Sojern：2024年旅游胜地营销报告 State of Destination Marketing 2024

StateofDestinationMarketing2024

Aglobaloverviewofthestateofdigitalmarketing

fordestinationsin2024.

Researchby

SOJERNXDIGITALTOURISMTHINKTANKINTRODUCTION2

TableofContents

SnapshotView.........3

CHAPTER1

Strategy&Performance....8

CHAPTER2

MediaLandscape........19

CHAPTER3

Data&Insights.........3

0

CHAPTER4

EmergingTrends........

39

SNAPSHOTVIEW

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SOJERNXDIGITALTOURISMTHINKTANK

AbouttheStudy

TheStateofDestinationMarketing2024

studyhasgatheredcriticalinsightsintothestrategicdecision-makingofdestination

marketingteams.Thestudyoutlinesthe

implicationsofglobaldisruptions,such

asthecostoflivingcrisis,politicalinstability,andtechnologicaladvancements.

Italsohighlightsnewprioritiesanduncoversshiftingmarkettrendsthatappeartobe

reshapingthetourismlandscape,demand,andopportunitytoday.

KeyfindingswereobtainedfromApril

toSeptember2023,throughaglobally

distributedsurvey,aswellasexpertview,

andcasestudiesforeachofthefocalareastogivebetterinsightsintohowdestinationmarketingisevolving.

Thereportdelvesintodestinationmarketingfromfourdifferentperspectives:

1

3

Strategy&Performance

WhatareDestinationMarketing

Organizations(DMOs)usingto

informdigitalmarketingdecisionsandtactics?

Data&Insights

Howaremarketersadapting

strategiesinachangingclimateofconsumerdata?

2

4

MediaLandscape

Whatarethepreferredformats

ofmarketingcontent?Whatdoes

marketinginvestmentlook

liketoday?

EmergingTrends

Howistheincreasingfocus

onsustainabilityimpacting

decisions?Whatistheroleof

horizontechnologiesinfacilitating

innovationindestinationstrategies?

SOJERNXDIGITALTOURISMTHINKTANK

SNAPSHOTVIEW

4

StateoftheIndustry

Thisstudyhasbeencarriedoutwiththe

insightsprovidedbydestinationmarketers

frommorethan300DMOs,government

departments,andchambersofcommerce

fromacrosstheworld.

WhilethisstudymainlyspotlightsNorth

AmericaandEurope,responsesfromCentral

andSouthAmerica,Africa,theMiddleEast,

Asia,andOceaniahavealsobeencollected

andanalyzedtoprovideglobalinsights.

Itisinterestingtonotethatmorethan40%

oftheseorganizationshave10orfewer

employees,incontrastwithonly7%having

morethan150.Thisshowsatendencyfor

DMOstobesmaller-sizedorganizations—

aconsequenceofchangingrequirementsof

theskillsneededorthewidespreaddecline

inbudgetsoverthepastfewyears.

BreakdownofRespondentsbyOrganization

CityTourismOrganization

RegionalOrganization

LocalorMunicipalOrganization

NationalTourismOrganization

StateTourismOrganization

Other*

*ThisincludesChambersofCommerce,Agencies,and

DevelopmentOrganizations.

SNAPSHOTVIEW5

“Asthetravelindustryundergoesrapid

transformation,weremaincommittedtoempoweringdestinationstonavigatethesechangeseffectively.

Theinsightsuncoveredinourreporthighlight

destinationmarketers’strategy,prioritiesandoverallapproachtodigitalmarketing,whilealsohighlightingthesignificanceofpromotingsustainableanddiversetourismandmeetingconsumers’increasingdesire

foruniqueexperiences.Workingwithstrategic

technology-poweredpartnerslikeSojernensures

successinanincreasinglydynamicand

competitiveenvironment.”

NoreenHenry

ChiefRevenueOfficer,Sojern

SOJERNXDIGITALTOURISMTHINKTANK

ThePartners

SOJERN

TheSojernTravelMarketingPlatformhelps

destinationmarketersreachandinspire

travelersthroughouttheirplanningjourney

acrossdigitalchannels.

