PowerPoint PresentationDMO Budget
Experiencing local’s way of life
Faster travel decision making
Online ordering the norm
Rise of short-trips/mini-vacations
CONSUMER EXPECTATIONS
MITIGATE EXPLOIT
CONTINGENCIES MONITOR
THREAT OPPORTUNITY
3.5
FUTURE MAP – TOP 20 TRENDS
3.5
1. Engagement
Travelers typically visit 22 websites in 9.5 web-sessions when researching a trip
76% of consumers today feel advertisements are “very” or “somewhat
exaggerated”
92% of consumers trust peer recommendations more so than advertisements
85% of travelers use their smartphone while abroad
74% of travelers use social media while on vacation
New DMO Start-up Change in role from today
#2. Brand Building
2. Brand Building
Connect visitor experience with quality of life of residents
Greater role as cultural champion of destination
Participate in building platforms for the visitor experience
Balance need for growth with responsible and sustainable development
Play a greater role in policy and product development
26%
15%
36%
20%
20%
12%
Business Model of Future Change Expected in Next 5 Years
Government Organization/Agency
Public/Private Partnership
Adopt uniform operating standards and measures of performance
Agree on uniform methodology to measure economic impact
Better understanding of economic impact of industry
Collaborative technology will be core strategy
Engage more closely with non-traditional stakeholders
Two Drivers
Diagnostic Tool
Purpose of Diagnostic Tool Scenario model intended to be strategic diagnostic tool,
not a benchmarking index to rank DMOs, CVBs or destinations
Objective self-assessment to help identify
priorities and strategies for the future
Metropolis
Louisville
114 Responses
done.
action; avoiding the temptation to be all
things to all people
for target market segments
37
Convention & Meeting Facilities 10% 11.6% 2%
Air Access 9% 11.4% 1%
Accommodation 12% 11.4% 2%
Brand 13% 10.9% 2%
Events 9% 10.7% 2%
Relative Importance
Convention & Meeting Facilities 10% 11.6% 2% 3.12 3.03 0.58
Air Access 9% 11.4% 1% 2.90 2.37 0.83
Accommodation 12% 11.4% 2% 3.42 3.44 0.67
Brand 13% 10.9% 2% 3.21 3.45 0.55
Communication & Internet Infrastructure 7% 10.9% 2% 3.32 3.02 0.66
Sports & Recreation Facilities 9% 10.8% 2% 3.32 3.61 0.84
Events 9% 10.7% 2% 3.73 3.87 0.50
Mobility & Access 7% 10.6% 2% 3.04 2.94 0.65
3.26
3.49
Workforce 9% 14.5% 1%
Effective Advocacy Program 9% 14.4% 1%
Local Community Support 11% 14.1% 1%
Regional Cooperation 9% 14.0% 2%
Effective DMO Governance Model 11% 13.8% 2%
Relative Importance
Workforce 9% 14.5% 1% 3.16 3.37 0.65
Hospitality Culture 10% 14.4% 1% 3.55 4.05 0.73
Effective Advocacy Program 9% 14.4% 1% 3.39 3.72 0.62
Local Community Support 11% 14.1% 1% 3.60 3.74 0.66
Regional Cooperation 9% 14.0% 2% 3.58 3.79 0.70
Effective DMO Governance Model 11% 13.8% 2% 3.74 3.75 0.81
3.79
3.60
COMMUNITY SUPPORT & ENGAGEMENT - Louisville
strength and above average community support & engagement
• Close alignment among stakeholder groups
• Key issues are:
• Air Access
• Headquarter Hotels
• Accommodations Capacity
• Wi-Fi/Mobile Coverage
• Mobility & Access
Destination Issues
• Workforce Attraction &
to become a better or world-class visitor destination?
63
(30) • Improve air service -- number
of destinations served by direct flights, and number of flights to each destination.
• Have more non-stop flights, especially to and from the
west coast.
• We need better flights, more direct flights and less expensive flights in and out of the city.
• More gates and more diversity
with airline carriers as well as destinations.
• Make it easier to get here by air. Not enough flights. It takes too many connections
to make it here.
(15) • Improve connectivity
throughout the city. It's not easy to get around (outside of downtown) without a vehicle. Transportation options to and from downtown and the
airport.
• More effective consumer friendly mass transit, more pedestrian friendly streets, and high end retail in the urban core.
• Our city is walkable, but our signage is not the best.
Marketing
offerings of Louisville as a destination.
• Expand community marketing efforts, particularly around the
bourbon trail
• Listen to visitors about why they are coming here; focus on what makes Louisville attractive and building
clear, cohesive messaging/branding around that - bourbon, arts, sports, etc.
What are the biggest opportunities for us to
expand our tourism industry?
(30) • Bourbon x 18
• Promoting the unique attractions and welcoming atmosphere as well as the low expense factor between Louisville and other cities in
visiting here
• The southern heritage, with the geographical and cultural relationships those bring to light.
• Tout as a geographically
• Target LGBT community as welcoming destination.
• Capitalizing on the things that
make Kentucky unique.
team
• Develop amateur sports facilities capable of attracting year round tournaments.
• Coming from the sports market,
I can honestly tell you that the CVB sports staff paired with the Louisville Sports Commission is one of the strongest combinations in the industry. Few sports destination do a
better job of attracting events and retaining them.
• Youth sports complex
(6) • Increasing the hotel
options and the coordination of regional activities to get people out and about in throughout the region.
• New hotel, new construction of meeting space, bourbon industry, Louisville loop
• Hotels and attractions for conventions and
transient
address to improve our destination?
65
biggest opportunity, not enough direct flights into our State.
• Improved air lift with more direct flights and more times.
• The Airport is WAY behind the times - spend some of that Derby money and make some operational improvements.
Brand
(15) • Louisville needs an identity and
needs to tell the world about it. In my opinion, so much of what's great about Louisville is relatively unknown outside of the state.
• Crime and shootings - you hear it every night on the news makes you feel like the city is not a safe place.
• Countering decades of Hollywood stereotypes related
to Kentucky.
• Downtown safety issues
• Improve the image of ourselves. Improve look and feel of downtown. Pave the
streets and fix side walks.
Mobility & Access
• Transportation options, whether it be air or ground; improving our
roadways.
• Transportation, limited accessibility. It is hard to stay downtown and get anywhere outside of the city for touring.
Questions & Comments
• Focus on infrastructure, facilities,
services, attractions & events which
overall visitor offering & experience
• Coordinated with and integrated into
other planning initiatives underway
Master Plan Elements
Iconic Attractions
• London Eye
• St. Louis Gateway Arch
Entertainment & Shopping
• Memphis’ Air Service Development
Convention Center
Nightlife
Developing and marketing a tourism destination requires us to differentiate between two different types of products
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Experience Enhancers
Once they’re here, what is going to keep them busy
and want to come back?
Demand Generators and Experience Enhancers
Questions & Comments