1、State of Destination Marketing 2024A global overview of the state of digital marketing for destinations in 2024.Research bySOJERN X DIGITAL TOURISM THINK TANKINTRODUCTION2Table of ContentsSnapshot View .3C H A PTER 3Data&Insights .30C H A PTER 4Emerging Trends .39Strategy&Performance .8C H A PTER 1M

2、edia Landscape .19C H A PTER 2SOJERN X DIGITAL TOURISM THINK TANK3SNAPSHOT VIEWThe State of Destination Marketing 2024 study has gathered critical insights into the strategic decision-making of destination marketing teams.The study outlines the implications of global disruptions,such as the cost of

3、living crisis,political instability,and technological advancements.It also highlights new priorities and uncovers shifting market trends that appear to be reshaping the tourism landscape,demand,and opportunity today.Key findings were obtained from April to September 2023,through a globally distribut

4、ed survey,as well as expert view,and case studies for each of the focal areas to give better insights into how destination marketing is evolving.About the StudyThe report delves into destination marketing from four different perspectives:Strategy&PerformanceWhat are Destination Marketing Organizatio

5、ns(DMOs)using to inform digital marketing decisions and tactics?1How are marketers adapting strategies in a changing climate of consumer data?Data&Insights3What are the preferred formats of marketing content?What does marketing investment look like today?Media Landscape2How is the increasing focus o

6、n sustainability impacting decisions?What is the role of horizon technologies in facilitating innovation in destination strategies?Emerging Trends4SOJERN X DIGITAL TOURISM THINK TANK4SNAPSHOT VIEWThis study has been carried out with the insights provided by destination marketers from more than 300 D

7、MOs,government departments,and chambers of commerce from across the world.While this study mainly spotlights North America and Europe,responses from Central and South America,Africa,the Middle East,Asia,and Oceania have also been collected and analyzed to provide global insights.It is interesting to

8、 note that more than 40%of these organizations have 10 or fewer employees,in contrast with only 7%having more than 150.This shows a tendency for DMOs to be smaller-sized organizations a consequence of changing requirements of the skills needed or the widespread decline in budgets over the past few y

9、ears.State of the IndustryBreakdown of Respondents by Organization*This includes Chambers of Commerce,Agencies,and Development Organizations.City Tourism OrganizationRegional OrganizationLocal or Municipal OrganizationNational Tourism OrganizationState Tourism OrganizationOther*City Tourism Organiza

10、tionRegional OrganizationLocal or Municipal OrganizationNational Tourism OrganizationState Tourism OrganizationOther*SOJERN X DIGITAL TOURISM THINK TANK5SNAPSHOT VIEWThe Sojern Travel Marketing Platform helps destination marketers reach and inspire travelers throughout their planning journey across

11、digital channels.With unmatched visibility into travel demand and market insights,we build audiences to find the right travelers for your destination.The platform is flexible to meet the needs of destinations and their stakeholders and gives visibility into the economic impact of your marketing effo

12、rts.More than 10,000 travel marketers around the world rely on Sojern annually to find,attract,convert,and engage travelers.Learn more at The Partners“As the travel industry undergoes rapid transformation,we remain committed to empowering destinations to navigate these changes effectively.The insigh

13、ts uncovered in our report highlight destination marketers strategy,priorities and overall approach to digital marketing,while also highlighting the significance of promoting sustainable and diverse tourism and meeting consumers increasing desire for unique experiences.Working with strategic technol

14、ogy-powered partners like Sojern ensures success in an increasingly dynamic and competitive environment.”Noreen Henry Chief Revenue Officer,SojernSOJERN X DIGITAL TOURISM THINK TANK6SNAPSHOT VIEWThe Digital Tourism Think Tank has been working for over a decade on digital transformation together with

15、 DMOs from across the globe.It is recognized by the industry as a leader in destination digital transformation and works with a wide range of destinations.DTTT Members are on the leading edge of change,creating more competitive destinations,underpinned by a strong approach to digital,putting sustain

16、able innovation at the core of everything.Learn more at www.thinkdigital.travel“The State of Destination Marketing 2024 report is an essential resource for any destination seeking to navigate the ever-evolving digital marketing landscape.It provides a comprehensive overview of current trends and ins

17、ights,with perspectives shared directly from the destination marketing teams themselves,following an extensive survey of hundreds of leading DMOs globally.The DTTTs Research Team is proud to have partnered with Sojern for this important initiative,which represents a first for our industry.It comes a

18、t a pivotal moment,when many DMOs are reflecting on how they can make tourism a more purpose-oriented industry,while also strengthening their competitive positioning.This research helps us to understand how developments in both the destination landscape and digital have evolved in recent years and c

19、onsiders what impact this has had for marketing teams,from shifting priorities to channels,formats,and the impact of global trends.”Nick Hall Founder,Digital Tourism Think TankSOJERN X DIGITAL TOURISM THINK TANK7SNAPSHOT VIEWSupporting PartnersStaci Mellman Sr.Vice President of Integrated Marketing,

20、Brand USA“The State of Destination Marketing report is a valuable resource for destinations looking to make informed and strategic decisions.The insights in this report highlight the marketing trends and challenges that DMOs currently face.”Gloria Loree Sr.Vice President Marketing Strategy&CMO,Desti

21、nation Canada“The ripple effect of a more regenerative approach to tourism is evident in the trends and challenges highlighted in this report.Its very helpful to see what opportunities,or perhaps challenges,so many DMOs are focused on as well as the types of solutions they are considering.”Miguel Ga

22、llego Head of Marketing and Communication,European Travel Commission“As we delve into the findings of this study,we are reminded of the power of collective insights.This study is not just a reflection of where we stand today;its a roadmap to where we are destined to go,guided by innovation,data,and

23、a shared commitment to redefining the possibilities of travel.”SOJERN X DIGITAL TOURISM THINK TANK8STRATEGY&PERFORMANCEStrategy&PerformanceC H APTER 1Destination marketing activities bring a strong economic boost,with marketing campaigns displaying high returns on investment by boosting visitor numb

24、ers and spending.In todays rapidly changing consumer landscapewith high levels of global economic uncertaintymore than 50%of DMOs see the importance of adapting their digital marketing strategies and performance evaluation metrics to stay ahead of the curve and remain competitive.This is key to info

25、rming marketing decisions,defining tactics,and ensuring relevance in a digital media landscape where attention comes at a premium.This section analyzes the strategic digital marketing decisions of DMOs,including the most demanded in-house skills,paid media investments,and participation in co-op mark