Withunmatchedvisibilityintotraveldemand

andmarketinsights,webuildaudiencesto

findtherighttravelersforyourdestination.

Theplatformisflexibletomeettheneedsof

destinationsandtheirstakeholdersandgives

visibilityintotheeconomicimpactofyour

marketingefforts.

Morethan10,000travelmarketersaroundthe

worldrelyonSojernannuallytofind,attract,

convert,andengagetravelers.

Learnmoreat

SNAPSHOTVIEW6

“TheStateofDestinationMarketing2024reportisanessentialresourceforanydestinationseekingtonavigatetheever-evolvingdigitalmarketing

landscape.Itprovidesacomprehensiveoverview

ofcurrenttrendsandinsights,withperspectives

shareddirectlyfromthedestinationmarketingteams

themselves,followinganextensivesurvey

ofhundredsofleadingDMOsglobally.

TheDTTT’sResearchTeamisproudtohave

partneredwithSojernforthisimportantinitiative,

whichrepresentsafirstforourindustry.Itcomes

atapivotalmoment,whenmanyDMOsarereflectingonhowtheycanmaketourismamorepurpose-

orientedindustry,whilealsostrengtheningtheircompetitivepositioning.

Thisresearchhelpsustounderstandhow

developmentsinboththedestinationlandscapeanddigitalhaveevolvedinrecentyearsandconsiders

whatimpactthishashadformarketingteams,from

shiftingprioritiestochannels,formats,andtheimpactofglobaltrends.”

NickHall

Founder,DigitalTourismThinkTank

SOJERNXDIGITALTOURISMTHINKTANK

TheDigitalTourismThinkTankhasbeen

workingforoveradecadeondigital

transformationtogetherwithDMOsfrom

acrosstheglobe.Itisrecognizedbythe

industryasaleaderindestinationdigital

transformationandworkswithawiderange

ofdestinations.

DTTTMembersareontheleadingedge

ofchange,creatingmorecompetitive

destinations,underpinnedbyastrong

approachtodigital,puttingsustainable

innovationatthecoreofeverything.

Learnmoreat

SNAPSHOTVIEW

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SOJERNXDIGITALTOURISMTHINKTANK

SupportingPartners

“TheStateofDestinationMarketingreportisavaluableresourcefor

destinationslookingtomakeinformedandstrategicdecisions.TheinsightsinthisreporthighlightthemarketingtrendsandchallengesthatDMOs

currentlyface.”

StaciMellman

Sr.VicePresidentofIntegratedMarketing,BrandUSA

“Therippleeffectofamore

regenerativeapproachtotourismis

evidentinthetrendsandchallengeshighlightedinthisreport.It’svery

helpfultoseewhatopportunities,orperhapschallenges,somanyDMOs

arefocusedonaswellasthetypesofsolutionstheyareconsidering.”

GloriaLoree

Sr.VicePresidentMarketingStrategy

&CMO,DestinationCanada

“Aswedelveintothefindingsofthisstudy,weareremindedofthepowerofcollectiveinsights.Thisstudyisnotjustareflectionofwherewestand

today;it’saroadmaptowherewearedestinedtogo,guidedbyinnovation,data,andasharedcommitment

toredefiningthepossibilitiesoftravel.”

MiguelGallego

HeadofMarketingandCommunication,

EuropeanTravelCommission

STRATEGY&PERFORMANCE

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CHAPTER1

Strategy&Performance

Destinationmarketingactivitiesbringa

strongeconomicboost,withmarketing

campaignsdisplayinghighreturnson

investmentbyboostingvisitornumbers

andspending.Intoday’srapidlychanging

consumerlandscape—withhighlevelsof

globaleconomicuncertainty—morethan

50%ofDMOsseetheimportanceof

adaptingtheirdigitalmarketingstrategies

andperformanceevaluationmetricstostay

aheadofthecurveandremaincompetitive.

Thisiskeytoinformingmarketingdecisions,

definingtactics,andensuringrelevancein

adigitalmedialandscapewhereattention

comesatapremium.

