Our Tourism Destinations are in a fragile state. Beset with budgetary restrictions, fast changing travel trends and the always fickle Visitor value-seeking expectation, many Destination leaders are shaken and often resort to the old 'shot gun' approach to marketing and delivery rather than collective planning.
This is exactly the time to bring the parties together, collaborate on a plan of action and get to it. Atlantic City is on that bandwagon, for example, as they re-Brand their Destination. And, this effort does not have to be on the grand monied scale, but it does require the synergy of all the respective constituencies. Bear in mind, by its very definition, synergism represents the combined, simultaneous, correlated actions of diverse entities to work together, where the total effect is greater than the sum of their individual effects. Ah, a blend of resources, innovation, and leadership.
As an aside, several years ago I was invited to attend a forum, sponsored by the CVB of Hartford, CT. They were planning for a major event in the city and at the same time creating a new City Destination Brand. What pleased me to no end were the participants – across the board representation – fire, police, the Mayor’s office, the lodging association, the media, the Chamber, etc. – all there to learn, listen and contribute to the ascendancy of the Hartford Brand – synergy in motion.
In the world of tourism we must overcome enormous barriers — political, economic, social — to provide an environment which inspires the Guest/Visitor Experience, where delight is the memory. Every business/service which "touches" a visitor has a role and obligation to further that memorable experience. A simple end result, but the means somehow can get in the way.
Any analysis should begin with a typical Visitor's "touch points", starting with arrival. First impressions set the tone. In your airports, often Immigration and Customs Officials are the initial "Ambassadors" our Visitors encounter. A smile and "enjoy your stay" can set the proper mood. Then, drifting through the airport, prompted by signage, directionals, kiosks to our transit: buses, taxis, courtesy vans or rentals — the next contact points. This is a wonderful opportunity to represent our Destination benefits, resources and unique character. Also, you have a captured audience for those livery drivers to market the Destination (the San Jose CVB looked at just such a program some years back)!
If we arrive by our own automobile, what greets our senses? The city landscape, street signs, posters and billboards. Perhaps we have asked a policeman for assistance or even a pedestrian. We may park in a lot, walk, take a cab or subway — our senses are on alert. Impressions are being indelibly implanted.
Ultimately, we reach our Destination within the Destination — hotel, restaurant, business setting, entertainment venue. Now, we see how well our hosts perform. We interact with the Desk Clerk, the Restaurant Hostess and server, the ticket taker, the receptionist, the peanut vendor. We are either assaulted or assuaged by their performance, and that is only the service aspect. What about the sensations imbued by the products and the facilities? What level of cleanliness, condition, and attractiveness have we absorbed, hopefully enjoyed or avoided.
We probably have some community work to do!
Communication is a good start. Information is power; it must be collected, collated, analyzed and dispatched to the constituents on an ongoing basis. All parties must have directed forums and meetings to dissect this information as it pertains to their particular roles.
Education is the next ingredient, for the entire community must have the awareness, perspective, and skills for their role as an Ambassador within the Destination. Whether you manage a local salon, are a bank teller, Concierge or housekeeper, you have contact. These players must understand what is at stake and represent the very best aspect of their businesses and positions. The smile, the response, the attention are critical elements to perfect these engagements and further build the Destination relationship. Appropriate skill and ability levels must also be created, which go beyond just the discipline. Superior Customer Service is the Front Line mantra.
The only standard of excellence is established by our Guest and Visitor. No matter what we say we are or do, they are the ultimate beneficiary and adjudicator. We devalue our product and services when our efforts are diffused. Our success is a community effort, where every interaction with that Guest is supported and enthusiastic. A spectacular stay at Hotel Z is diminished by poor service at Jacque's Bistro. An elegant dinner is negated by a surly cab driver. A terrific Museum display is marred by a lazy Docent. A Remarkable Experience is a fragile commodity, yet it does require synergy; we are all players.
Some communities around the world are known for their Hospitality. Singapore and Charleston, SC come to mind. It is not a birthright; it is a process and hard work, acknowledging that the Brand Sum is greater than the individual Destination constituencies. The marketplace is simply too complex and competitive for a Destination to be complacent. Rally your players, establish your communication vehicles, embrace cooperative and collegial strategies and educate your Ambassadors. Your Guests and Visitors demand no less, and your Brand shall be lustrous.
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