26、eting campaigns.SOJERN X DIGITAL TOURISM THINK TANK9STRATEGY&PERFORMANCETo compete effectively,DMOs need to invest in in-house decision-making and skill development,building a team of experienced and knowledgeable professionals who think strategically and creatively,and have the skills to execute th

27、eir ideas.There are good indications that the industry is aware of this,with only 28%of DMO respondents stating that digital marketing is either fully outsourced(9%)or partially outsourced(19%).These findings demonstrate an overall high capacity to maintain marketing decision-making in-house,indepen

28、dently of whether activities or services might be outsourced for execution.Digital Marketing:The Future of Destination MarketingWhere Does Digital Marketing Exist Within the Organization?0%10%20%30%40%50%60%70%64%19%9%6%It Is Part of the Overall Marketing TeamIt Is Partially OutsourcedIt Is Fully Ou

29、tsourcedIt Is Its Own DepartmentSOJERN X DIGITAL TOURISM THINK TANK10STRATEGY&PERFORMANCEDMOs clearly see the importance of social media,content,and email marketing.This is evidenced by the prevalence of skills and roles around social media management,content management,and email marketing within in

30、-house teams.Despite positive indications that DMOs are confident in making more decisions in-house when it comes to digital,such as developing and implementing marketing strategies,and defining the brands voice,it is also important to highlight where in-house capabilities are lacking,such as Custom

31、er Relationship Management(CRM)and Loyalty.Only 18%of respondents mentioned CRM and Loyalty Management as skills that exist within their teams,while 27%indicated having some Design and UX capabilities.Both of these are essential skills in todays digital environment and are increasingly important for

32、 DMOs to succeed and attract visitors in the long term.Most common core skills and capabilities that exist within in-house teams91%Social Media83%Content Management73%E-mail MarketingLeast common core skills and capabilities that exist within in-house teams27%Design&UX18%CRM&LoyaltySOJERN X DIGITAL

33、TOURISM THINK TANK11STRATEGY&PERFORMANCEThese findings imply that upper-funnel marketing to raise brand awareness and generate demand is of primary importance to in-house marketing teams.Yet,there is great potential to utilize data to better understand visitor needs and encourage repeat visits.Maste

34、ring how to collect and leverage first-party data and optimizing digital experiences are both key to ensuring the competitiveness of destinations in an increasingly saturated market.First-party data is a key area that DMOs need to focus on,enabling them to use their own data to gain an unprecedented

35、 understanding about their visitors.The effective use of first-party data presents destinations with the opportunity to increase the effectiveness of targeted advertising and build trusted customer relationships with travelers.Marketers can also start to build an audience pool for data activation in

36、 a cookieless future and create dynamic website content tailored to users interests.Todays digital experiences must deliver on expectations and offer value to create differentiation among a lot of digital noise from competing forces.More than 70%of DMOs consider their marketing mix to be mostly digi

37、tal,and 81%keep decision-making in-house.SOJERN X DIGITAL TOURISM THINK TANK12STRATEGY&PERFORMANCEA co-op campaign is when multiple industry partners work together to invest a bigger campaign budget in an end-to-end marketing funnel using the expanded resources of each partner to reach a larger audi

38、ence.Destinations use co-op marketing to pool marketing budgets and messaging with local tourism partners,allowing them to more easily scale marketing campaigns and benefit from economies of scale,help resource-constrained tourism businesses tap into larger marketing efforts,and reduce challenges li

39、nked to campaign reporting.Additionally,these offer new opportunities to more easily experiment with campaign messaging,new communication channels,and engagement tactics.Co-Op Marketing:A Top Priority for DMOsResults are shown in absolute numbers for clarity.Respondents could choose more than one op

40、tion.Types of Companies DMOs Would Partner With For Digital Marketing CampaignsSOJERN X DIGITAL TOURISM THINK TANK13STRATEGY&PERFORMANCEFor these campaigns,DMOs most commonly partner with companies in the following sectors:hotel and lodging(90%),visitor attractions(84%),events and festivals(80%),and

41、 other DMOs(70%).However,co-op campaign partnerships are not limited to these organizations and also include non-travel brands(15%),and airlines and transportation providers(50%),among others.Co-op marketing is dominating campaign strategies when it comes to how DMOs work with their partners,with 78

42、%of DMOs actively investing in campaigns with industry partners.Insights show that this number is marginally higher in the U.S.(82%),compared to Canada(76%)and Europe(75%),suggesting a slightly more commercial approach to marketing compared to their European and Canadian counterparts.For those not i

43、nvesting,the size of organization may indicate part of their reason for opting not to engage in co-op marketing,with 62%of those not engaging in co-op marketing having less than 25 employees.Another indicator relates to the type of DMO,with 78%of those not active in co-op marketing being regional,ci

44、ty,local,or municipal organizations.Despite this,lack of budget does not appear to be a factor,with 40%of those not active in co-op marketing having annual marketing budgets that exceed the$1 million mark.When asked what the most common reason for not investing in co-op campaigns was,51%referred to

45、difficulty in coordinating and managing programs with partners.For those organizations who do invest,58%state increasing the overall marketing investment as a key factor.Likewise,just over half do so to reach wider audiences(54%),while just under half(46%)engage in co-op marketing to share campaign

46、costs.Almost 8 in 10 DMOsinvest in co-opmarketing campaigns.Top Reasons for Running a Co-Op Marketing Campaign*58%increasing overall marketing investment54%reaching wider audiences46%sharing costs*%show those who answered yes to running a co-op marketing campaign.Top Reasons for Never Having Run a C

47、o-Op Marketing Campaign*51%difficulty coordinating&managing programs&partners21%unable to get private-sector fundraising16%lack of awareness or know-how*%show those who answered never to running a co-op marketing campaign.SOJERN X DIGITAL TOURISM THINK TANK14STRATEGY&PERFORMANCEPrioritizing Digital

48、Paid Media InvestmentsThere has been a big shift in how DMOs see their place in the visitor cycle,with 70%of DMOs investing in campaign activities which are full funnel,compared to traditionally focusing on upper-funnel marketing.However,it is interesting to note that 30%of destinations still focus

49、on stage-specific marketing actions,rather than full-funnel.This is despite the increasingly interconnected customer journey,blurring the lines across different phases from awareness through to conversion and the ability to use data to effectively respond to interest as it evolves through the visito