Thissectionanalyzesthestrategicdigital

marketingdecisionsofDMOs,includingthe

mostdemandedin-houseskills,paidmedia

investments,andparticipationinco-op

marketingcampaigns.

%

64

9% 6%

19%

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STRATEGY&PERFORMANCE

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DigitalMarketing:

TheFutureofDestinationMarketing

Tocompeteeffectively,DMOsneedto

investinin-housedecision-makingandskilldevelopment,buildingateamofexperiencedandknowledgeableprofessionalswhothinkstrategicallyandcreatively,andhavethe

skillstoexecutetheirideas.

Therearegoodindicationsthattheindustryisawareofthis,withonly28%ofDMO

respondentsstatingthatdigitalmarketingiseitherfullyoutsourced(9%)orpartiallyoutsourced(19%).

Thesefindingsdemonstrateanoverall

highcapacitytomaintainmarketing

decision-makingin-house,independentlyofwhetheractivitiesorservicesmightbeoutsourcedforexecution.

WhereDoesDigitalMarketingExistWithintheOrganization?

ItIsPartoftheOverall

MarketingTeam

ItIsPartiallyOutsourced

ItIsFullyOutsourced

ItIsItsOwnDepartment

0%10%20%30%40%50%60%70%

CRM&Loyalty

73%

E-mailMarketing

SocialMedia

Mostcommoncore

skillsandcapabilities

thatexistwithin

in-houseteams

83%

ContentManagement

91%

27%

Design&UX

Leastcommoncore

skillsandcapabilities

thatexistwithin

in-houseteams

18%

SOJERNXDIGITALTOURISMTHINKTANK

STRATEGY&PERFORMANCE10

DMOsclearlyseetheimportanceofsocialmedia,content,andemailmarketing.Thisisevidencedbytheprevalenceofskillsandrolesaroundsocialmediamanagement,

contentmanagement,andemailmarketingwithinin-houseteams.

DespitepositiveindicationsthatDMOsare

confidentinmakingmoredecisionsin-housewhenitcomestodigital,suchasdevelopingandimplementingmarketingstrategies,and

definingthebrand’svoice,itisalsoimportanttohighlightwherein-housecapabilities

arelacking,suchasCustomerRelationshipManagement(CRM)andLoyalty.

Only18%ofrespondentsmentionedCRMandLoyaltyManagementasskillsthatexistwithintheirteams,while27%indicated

havingsomeDesignandUXcapabilities.

Bothoftheseareessentialskillsintoday’s

digitalenvironmentandareincreasingly

importantforDMOstosucceedandattractvisitorsinthelongterm.

Morethan70%ofDMOsconsidertheirmarketingmixtobemostlydigital,and81%keep

decision-makingin-house.

STRATEGY&PERFORMANCE

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Thesefindingsimplythatupper-funnel

marketingtoraisebrandawarenessandgeneratedemandisofprimaryimportancetoin-housemarketingteams.Yet,there

isgreatpotentialtoutilizedatatobetterunderstandvisitorneedsandencouragerepeatvisits.

Masteringhowtocollectandleverage

first-partydataandoptimizingdigital

experiencesarebothkeytoensuringthe

Theeffectiveuseoffirst-partydatapresents

destinationswiththeopportunitytoincrease

theeffectivenessoftargetedadvertising

andbuildtrustedcustomerrelationshipswith

travelers.Marketerscanalsostarttobuild

anaudiencepoolfordataactivationina

cookielessfutureandcreatedynamicwebsite

contenttailoredtousers’interests.

Today’sdigitalexperiencesmustdeliver

onexpectationsandoffervaluetocreate

competitivenessofdestinationsinan

increasinglysaturatedmarket.

differentiationamongalotofdigitalnoise

fromcompetingforces.

First-partydataisakeyareathatDMOsneed

tofocuson,enablingthemtousetheirown

datatogainanunprecedentedunderstanding

abouttheirvisitors.

