THE FUNCTIONS OF A MODERN AND EFFECTIVE LTO ??

I am currently working on a strategic review of an LTO that is having all of the typical struggles around duplication of functions amongst partners across the region, lack of resources, parochialism etc etc…I am a big fan of a DMO model where the lead body takes a holistic view on destination development and management, rather than a primary focus on marketing alone. The blog below reinforces my view on this

If a destination is marketed successfully with strong investment and superb content using a detailed and focused marketing strategy, but fails to deliver a quality experience when visitors arrive, the tourism potential of the destination will never be realised!

We like to break the visitor economy into four pillars, with each requiring effective management to ensure a robust and sustainable visitor economy.

Take a look at our four pillars below, and consider if you are giving each of them the necessary attention they need.

Taking a holistic view of the industry and understanding how to ensure efficiencies and best outcomes from Council staff, tourism operators, other local businesses who contribute to or benefit from the visitor economy, community groups and community members allows a destination to successfully represent its brand and deliver a compelling experience.

GOVERNANCE, INDUSTRY AND COMMUNITY DEVELOPMENT

Everyone in a destination plays a role in providing quality visitor experiences. In regional and rural destinations, Council staff development is as critical as building the skills of tourism operators. This ensures that Council teams are driving change and that the tourism industry is equipped to meet the needs of modern visitors when they are in the destination.

Upskilling includes training or coaching in identified needs (for example, customer service, entrepreneurship, innovation, experience development, marketing, packaging and bundling, and tourism trends).

Examples of roles in industry and community development include:

• Advocating for the tourism industry / visitor economy
• Liaising between tourism operators, community and Council
• Building an active industry network that supports a cohesive, collaborative industry
• Professional development and training for tourism operators
• Networking functions and events
• Local familiarisation tours for operators and community members

DESTINATION BRAND AND MARKETING

A destination brand is the sum of the experiences a place offers plus the stories that people tell about those experiences, from the initial internet search to the end of their stay. It is the value visitors get from the destination, functionally, emotionally and socially. Collaboration and industry buy-in are critical to the success of a destination brand.

Destination marketing is the activity that activates the brand, but it does not refer only to paid promotional campaigns. Marketing includes planning, partnerships, packaging, service delivery, the physical evidence of services, distribution, the characteristics of products offered, and price strategies.

Examples of roles in destination marketing include:

• Develop and promote the destination brand for the region
• Website management
• Social media and digital marketing
• Create and distribute visitor guide
• Regional marketing campaigns
• Town beautification
• Local pride campaigns
• Drive and product signage
• Trade Travel initiatives
• Consumer travel shows
• Promoting events and festivals
• Public and media relations

PRODUCT AND EXPERIENCE DEVELOPMENT, AND EVENTS

To increase visitor spend, a region must have attractive, quality, authentically-local products and experiences that visitors can spend money on. It is important to ensure that the product and experience offering in a region is satisfying the needs and wants of the visitors (or potential visitors). Without this, destination marketing will be ineffective.

Examples of roles in product and experience development include:

• Experience development – e.g. bundling similar experiences (such as a winery trail)
• Encourage private investment and development
• Support events and festivals
• Identify product gaps for target markets
• Packaging and partnerships
• Cross border opportunities for drives and trails
• Development applications

VISITOR SERVICING AND INFRASTRUCTURE

Visitor servicing refers to ensuring visitors have a quality experience during every point of contact with the destination, from researching their holiday through to after their visit. 

The aim of delivering successful visitor services is to increase visitors’ length of stay or spend in a region. It requires understanding what visitors want and need and providing appropriate information and resources that encourage and support their experience. 

On their travel journey, travellers consume information in a number of ways. Visitor information centres are only one of many information touchpoints. Travellers access social media, peer review sites, online travel agents, destination websites, and mobile apps for information when they want it. Visitors research different topics and types of information at the different stages of their journey. Information should be filtered and provided when needed rather than all at once.

Beyond the bricks and mortar of a visitor information centre, everyone in the region has a role to play in providing quality visitor services, including businesses such as petrol stations and supermarkets. 

Examples of roles in visitor services include:

• Sell the region, to increase length of stay and spend
• Manage visitor information centres
• Develop and distribute information and resources to visitors
• Train, develop and support volunteers and staff
• Gather visitor statistics and data to share with industry
• Lead local community pride programs
• Host product familiarisation tours
• Manage the online visitor services e.g. enquires, social media reviews, email

Further information on visitor servicing is contained in the A National Perspective on Visitor Information Servicing report. This report summarises insights from research, literature and success stories nationally and internationally. It provides a fresh view on the future of visitor information centres and the priorities to remain competitive and relevant.

WHAT DO YOU THINK?

I would love to tap into this great industry knowledge bank to find out what others believe will make a successful and viable LTO model into the future?

I am also keen for case studies (global) of high functioning DMOs.

Please comment below or feel free to email me direct on linda@tilmagroup.com.au