50、r cycle.Full-funnel campaigns are essential for DMOs because marketing campaigns are judged based on their impact.With DMOs having a large range of partners and stakeholders,its important to go beyond just raising awareness to encourage conversions.Budgetary decisions are linked to return on investm

51、ent,making it imperative that DMOs show how their campaigns have generated an economic impact for their destinations or risk being affected by budget reductions.This requires having a good data tracking and analytics system to monitor bookings and link them back to campaigns.Partner and first-party

52、data can then feed into the planning of future campaigns to lead to continuous optimization.Concentrating on stage-specific actions makes this extensive tracking much harder,particularly when breaking down social media impressions and converting them into confirmed bookings.By taking a full-funnel a

53、pproach,DMOs can also facilitate loyalty and encourage repeat visits,rather than starting each campaign from scratch in terms of building awareness and driving consumers through all phases of the marketing funnel.Breakdown of Stage-Specific Actions*%show those who answered yes to running a stage-spe

54、cific campaign.51%Lower Funnel18%In-Trip85%Upper Funnel15%Conversion 1%Post-TripSOJERN X DIGITAL TOURISM THINK TANK15STRATEGY&PERFORMANCEWhen it comes to prioritizing media investments throughout the year,21%focus their budget on specific opportunities,such as leveraging large events that will be he

55、ld in their destination,while 38%focus primarily on seasonal campaigns.Of those who responded,just over half(58%)said that they invest in paid media year-round(always-on).Always-on campaigns are especially important because travel intent starts long before consumers book.Consumers have access to ext

56、ensive amounts of information online,facilitating them to plan trips at any time.Therefore,destinations should communicate their key messages throughout the year to reflect this constant desire for inspiration,driving year-round conversions using a data-led targeting approach and maximizing budget e

57、fficiency.With holiday booking habits always changing and consumers ready to make purchases at any time,destination marketing should not only concentrate on key booking periods,How DMOs Structure Paid Digital Media CampaignsResults are shown in absolute numbers for clarity.Respondents could choose m

58、ore than one option.but also consider inspiration and decision windows leading up to them.DMOs should capitalize on the opportunities for improving brand awareness and visibility by actively marketing to customers in an always-on manner.This will increase the likelihood of being included in the trav

59、elers consideration set when deciding where to go on holiday.Using real-time travel intent data and advanced segmentation tools,always-on campaigns are more customer-centric and can be more targeted towards the right audience.This allows for improving efficiency and maximizing budgets,with a 33%lowe

60、r cost per action seen in U.S.destinations that run always-on campaigns.SOJERN X DIGITAL TOURISM THINK TANK16STRATEGY&PERFORMANCEFrom those who choose a stage-specific approach,most prioritize top-of-funnel content-focused activities to build brand awareness.Investment gradually reduces further down

61、 the funnel,with conversion being the lowest priority for DMOs,despite opportunities where industry partners can facilitate bookings through their own digital infrastructure.While DMOs typically do not sell their own tourism products,there are many opportunities to direct consumers to the appropriat

62、e platforms to book their trips,especially when suggesting travel itineraries.However,a key challenge remains attribution modeling to understand the level of conversion generated by DMO marketing campaigns.1There are some new opportunities for destinations to explore such as building partnerships wi

63、th tourism businesses to drive demand through referrals,delivering measurable results on conversion,and also focusing on loyalty and affinitya relatively untapped area.While DMOs that prioritize upper-funnel marketing demonstrate their strong role in creating brand awareness through creative executi

64、on,where content plays a key role,the average content-to-paid-media-ratio is 20-40%content development and 80%-60%paid media investment.Therefore,full-funnel campaigns ensure that incredible creative concepts drive clear results and conversion,with targeted audience reach.With regards to content cre

65、ation,videos are pivotal,with DMOs needing to find the appropriate balance between short-form and long-form content to suit marketing strategies.Digital travel guides are another useful type of content for suggesting specific activities and local hidden gems to target consumers who are already in th

66、e conversion stage of the marketing funnel.Emerging technologies,such as augmented reality(AR)and extended reality(XR),provide the potential for marketing content to be more immersive and engaging.Keeping up to date on the latest technological trends and experimenting with different types of content

67、 is therefore crucial to becoming a leading brand.For DMOs and industry partners,the opportunity is ripe to participate in co-op partnerships,where,as partners,they can extend the reach and value of destination campaigns.The strong investment in creative and the destinations brand story means DMOs c

68、an play a key role in shaping messaging,while partner investments can focus on driving conversion.On average,20-40%of budgets go to creating content,while 60-80%are spent on paid media to promote that content.1 Sojern:The Destination Marketers Guide to Always-On Marketing,2023.SOJERN X DIGITAL TOURI

69、SM THINK TANK17STRATEGY&PERFORMANCES U C C ES S S TO RYThe Great Rivers&Routes region is a hidden gem in Midwestern USA,offering visitors a unique blend of history,culture,and outdoor recreation.In recent years,the region has seen a surge in tourism,thanks partly to their increased investment in mar

70、keting and the partnerships they have established.Through multichannel advertising across display,native,video,and connected TV(CTV),Sojerns platform has provided them with access to a wealth of traveler data and their teams deep understanding of the travel industry.One of the key elements of their

71、strategy was the use of always-on marketing.This means Great Rivers&Routes was able to reach potential visitors with their marketing messages all year round,not just during the peak summer and autumn seasons.This was especially important for the region,as eagle-watching is a major tourist draw durin

72、g the winter months and Nascar being a popular attraction in the spring.Their partnership also allowed Great Rivers&Routes to target their marketing messages to specific audiences.For example,they were able to target people who were interested in outdoor recreation or who had recently visited other

73、Midwest destinations.This helped to ensure that their marketing messages were seen by people who were most likely to be interested in visiting the region.In 2023,the region saw a 20%increase in tourism and the amount of money visitors spent in the region increased by 15%.As a result of the success o

74、f their strategy,Great Rivers&Routes now spends 95%of their overall marketing budget on digital.Great Rivers&RoutesSOJERN X DIGITAL TOURISM THINK TANK18STRATEGY&PERFORMANCEThere is no doubt about it,the digital landscape is constantly evolving.DMOs must use data to stay ahead of trends and pick the