STRATEGY&PERFORMANCE

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Co-OpMarketing:ATopPriorityforDMOs

Aco-opcampaigniswhenmultipleindustrypartnersworktogethertoinvestabigger

campaignbudgetinanend-to-endmarketingfunnelusingtheexpandedresourcesofeachpartnertoreachalargeraudience.

Destinationsuseco-opmarketingtopool

marketingbudgetsandmessagingwith

localtourismpartners,allowingthemto

moreeasilyscalemarketingcampaigns

andbenefitfromeconomiesofscale,help

resource-constrainedtourismbusinesses

tapintolargermarketingefforts,andreducechallengeslinkedtocampaignreporting.

Additionally,theseoffernewopportunitiestomoreeasilyexperimentwithcampaignmessaging,newcommunicationchannels,andengagementtactics.

TypesofCompaniesDMOsWouldPartnerWithForDigitalMarketingCampaigns

0%25%50%75%

otherDMOs

Restaurants&

Gastronomy

culture&Heritage

Airlines&

Transportation

LocalBusiness

communities

Hotel&Lodging

Touroperators

Non-TravelBrands

outdoorActivities

visitorAttractions

Events&Festivals

Retail&Fashion

sports

other

Resultsareshowninabsolutenumbersforclarity.Respondentscouldchoosemorethanoneoption.

STRATEGY&PERFORMANCE

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SOJERNXDIGITALTOURISMTHINKTANK

Forthesecampaigns,DMOsmostcommonlypartnerwithcompaniesinthefollowing

sectors:hotelandlodging(90%),visitor

attractions(84%),eventsandfestivals

(80%),andotherDMOs(70%).However,

co-opcampaignpartnershipsarenotlimitedtotheseorganizationsandalsoinclude

non-travelbrands(15%),andairlines

andtransportationproviders(50%),

amongothers.

Co-opmarketingisdominatingcampaign

strategieswhenitcomestohowDMOs

workwiththeirpartners,with78%ofDMOsactivelyinvestingincampaignswith

industrypartners.Insightsshowthatthis

numberismarginallyhigherintheU.S.(82%),comparedtoCanada(76%)andEurope

(75%),suggestingaslightlymorecommercialapproachtomarketingcomparedtotheir

EuropeanandCanadiancounterparts.

Almost8in10DMOs

investinco-op

marketingcampaigns.

Forthosenotinvesting,thesizeof

organizationmayindicatepartoftheirreasonforoptingnottoengageinco-opmarketing,with62%ofthosenotengaginginco-op

marketinghavinglessthan25employees.

Anotherindicatorrelatestothetype

ofDMO,with78%ofthosenotactivein

co-opmarketingbeingregional,city,local,

ormunicipalorganizations.Despitethis,

lackofbudgetdoesnotappeartobea

factor,with40%ofthosenotactiveinco-opmarketinghavingannualmarketingbudgetsthatexceedthe$1millionmark.

Whenaskedwhatthemostcommonreasonfornotinvestinginco-opcampaignswas,

51%referredtodifficultyincoordinatingandmanagingprogramswithpartners.

Forthoseorganizationswhodoinvest,

58%stateincreasingtheoverallmarketing

investmentasakeyfactor.Likewise,justoverhalfdosotoreachwideraudiences(54%),

whilejustunderhalf(46%)engageinco-opmarketingtosharecampaigncosts.

TopReasonsforRunningaCo-OpMarketingCampaign*

increasingoverall

marketinginvestment

reachingwideraudiences

46%

*%showthosewhoansweredyestorunningaco-opmarketingcampaign.

TopReasonsforNeverHavingRunaCo-OpMarketingCampaign*

51%

unabletogetprivate-sectorfundraising

lackofawarenessor

know-how

*%showthosewhoanswerednevertorunningaco-opmarketingcampaign.

58%

54%

difficultycoordinating&

managingprograms&partners

21%

16%

sharingcosts

STRATEGY&PERFORMANCE

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PrioritizingDigitalPaidMediaInvestments

TherehasbeenabigshiftinhowDMOsseetheirplaceinthevisitorcycle,with70%of

DMOsinvestingincampaignactivitieswhicharefullfunnel,comparedtotraditionally

focusingonupper-funnelmarketing.

