spreading visitors in less known or less crowded areas. This is popular in London, for example, with the Play London with Mr. Bean app, a program that allows tourists navigate to different parts of the city and find points of interest quickly. This gives the city the opportunity to redirect tourist flows to spread-out spots in London.

To learn more about the tourism planning process and future trends in the tourism industry, visit our Institute for Sustainable Destinations website today.

By Greta Dallan & Hannah Lambert

What Visitor Services Should a DMO Provide?

Written by Lena Eckert on June 23, 2021. Posted in Uncategorized.

Providing visitor services is an essential function of every Destination Management Organization (DMO)

Destination Management Organizations (DMO) are responsible for the management and marketing of a tourism destination to attract visitors and to offer them a good experience during their stay. One of the key functions of DMOs is the provision of visitor services, before and during the visit to the destination. But why are visitor services so important and what visitor services should a DMO provide?

Within the booking process, all services and information need to be accessible for visitors. Potential customers may choose another destination if they do not get the information that they need. Therefore, DMOs must provide that role while informing potential visitors of information regarding their trip. DMOs also play an important role in facilitating the booking process, either directly on their website, or with the help of their partners. Apart from the booking period, visitor services can enrich the traveler experience, as more information and help can lead to an improved experience. This can result in a higher interest in returning to the destination and in sharing the experience, either with family and friends or on social media. Within the destination, visitor services can also increase revenue and the time that tourists spend in the area, as a study from Philadelphia’s visitor center showed. Consequently, visitor services should not be neglected by DMOs as they have a significant impact on tourist satisfaction and revenue.

There are different types of visitor services and DMOs should strive to provide a combination of them all. First, DMOs should provide materials like print collateral and maps to help customers find their way and to garner interest and demand for specific attractions. Although a tourist searches for information online every second each day, it is still important to provide printed information as many people like being able to hold and engage with the material. Nevertheless, the DMO should ensure the provision of information and services online, and it should become clear on their website what can be done in the destination and where tourists can stay.

Providing accommodation with commission from hotel partners, packages, and discount passes on the website can also be beneficial for the DMO itself to gain income but also help the visitor prepare for the trip. The destinations’ website should also offer information about all activities and more specific topics like meetings and conventions so that all target groups can find the information they need. Importantly, customer service should also be provided as well so that concerns and questions can be answered and resolved. For that purpose, DMOs should offer contact possibilities via phone, mail but also social media and answer those inquiries as fast as possible. Customer service on social media platforms is gaining importance, especially for younger customers. DMOs should strive to respond timely, strengthening their brand loyalty through quality digital customer service. Alternative solutions like chatbots, that answer questions or guide customers through everything that they need to know, can also be a beneficial and innovative way to communicate with potential visitors. Regardless of what method is employed, rapid customer service needs to be provided, so that visitors can get the help that they need directly and timely.

In the destination, tourism information centers are often the first and most important contact point between DMO and visitors. There, tourists can get brochures, help and first-hand tips from staff on what to do and where to go. Furthermore, visitor centers are an important point of sale, where experiences and packages, but also souvenirs, can be purchased. Within the destination, the DMO should ensure that visitors can find their way through the area that they are visiting, which is why signs about important sights and infrastructure should be supplied. Furthermore, public services like parking, toilets, and Wi-Fi should be provided as this allows for a painless, convenient stay. Finally, the DMO should also deal with complaints and conduct meditation if, for example, experiences or tours are not as expected. Providing this to visitors is beneficial and important to decrease potential frustration.

DMOs should also identify gaps in their services and experiences, led by the question of if marketing is actually reflective of the destination’s marketing. All advertised promises should be fulfilled, otherwise, frustration and disappointment can occur on the visitors’ side. As such, a DMO must critically review their offerings. For example, if they promote themselves as an outdoor destination, they must make sure that trails for hiking or biking paths are accessible. If gaps in deliverance are identified, the DMO must work on developing the infrastructure to sync the expectation with the reality. Also, creating new experiences and packages attracts more visitors with broader interests. The DMO can then work together with partners to deliver and promote the new packages and experiences. The DMO should then help and support their partners with booking, marketing, monitoring, and adjust the experience as needed. An interesting example of a newly developed DMO visitor experience can be found in the city of Fort Worth in Texas, a historical place and connected to cowboys. However this reputation of a cowboy town did not actually reflect any Fort Worth experiences at the time. To live up to their international reputation, the DMO was thus inspired to create a new, engaging experience and hire a herd of Texas longhorn cattle to walk through the main street each day, attracting visitors from all over the world. This is an example of a DMO action that was highly responsive to visitor expectations and their global positioning.

Picture source: https://www.fortworth.com/blog/post/19-facts-you-didnt-know-about-the-fort-worth-herd/

Visitor services are essential to provide a good tourist experience and DMOs need to ensure that all types of services are available in their destination. Interested in learning more about visitor services in detail? Solimar’s online program in DMO Development emphasizes this topic through a learning course and offers valuable tips on how visitor services should be coordinated to fulfill tourist expectations. Through providing the required information and booking opportunities, answering questions before and during the stay and offering the needed infrastructure and services to developing new experiences, all visitor services need to be considered and can highly influence visitor satisfaction, experience, and expenses, which all benefit the destination.

WE DEVELOP, MANAGE, AND MARKET SUSTAINABLE TOURISM DESTINATIONS

Tag: DMO development