75、right strategies for maintaining strong competitive positioning.Being aware of major shifts and the need to keep innovating with strategies,tactics,and approaches is critical to maintaining and growing demand.Strategy&Performance Key TakeawaysFull-Funnel Campaigns:Reach and Engage Travelers From Awa

76、reness to ConversionIn todays attention economy,targeting all stages of the visitor journey,from awareness to conversion,is crucial to responding to changing consumer needs and attention spans.1Concentrating on first-party data can help destinations establish a dominant presence in the digital lands

77、cape.Shifting from third-party to first-party data is a fundamental change that underpins marketing segmentation and targeting strategies.Its about making a deliberate choice to build robust datasets and fully harness the potential of data,driving campaign effectiveness.Prioritize First-Party Data a

78、nd Invest in User Experience3Co-op programs are a proven way to stretch campaign investment and reach in order to drive both sales for local businesses and economic impact for destinations.Co-Op Marketing:Its a Win-Win for Marketers and Their Partners2Staying curious is pivotal to staying ahead of t

79、he curve,exploring new opportunities,and reaching new audiences.Technology can help teams improve strategic decision-making and enhance existing processes,allowing them to dedicate efforts to other priorities.Experiment With New Technologies and Platforms4SOJERN X DIGITAL TOURISM THINK TANK19MEDIA L

80、ANDSCAPEMedia LandscapeC H APTER 2The paid marketing mix of DMOs has shifted considerably in recent years,partly motivated by legislation changes,but also the emergence of new channels and formats.This section explores the channels,tactics,and platforms dominating todays targeting choices and priori

81、ties.SOJERN X DIGITAL TOURISM THINK TANK20MEDIA LANDSCAPEIn a major shift over the past decade,investing in paid media is seen as a prerequisite of having a strong,impactful digital brand presence.This has shown to be the case regardless of the size of the DMO or its strategy.DMOs who choose not to

82、invest in paid media are exceptions to the rule.The decision not to invest normally comes down to budget constraints,rather than a conscious choice for all but a few.Budget limitations have a clear strategic impact when it comes to deciding on the media mix,channels,content formats,and style,and mos

83、t importantly on the budget split between content,creative,and media.Paid Media Impacts Strategic Decision Making96%of DMOs invest in paid mediaSOJERN X DIGITAL TOURISM THINK TANK21MEDIA LANDSCAPEThere is nearly unanimous recognition that investing in paid media is a necessity,with most DMOs conside

84、ring it an essential component in achieving their marketing objectives.DMOs show clear differences in their strategies regarding the management of their paid media,with the majority at the two extreme ends of the spectrum,being either fully managed in-house or fully outsourced.DMOs had varied approa

85、ches when it came to handling paid media activities.About 36%managed over two-thirds of their paid media internally,while 35%outsourced the same proportion.However,nearly 20%of respondents chose to keep all paid media management in-house.Of the 35%that outsource paid media management,62%say it is pr

86、imarily managed by digital marketing or integrated media agencies.Paid Media Management:In-House or Outsourced?Percentage of Paid Media Management Being OutsourcedSOJERN X DIGITAL TOURISM THINK TANK22MEDIA LANDSCAPERecent discussions in travel include significant developments regarding data,like str

87、icter privacy regulations,the planned discontinuation of cookies in 2024,and brand safety.Yet despite these noteworthy developments in recent years,age-old concerns remain the same for DMOs.The ongoing challenges of showcasing measurable impact,maintaining cost effectiveness,and establishing clear K

88、PIs and attribution models,continue to take precedence over newer issues.However,the majority of DMOs do not sell a specific product.Therefore,demonstrating marketing impact to stakeholders in the right way is crucial.Meanwhile,building brand awareness happens through hundreds,if not thousands,of di

89、gital touchpoints and interactions,while the path to purchase can be highly fragmented.Identifying the impact of marketing campaigns often involves working across different platforms and partners,and a significant lead time Core Concerns Remain Unchangedcan easily elapse between early-stage awarenes

90、s,interest,and conversion.This explains why tracking KPIs and monitoring impact remain core concerns for DMOs.Top DMO Concerns Around Paid MediaSOJERN X DIGITAL TOURISM THINK TANK23MEDIA LANDSCAPEWhile there has been a lot of noise about TikTok in recent years,with the platform becoming something of

91、 a sensation and taking the world by storm,media investment hasnt followed to the level some might expect,though interest is growing.TikTok is only seen as one of the top 3 social marketing channels by 29%of DMOs.However,this channel has great potential to disrupt DMO marketing activities due to its

92、 unique algorithm that tracks video engagement as opposed to social data to show the most relevant and personalized content for users.It is also continuing to grow its userbase and therefore hasnt reached its full potential yet.This means DMOs can reach target audiences and benefit from strong organ

93、ic growth.It is also noteworthy that 60%of U.S.travelers have stated an increased desire to visit a destination after seeing it on TikTok,with 35%converting into booking a trip.Importantly,among millennials(27-42),the conversion rate reaches 45%.1 This makes it an effective platform to reach younger

94、 audiences and it is expected to become an increasingly relevant channel.Despite this potential,there are also risks with investing in TikTok content due to some governments banning(or threatening to ban)the platform,creating doubts as to the long-term benefits of advertising through this channel.Wh

95、at cannot be understated is that TikTok has changed the format of marketing content,with the rise in popularity of short-form video,leading to consumers increasingly watching Instagram Reels and YouTube Shorts.Facebook and Instagram(Meta)overwhelmingly remain the most important platforms when it com

96、es to prioritizing media and content investment.This is due to having the most active users,with Facebook having 2.989 billion monthly active users and Instagram with 2.0 billion.2 Advertising through Meta enables DMOs to maximize their potential reach and obtain the greatest levels of engagement,th

97、ereby also achieving a lower Cost Per Mille(CPM).1 MGH Blog:TikToks Undeniable Impact on Travel and Tourism,2023.2 Statista:Most Popular Social Networks,2023.Meta Dominates the Social Channel MixSOJERN X DIGITAL TOURISM THINK TANK24MEDIA LANDSCAPESocial media advertising and search engine marketing(

98、SEM)dominate the paid media mix,with 96%of DMOs considering social media advertising to be of high or average importance in their activities,and nearly 95%for search.Programmatic advertising trails only slightly behind,with 86%placing high or average importance on this medium to deliver intelligent

99、results across multiple channels,adapting and evolving according to campaign performance throughout delivery.Despite the strong interest in new channels and mediums,some channels showed relatively low levels of interest,with 89%considering gaming of low importance,compared with 69%for in-app adverti