However,itisinterestingtonotethat30%ofdestinationsstillfocusonstage-specificmarketingactions,ratherthanfull-funnel.Thisisdespitetheincreasingly

interconnectedcustomerjourney,blurringthelinesacrossdifferentphasesfromawarenessthroughtoconversionandtheabilitytouse

datatoeffectivelyrespondtointerestasitevolvesthroughthevisitorcycle.

Full-funnelcampaignsareessentialforDMOs

becausemarketingcampaignsarejudged

basedontheirimpact.WithDMOshaving

alargerangeofpartnersandstakeholders,it’simportanttogobeyondjustraising

awarenesstoencourageconversions.

Budgetarydecisionsarelinkedtoreturnoninvestment,makingitimperativethatDMOs

showhowtheircampaignshavegeneratedaneconomicimpactfortheirdestinationsorriskbeingaffectedbybudgetreductions.

Thisrequireshavingagooddatatrackingandanalyticssystemtomonitorbookingsandlinkthembacktocampaigns.

Partnerandfirst-partydatacanthenfeedintotheplanningoffuturecampaignsto

leadtocontinuousoptimization.

Concentratingonstage-specificactions

makesthisextensivetrackingmuchharder,particularlywhenbreakingdownsocial

mediaimpressionsandconvertingthemintoconfirmedbookings.Bytakingafull-funnelapproach,DMOscanalsofacilitateloyalty

andencouragerepeatvisits,ratherthan

startingeachcampaignfromscratchintermsofbuildingawarenessanddrivingconsumersthroughallphasesofthemarketingfunnel.

Breakdownof

Stage-SpecificActions*

85%

51%

18%

15%

1%

UpperFunnel

LowerFunnel

In-Trip

Conversion

Post-Trip

*%showthosewhoansweredyestorunningastage-specificcampaign.

STRATEGY&PERFORMANCE

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Whenitcomestoprioritizingmedia

investmentsthroughouttheyear,21%focustheirbudgetonspecificopportunities,suchasleveraginglargeeventsthatwillbeheldintheirdestination,while38%focusprimarily

onseasonalcampaigns.Ofthosewho

responded,justoverhalf(58%)saidthattheyinvestinpaidmediayear-round(always-on).

Always-oncampaignsareespecially

importantbecausetravelintentstartslongbeforeconsumersbook.Consumershave

accesstoextensiveamountsofinformationonline,facilitatingthemtoplantripsat

anytime.Therefore,destinationsshould

communicatetheirkeymessagesthroughouttheyeartoreflectthisconstantdesirefor

inspiration,drivingyear-roundconversionsusingadata-ledtargetingapproachand

maximizingbudgetefficiency.

Withholidaybookinghabitsalwayschangingandconsumersreadytomakepurchasesatanytime,destinationmarketingshouldnot

onlyconcentrateonkeybookingperiods,

butalsoconsiderinspirationanddecision

windowsleadinguptothem.DMOsshould

capitalizeontheopportunitiesforimprovingbrandawarenessandvisibilitybyactively

marketingtocustomersinanalways-on

manner.Thiswillincreasethelikelihoodof

beingincludedinthetraveler’sconsiderationsetwhendecidingwheretogoonholiday.

Usingreal-timetravelintentdataand

advancedsegmentationtools,always-oncampaignsaremorecustomer-centricandcanbemoretargetedtowardstheright

audience.Thisallowsforimprovingefficiencyandmaximizingbudgets,witha33%lower

costperactionseeninU.S.destinationsthatrunalways-oncampaigns.

HowDMOsStructurePaidDigitalMediaCampaigns

Resultsareshowninabsolutenumbersforclarity.Respondentscouldchoosemorethanoneoption.

STRATEGY&PERFORMANCE

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SOJERNXDIGITALTOURISMTHINKTANK

Fromthosewhochooseastage-specific

approach,mostprioritizetop-of-funnel

content-focusedactivitiestobuildbrand

awareness.Investmentgraduallyreducesfurtherdownthefunnel,withconversion

beingthelowestpriorityforDMOs,despite

opportunitieswhereindustrypartnerscanfacilitatebookingsthroughtheirown

digitalinfrastructure.

WhileDMOstypicallydonotselltheir

owntourismproducts,therearemany

opportunitiestodirectconsumerstothe

appropriateplatformstobooktheirtrips,

especiallywhensuggestingtravelitineraries.

However,akeychallengeremains

attributionmodelingtounderstandthe

levelofconversiongeneratedbyDMO

marketingcampaigns.1

Therearesomenewopportunitiesfor

destinationstoexploresuchasbuilding

partnershipswithtourismbusinessesto

drivedemandthroughreferrals,deliveringmeasurableresultsonconversion,andalsofocusingonloyaltyandaffinity—arelativelyuntappedarea.

WhileDMOsthatprioritizeupper-funnel

marketingdemonstratetheirstrongrolein

creatingbrandawarenessthroughcreative

execution,wherecontentplaysakeyrole,

theaveragecontent-to-paid-media-ratiois20-40%contentdevelopmentand80%-60%paidmediainvestment.Therefore,full-funnelcampaignsensurethatincrediblecreative

conceptsdriveclearresultsandconversion,withtargetedaudiencereach.

Withregardstocontentcreation,videosarepivotal,withDMOsneedingtofind

theappropriatebalancebetweenshort-

formandlong-formcontenttosuit

marketingstrategies.

Onaverage,20-40%ofbudgetsgotocreatingcontent,while60-80%arespentonpaidmedia

topromotethatcontent.

Digitaltravelguidesareanotherusefultypeofcontentforsuggestingspecificactivitiesandlocalhiddengemstotargetconsumerswhoarealreadyintheconversionstageofthemarketingfunnel.

Emergingtechnologies,suchasaugmented

reality(AR)andextendedreality(XR),providethepotentialformarketingcontenttobe

moreimmersiveandengaging.Keepinguptodateonthelatesttechnologicaltrendsand

experimentingwithdifferenttypesof

contentisthereforecrucialtobecoming

aleadingbrand.

ForDMOsandindustrypartners,the

opportunityisripetoparticipateinco-oppartnerships,where,aspartners,theycanextendthereachandvalueofdestinationcampaigns.Thestronginvestmentin

creativeandthedestination’sbrandstory

meansDMOscanplayakeyroleinshapingmessaging,whilepartnerinvestmentscanfocusondrivingconversion.

1

Sojern:TheDestinationMarketer’sGuideto

Always-OnMarketing,2023.

STRATEGY&PERFORMANCE

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SUCCESSSTORY

GreatRivers&Routes

TheGreatRivers&RoutesregionisahiddengeminMidwesternUSA,offeringvisitorsa

uniqueblendofhistory,culture,andoutdoorrecreation.Inrecentyears,theregionhas

seenasurgeintourism,thankspartlytotheirincreasedinvestmentinmarketingandthe

partnershipstheyhaveestablished.

Throughmultichanneladvertisingacross

display,native,video,andconnectedTV

(CTV),Sojern’splatformhasprovidedthem

withaccesstoawealthoftravelerdataandtheirteam’sdeepunderstandingofthe

travelindustry.

Oneofthekeyelementsoftheirstrategywastheuseofalways-onmarketing.

ThismeansGreatRivers&Routeswasable

toreachpotentialvisitorswiththeir

marketingmessagesallyearround,notjustduringthepeaksummerandautumn

seasons.Thiswasespeciallyimportantfor

theregion,aseagle-watchingisamajortouristdrawduringthewintermonths

andNascarbeingapopularattractioninthespring.

TheirpartnershipalsoallowedGreatRivers&Routestotargettheirmarketingmessagestospecificaudiences.Forexample,they

wereabletotargetpeoplewhowere

interestedinoutdoorrecreationorwhohadrecentlyvisitedotherMidwestdestinations.Thishelpedtoensurethattheirmarketing

messageswereseenbypeoplewho

weremostlikelytobeinterestedin

visitingtheregion.