100、sing,61%for digital audio advertising,and 48%considering CTV to be of low importance.This suggests a degree of trepidation among DMOs before jumping into new,yet-to-be-tested channels and formats.Search and Social Dominate Paid MediaHow DMOs Rate Digital Media in Terms of ImportanceHighAverageLowSOJ

101、ERN X DIGITAL TOURISM THINK TANK25MEDIA LANDSCAPENative Leads the WayWhen it comes to format,native advertising or sponsored content(94%)remains most important for DMOs,followed by display and video advertising(85%),and in-stream video ads(78%).The popularity of native ads is due to their seamless a

102、ppearance on third-party webpages,blending in so they highlight engaging content to specific target audiences without being objectively viewed as ads by consumers.Therefore,they are more trusted and can use a well-respected platform among niche audiences to expand the reach of their content to the r

103、ight audiences.Tactical campaign opportunities to increase brand visibility,such as branded social filters or sponsored hashtag campaigns were considered of low importance by 76%of DMOs surveyed.The format to watch is branded programming with the majority of DMOs considering it a useful tool when us

104、ing a wide mix of marketing channels.This is despite only 24%seeing branded programming as being of high importance,with a third considering it to be of low importance.U.S.destinations,in particular,have invested heavily in recent years in incorporating rich,on-demand serialized video content as a k

105、ey component in their marketing strategies.In fact,viewers of Brand USAs video series are twice as likely to consider traveling to the U.S.,showing how this form of paid media can be highly worthwhile for stimulating demand.1Most Important Paid Media Formats for DMOs85%Display and Video Advertising7

106、8%In-Stream Video Ads94%Native Advertising or Sponsored Content1 According to research conducted by Brand USA in partnership with Samsung.SOJERN X DIGITAL TOURISM THINK TANK26MEDIA LANDSCAPEUnderstanding Key TermsBranded Social FiltersThese are AR filters that use a branded logo,which companies enco

107、urage consumers to apply on their social media images.These are social media campaigns that tell a story using a brand-specific hashtag on all content.Sponsored Hashtag CampaignsBranded ProgrammingA form of content that is created or sponsored by a destination,but is disguised as entertainment.It is

108、 often produced as web series,documentaries,podcasts,or short films.On-Demand Serialized VideosA multi-part,long-form video series that showcases different aspects of a destination.SOJERN X DIGITAL TOURISM THINK TANK27MEDIA LANDSCAPEFor the overwhelming majority of respondents,the top concerns relat

109、e to demonstrating clear KPIs and return on investment,and achieving effective content and brand engagement.Similarly,the volume of content requirements and limited capacity to meet these demands presented themselves as major constraints among those surveyed.While budget is always a concern,constrai

110、nts due to budget limitations were a bigger factor when considering the mushrooming demands of different mediums,formats,and channels,rather than the concerns about budget reductionsdespite growing economic pressure due to inflation and other factors.Whats Holding DMOs Back?Top Concerns With DMO Dig

111、ital Marketing TeamsSOJERN X DIGITAL TOURISM THINK TANK28MEDIA LANDSCAPES U C C ES S S TO RYVisit Portugal promotes the country as a destination to visit,live,study,or invest in.With the capability to host major national and international events,this organization positions tourism as a key driver of

112、 competitiveness and national economic development.Visit Portugal manages its relationships with agencies through tender processes,ensuring that it works with the best media and creative agencies.This also allows the team to be multicultural,multilevel,and completely heterogeneous,which is achieved

113、by having part of the agency teams integrated into theirs while still working on a consultancy basis with other parts of the team.For them,this has resulted in higher productivity and an improved ability to get excellent concepts out on an ongoing basis.When it comes to their media mix,Visit Portuga

114、l is quite flexible.They dont invest in influencer marketing,but instead work on specific content projects and press trips with opinion leaders,which have led to the development of projects such as Sketch Your Portugal and Journey to Portugal Revisited.Although the NTO is exploring areas such as dig

115、ital audio,UGC still takes a dominant position among their priorities.Like many destinations worldwide,resource limitations and impact measurement are key concerns for Visit Portugal.Nonetheless,when it comes to resource limitations,they think of themselves as innovative,leveraging their creativity

116、and partnerships to support what the budget cant always cover.On the other hand,they are transitioning their strategy to adapt to the nearing cookieless future,focusing on brand safety,measurement,and complying with regulations such as GDPR.The NTO is working on a number of projects to improve decis

117、ion-making and allocation processes,with a plan to shift conversations from KPIs to business impact,information,and results.While Visit Portugal doesnt currently invest in TikTok due to needing to find a relevant narrative to communicate through the platform,they use it to collect UGC.They keep cont

118、ent genuine and fresh,investing in content development with opinion leaders through partnerships with other brands to bring in outside creative ideas.They plan to continue investing in these formats and projects as they believe it makes a difference in how people perceive and interact with their bra

119、nd.Visit PortugalSOJERN X DIGITAL TOURISM THINK TANK29MEDIA LANDSCAPESEM remains a considerably relevant channel in the paid marketing mix of DMOs,alongside social media advertising,which takes the lead position.This is partly because they offer a variety of ways to reach target audiences at differe

120、nt stages of the travel journey.However,there has been a shift in recent years towards new channels and mediums,like TikTok,and focusing on long-form content,as DMOs seek to reach new audiences and engage with travelers in innovative ways.Additionally,the need to measure impact is more pressing than

121、 ever,with marketing budgets becoming increasingly limited globally,calling for DMOs to partner with organizations that have expertise in paid media marketing and keep an open mind towards experimentation.Media Landscape Key TakeawaysAttribution Modeling and Developing Clear KPIs Should Be Prioritiz

122、ed by DMOsThese are crucial to being able to demonstrate the impact of their paid media investments and also help understand which channels and campaigns are driving the most results.1The landscape is constantly changing,so it is important to stay informed to take advantage of new opportunities.Stay

123、 Up-to-Date on the Latest Trends and Developments in Paid Media3This can help destinations reach new audiences and tell their stories in a more engaging and fresh way.Experiment With New Channels2SOJERN X DIGITAL TOURISM THINK TANK30DATA&INSIGHTSData&InsightsC H APTER 3In recent years,data and insig

124、hts have become essential for destinations to understand their visitors,attract the right audience,and shape targeting strategies.This is crucial to demonstrate results,satisfy stakeholders,and achieve year-on-year improvements.This section analyzes the types of data and marketing analytics tools us

125、ed by DMOs,the campaign stages when data is used,and the main challenges faced by DMOs in generating valuable marketing insights.SOJERN X DIGITAL TOURISM THINK TANK31DATA&INSIGHTSData is most valuable in marketing planning,with over half of respondents(54%)saying it provided the most value during th

126、is stage.This is followed by using data for the analysis of marketing results(38%),with relatively little importance placed on using data to make optimizations to ongoing campaigns(8%).Datas role in setting up and deciding on the right channels,strategy,audiences,and tactics far outweighs its value

127、for actively optimizing marketing activities once theyre live.Budgeting and planning marketing actions well in advance,as well as reporting and accountability to stakeholders,dominate DMOs data needs.On the other hand,commercial players may find that actively optimizing campaigns is of far greater i

128、mportance to ultimately achieve the best return on investment.Data is Critical to PlanningStages DMOs Consider Data Most ValuablePlanningReportingExecutionPlanningReportingExecutionSOJERN X DIGITAL TOURISM THINK TANK32DATA&INSIGHTSIt is evident that DMOs are not currently maximizing the full potenti

129、al of data by using it to help make their campaigns more agile.Relying mainly on planning and reporting data means theyre missing out on crucial insights at the most important phase of the campaign:Its implementation.By using real-time data,marketers can influence travelers purchasing journeys and a

130、djust campaign strategies to respond to external events and global uncertainty,such as pandemics,wars,and economic downturns.Using data during campaign execution optimizes marketing efforts and ensures that investment is fully maximized,so DMOs can achieve the best possible results.Relying mainly on

131、 planning and reporting data means DMOs are missing out on crucial insights at the most important phase of the campaign:Its implementation.SOJERN X DIGITAL TOURISM THINK TANK33DATA&INSIGHTSLeveraging data is without a doubt the biggest opportunity for DMOs.Not only in exploiting its potential with m

132、ore sophisticated and increasingly personalized marketing,but also in how marketing performance is evaluated,optimized,and demonstrated.When it comes to campaign planning,demographic data is used most frequently to guide decisions,followed by behavioral data,with 88%and 79%of respondents choosing th

133、ese options respectively.At the other end of the scale,purchase intent data is the least popular source,albeit still with 66%of respondents using this data in their marketing mix.As for data used by DMOs to guide strategic decision-making,86%utilize visitor statistics and 81%leverage core digital ma

134、rketing insights.The Growing Importance of Data Analytics for DMOsMost Frequently Used Data SourcesSOJERN X DIGITAL TOURISM THINK TANK34DATA&INSIGHTSWhile over time most marketers have been privileged with greater access to a much wider array of data and insights,such as credit card and consumer spe

135、nd data,such alternatives remain on the periphery when it comes to their place in DMO digital strategies,with less than 40%using these today.The way destinations are measuring the success of their marketing strategies is also changing.Whereas before importance was placed on brand recall surveys and

136、database acquisition,these are less favored by DMOs today.Meanwhile,content engagement and social media growth are becoming critical when it comes to KPIs,with 67%citing content engagement as a key performance indicator in their marketing activities.While 60%of DMOs use off-the-shelf integrated anal

137、ytics tools,such as Google Analytics and Meta Business Suite,success often lies in the advanced use of analytics,where DMOs are driven to optimize performance across all channels and touchpoints.9%of DMOs turn to advanced martech solutions,such as Adobe Analytics,Salesforce Marketing,or Cloud Intell

138、igence,while 15%have invested in developing advanced in-house analytical tools,often in the form of data dashboards.The remaining 16%of DMOs outsource their data analytics needs.Nevertheless,the use of data for marketing purposes does not come without challenges for DMOs.The most common barrier face

139、d by these organizations comes from the lack of data integration across channels,with 52%of respondents choosing it as a key concern.This is becoming an increasingly prominent challenge,as the visitor journey becomes further fragmented as a consequence of the growing number of channels travelers use

140、 to discover and explore destinations.Marketing Analytics Tools Used By DMOsOff-the-shelf Integrated Analytics ToolsAdvanced Manipulation Analytics ToolsComplex Insight Analytics ModelsOutsource Data AnalyticsOff-the-Shelf Integrated Analytics ToolsAdvanced Manipulation Analytics ToolsComplex Insigh

141、t Analytics ModelsOutsource Data AnalyticsSOJERN X DIGITAL TOURISM THINK TANK35DATA&INSIGHTSTaking the second and third positions respectively,we find two critical challenges.The first is the high cost associated with acquiring data,accounting for 46%.The second is the DMOs limited access to high-qu

142、ality data,standing at 42%.This indicates that despite the growing interest in using data,there are still barriers when it comes to collecting it and fully maximizing its potential for data-driven marketing.This also poses a fundamental question:how can DMOs optimize data collection and analysis to

143、produce actionable,high-quality insights?Although positioned as one of the lowest-ranking challenges faced by DMOs,concerns around data privacy and the shifts expected in coming years,such as the removal of cookies,are a primary challenge for 22%of respondents.This calls for the need to pay attentio

144、n to such regulatory changes and ensure DMOs understand the ways in which data will continue to play a role in the future and how to adapt to maintain a competitive position.Results are shown in absolute numbers for clarity.Respondents were able to choose more than one option.Main Challenges Faced b

145、y DMOs When Using Data in Marketing Campaigns025507510012515073%1059275151135122641065175Acquiring DataInterpretationLimited Access toQuality DataEffective OmnichannelMarketingBuilding AutomatedData-Led CampaignsTimely Proof DataData Privacy ConcernsOtherLack of Data IntegrationAcross ChannelsSOJERN

146、 X DIGITAL TOURISM THINK TANK36DATA&INSIGHTSThere is growing awareness among marketers of the need to prepare for a cookieless future.With user privacy concerns and increasingly stringent legislation at the forefront of this shift,there is undoubtedly a need for a change in how DMOs approach marketi

147、ng strategies and tactics in response to this.Despite the impact,it also presents new opportunities for DMOs to think creatively about how they seek and where they engage target audiences now and in the future.Only 15%of all respondents said that changes in data privacy rules were having a small imp

148、act on their current strategies,while 37%said the impact is significant.Among the highest-ranking data concerns,we found that the inability to track the right data is a significant issue,with the importance placed on obtaining first-party Shifting Strategies Around Data PrivacyResults are shown in a