In2023,theregionsawa20%increasein

tourismandtheamountofmoneyvisitors

spentintheregionincreasedby15%.Asa

resultofthesuccessoftheirstrategy,GreatRivers&Routesnowspends95%oftheir

overallmarketingbudgetondigital.

STRATEGY&PERFORMANCE

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Strategy&Performance

KeyTakeaways

Thereisnodoubtaboutit,thedigital

landscapeisconstantlyevolving.DMOsmustusedatatostayaheadoftrendsandpick

therightstrategiesformaintainingstrong

competitivepositioning.Beingawareofmajorshiftsandtheneedtokeepinnovatingwith

strategies,tactics,andapproachesiscriticaltomaintainingandgrowingdemand.

1

Full-FunnelCampaigns:ReachandEngageTravelersFrom

AwarenesstoConversion

Intoday’sattentioneconomy,

targetingallstagesofthevisitor

journey,fromawarenessto

conversion,iscrucialtorespondingtochangingconsumerneedsand

attentionspans.

2

Co-OpMarketing:It’sa

Win-WinforMarketersand

TheirPartners

Co-opprogramsareaprovenway

tostretchcampaigninvestmentandreachinordertodrivebothsales

forlocalbusinessesandeconomic

impactfordestinations.

3

PrioritizeFirst-PartyDataandInvestinUserExperience

Concentratingonfirst-partydata

canhelpdestinationsestablisha

dominantpresenceinthedigital

landscape.Shiftingfromthird-partytofirst-partydataisafundamental

changethatunderpinsmarketing

segmentationandtargetingstrategies.It’saboutmakingadeliberatechoicetobuildrobustdatasetsandfully

harnessthepotentialofdata,drivingcampaigneffectiveness.

4

ExperimentWithNew

TechnologiesandPlatforms

Stayingcuriousispivotaltostayingaheadofthecurve,exploringnewopportunities,andreachingnew

audiences.Technologycanhelp

teamsimprovestrategicdecision-

makingandenhanceexisting

processes,allowingthemto

dedicateeffortstootherpriorities.

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MEDIALANDSCAPE

SOJERNXDIGITALTOURISMTHINKTANK

CHAPTER2

MediaLandscape

ThepaidmarketingmixofDMOshas

shiftedconsiderablyinrecentyears,partly

motivatedbylegislationchanges,butalso

theemergenceofnewchannelsandformats.

Thissectionexploresthechannels,tactics,

andplatformsdominatingtoday’stargeting

choicesandpriorities.

96%

ofDMOsinvest

inpaidmedia

MEDIALANDSCAPE20

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PaidMediaImpactsStrategicDecisionMaking

Inamajorshiftoverthepastdecade,

investinginpaidmediaisseenasa

prerequisiteofhavingastrong,impactful

digitalbrandpresence.Thishasshownto

bethecaseregardlessofthesizeofthe

DMOoritsstrategy.

DMOswhochoosenottoinvestinpaidmedia

areexceptionstotherule.Thedecisionnot

toinvestnormallycomesdowntobudget

constraints,ratherthanaconsciouschoice

forallbutafew.

Budgetlimitationshaveaclearstrategic

impactwhenitcomestodecidingonthe

mediamix,channels,contentformats,and

style,andmostimportantlyonthebudget

splitbetweencontent,creative,andmedia.

10%

20%

30%

40%

50%

60%

70%

MEDIALANDSCAPE

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PaidMediaManagement:In-HouseorOutsourced?

PercentageofPaidMediaManagementBeingOutsourced

Thereisnearlyunanimousrecognitionthat

investinginpaidmediaisanecessity,with

mostDMOsconsideringitanessential

componentinachievingtheirmarketing

objectives.DMOsshowcleardifferencesin

theirstrategiesregardingthemanagementof

theirpaidmedia,withthemajorityatthetwo

extremeendsofthespectrum,beingeither

fu