149、bsolute numbers for clarity.Respondents could choose more than one option.data now higher than ever.This has led to greater experimentation in new mediums,partnerships,and formats,such as voice,as a means to explore the potential of new and emerging channels and formats.Measures Taken to Mitigate Im

150、pacts of Data Privacy in the Next Two Years0306090120150180886013177168102Among the actions currently being taken by DMOs to mitigate the effects of data privacy changes,60%considered focusing on social content to be key,while 58%said that trying to obtain first-party data was a key priority.SOJERN

151、X DIGITAL TOURISM THINK TANK37DATA&INSIGHTSS U C C ES S S TO RYNewfoundland and Labrador is a Canadian province,located on the most easterly edge of North America.The destination is popular among visitors to enjoy outdoor activities and sports year-round,as well as for its rich history and natural w

152、onders.As the DMO in charge of the provinces promotion,the data they find most useful is that which allows them to understand if they are creating engagement,the stickiness of their content,and the contents ability to resonate with viewers.Google Analytics still dominates how they forecast engagemen

153、t,while they also heavily focus on behavioral analytics to understand users sessions on their website to determine future development.When trying to understand their target audiences preferences,Newfoundland and Labrador uses data from open sources,paid subscriptions,and partnerships to provide an a

154、ccurate picture.The data sources utilized by the team are extensive,including core market research,consumer insights,internet search data,retail purchase data,tech device data,sentiment analysis,surveys,advertising reports,granular data from call centers,air travel,short-term rentals,tour companies,

155、hotel stays,rail data,rental cars,demographic data,and credit card data.Newfoundland and Labrador TourismSOJERN X DIGITAL TOURISM THINK TANK38DATA&INSIGHTSData analytics is becoming increasingly important for DMOs.It allows them to better understand their visitors,focusing efforts on attracting the

156、right ones and measuring the success of marketing activities to make the case for further investment.However,there are still some challenges that destinations face when it comes to fully realizing the potential of data in the marketing workflow,such as the lack of data integration,the high cost of a

157、cquiring data,and the relatively limited access to quality data.Data&Insights Key TakeawaysFocus on Collecting and Analyzing First-Party DataThis will help DMOs reduce their reliance on third-party data and make their marketing more effective in the cookieless future.1This will help break down silos

158、 and get a streamlined view on marketing performance in an omnichannel marketing environment.Invest in Data Integration Tools2Data can help to identify target audiences,develop effective campaigns,and measure the success of marketing efforts.Use Data to Drive Marketing Decisions3This will help you t

159、o align data collection and analysis efforts with overall marketing goals more effectively.Invest in Data Strategy and Knowledge4SOJERN X DIGITAL TOURISM THINK TANK39EMERGING TRENDSEmerging TrendsC H APTER 4The context in which DMO marketers shape their strategies is constantly in flux,impacted by g

160、lobal economic,political,environmental,and technological events.This section looks at how DMOs are responding to the changing global landscape and emerging trends,and the impact these have on their strategies.SOJERN X DIGITAL TOURISM THINK TANK40EMERGING TRENDSThe tourism industry is increasingly pr

161、ioritizing the long-term sustainability needs of destinations over short-term growth and volume.Driven by domestic and international agendas,such as the United Nations 2030 Agenda for Sustainable Development,many DMOs are striving to play their part in shaping a better world through tourism.Today,a

162、growing number of strategies seek to drive positive impact for people,communities,and the natural world;with the implications going all the way back to brand positioning,awareness,and marketing.Here,regional differences are most notable compared to any other insights gathered through the survey,wher

163、e the varying government policy positions from different parts of the world have significant influence on how these are reflected in destination strategies.Regenerative tourism strategies has become a major development in recent years across all three of the main regions covered in the survey,with 4

164、7%of Canadian,41%of European,and 28%of U.S.respondents stating regenerative tourism as a strong strategic focus.In Europe,commitment to addressing climate change and net zero was a priority for the majority of respondents(62%),with net zero making a reference to the efforts made by European DMOs Lea

165、d the Way in Environmental Sustainabilitydestinations globally to reduce greenhouse gas emissions to zero.These are key priorities alongside biodiversity and the natural environment(56%)and circularity(30%),a strategic approach to minimize environmental impacts and enhance sustainable development.Th

166、is is in contrast to Canada and the U.S.,where these considerations were significantly lower,with few respondents ranking them as strong priorities.How DMOs Are Strongly Prioritizing Environmental Concerns and Goals 62%(EUR)Climate Change&Net ZeroBiodiversity&Environment Circularity29%(CAD)8%(USA)56

167、%(EUR)24%(CAD)33%(USA)30%(EUR)0%(CAD)5%(USA)SOJERN X DIGITAL TOURISM THINK TANK41EMERGING TRENDSSocial Diversity&Sustainability Are Priorities for DMOsWhen looking at sustainability,its important to not only look at environmental impact,but also societal wellbeing.Many DMOs today are committed to de

168、monstrating a positive impact through tourism for local residents,while marketers have become increasingly conscious of the importance of representation in marketing.This ensures that their image reflects the cultural,religious,ethnic,sexual,and gender diversity of both the destination and its visit

169、ors.Many destinations across the world have been forthright in embracing progressive attitudes when it comes to diversity.Around 35%of respondents said that LGBTQ+-specific strategies(i.e.sexual orientation)were strongly prioritized,with similar importance(34%)placed on promoting social and economic

170、 diversity.Nearly half(42%)of DMOs strongly state addressing gender equality(i.e.female equality)in their strategies to be a priority.Despite considerable alignment in this respect,there are notable differences.For example,while celebrating racial and ethnic diversity is a key priority for DMOs in t

171、he U.S.(51%)and Canada(53%),in Europe,this is only the case for 23%of respondents.When looking at how indigenous cultures and communities are represented,Canadian DMOs stand out for the strong emphasis given here,with 71%of respondents identifying it as a key component in their strategies.Lastly,it

172、is also important to consider accessibility and strategies that prioritize reaching visitors with disabilities.In the U.S.and Europe,more than 40%said this was a strong priority,while in Canada the number was much smaller(12%),leaving room for rethinking strategies to be more inclusive across the bo

173、ard.Key Areas DMOs Prioritize in Their Strategies When it Comes to Social Diversity71%of Canadian DMOs strongly prioritize representation of indigenous cultures45%of European DMOs strongly prioritize visitors with disabilities51%of U.S.DMOs strongly prioritize racial and ethnic diversitySOJERN X DIG

174、ITAL TOURISM THINK TANK42EMERGING TRENDSIn the current international political and economic landscape,DMOs around the world are facing challenges and constraints that require different strategic approaches to overcome them.Since the pandemic,adaptability and resilience have proven key to ensuring to

175、urism remains part of achieving long-term economic prosperity for the many jobs that depend on tourism as an industry.Addressing major challenges,such as seasonality,is key to ensuring the long-term viability of the visitor economy.Across the different regions of this study,economic uncertainty,infl

176、ation,and the cost of living are all having a significant impact on strategies,with more than 50%of respondents considering these to be areas that require careful planning.In contrast,the woes of COVID-19 appear to be behind us,with a large number of respondents(66%)stating that it no longer signifi

177、cantly impacts their strategies.Despite Russias invasion of Ukraine being one of the most impactful events of 2022 and 2023 for the global economy,32%of European and 30%of non-European DMOs consider this has had a significant impact on their strategies.Unsurprisingly,this increases to 58%among DMOs

178、in Eastern Europe,compared to 24%in Western Europe.Regardless,global challenges and politics are ever-present and deeply interconnected.Destinations stated these factors to have a somewhat significant impact on their Economic Sustainabilitystrategies,especially when considering uncertainty in key so

179、urce markets,a concern notably more prevalent among European DMOs.SOJERN X DIGITAL TOURISM THINK TANK43EMERGING TRENDSAI is undoubtedly the biggest and most transformative trend in marketing today.It is redefining everything from internal workflows to the evolution of conversational and highly perso

180、nalized marketing.Generative AI,in particular,is having a seismic impact on how we work and interact online.While AI is not new,the rise of generative AI is a game-changer for marketing teams.Advances in AI models,computing capabilities,and massive high-quality data sets have led to significant rece

181、nt developments in image recognition,natural language processing,and machine learning.These developments power everything from recommendation systems to more accurate behavioral insights.AI-driven solutions built on large language models from the likes of OpenAIs ChatGPT and Google AIs Bard represen

182、t a boom in“off-the-shelf”solutions and tools available to all,regardless of technical knowledge.This has lowered the threshold considerably,removing technical barriers and making AI-driven solutions accessible to everyone.For marketers,this means easy access to everything from AI-generated creative

183、 assets to marketing copy,where the tone,perspective,format,and detail can all be determined by a simple prompt.These,among a mushrooming array of AI-driven tools and solutions,are completely shaking up the marketing technology landscape and the way in which teams use such technologies to support th

184、eir day-to-day marketing needs.While creative and strategic skill sets are still key,the ability to use AI effectively,from setting the right prompt to using the right degree of caution when analyzing the response,is also essential.The DTTT Take on AIAt the other end of the scale,the most competitiv

185、e and savvy marketers are actively considering how AI can be instrumental in shaping future digital experiences.From using natural language processing to engage visitors in an authentic and personalized way to using machine learning to offer more personalized experiences tailored to individual needs

186、,AI is shifting away from traditional segmentation.One thing is clear:AI represents a new dawn for marketing,expected to be highly disruptive in the years to come.This is not just a trend;it is a development that marketers cannot afford to ignore.SOJERN X DIGITAL TOURISM THINK TANK44EMERGING TRENDSW

187、ill AI Disrupt DMOs?AI has rocked the world of marketing,perhaps more than any other trend in recent years,with some notable developments opening up a wealth of opportunities.We asked DMOs where they saw AI shaping their activities in the future to get a better understanding of how the impact of AI

188、affects their marketing output.Overwhelmingly,AI is expected to significantly impact content creation,where there have already been many examples of AI tools surfacing with generative influencing creative,with a growing number of tools from long-form content creation to social media post generation.

189、More broadly,AI is expected to disrupt the wider creative process as its potential uses are still very much in the early stages,despite the rapid rise in use cases.Elsewhere,DMOs pointed to the potential of using data in both analysis,interpretation,and forecasting,where there is much interest in se

190、eing how AI might help address some of the concerns identified earlier in the report.AI is predicted to have a considerable impact and disrupt all aspects of marketing.Web,app,and platform creation was regarded as the function that is hardest to automate.While ChatGPT can today write code,there is s

191、kepticism as to its ability to develop a fully-fledged,end-to-end digital experience on par with best-in-class examples of digital activation.Personalized Content GenerationDynamic Marketing CampaignsAI-Powered ChatbotsSocial Media MarketingMarket Research and AnalyticsAI Use CasesSOJERN X DIGITAL T

192、OURISM THINK TANK45EMERGING TRENDSAreas That DMOs Believe AI Will Bring the Most ImpactHigh ImpactSome ImpactLittle ImpactN/ASOJERN X DIGITAL TOURISM THINK TANK46EMERGING TRENDSS U C C ES S S TO RYSaudi Arabias ambitions to diversify its economy and attract 100 million annual visits by 2030 has led

193、to the launch of three giga-projects that position the country as the leading sustainable travel destination for the luxury market,attracting responsible travelers:(1)Red Sea Global,(2)Royal Commission for Alula,and(3)NEOM.These initiatives help to support the countrys Vision 2030,which places touri

194、sm as a cornerstone of economic growth.With new tourism developments,sustainability is being built into all aspects of the projects as a central pillar.This focus on sustainable giga-projects is especially important given that Saudi Arabia only opened up to tourism activities in September 2019,creat

195、ing a lot of buzz and media attention.Placing sustainability as a key differentiator for attracting visitors helps to avoid mass tourism by carefully targeting high net-worth individuals who bring a large economic contribution.Sustainability plays a key role in all of the communication and promotion

196、 of Saudi Arabia,attracting visitors who share these values,and want to experience the unspoiled nature and cultural heritage that helps the destination stand out from competitors.This helps the destination capitalize on the opportunities brought about by tourism without fully compromising on their

197、national values.With these initiatives being built from scratch,technology and innovation are crucial for ensuring that this sustainable vision for Saudi Arabias tourism sector can be achieved,with Red Sea Global using two solar farms to power the entirety of the destination,with the target of achie

198、ving net zero by 2030.Such an ambitious goal is enabled by developing the biggest battery storage facility in the world to power the energy needs of the region through renewable energy sources.Meanwhile,an environmental impact analysis has been conducted across 250km of coastline to monitor the spec

199、ies present in the area,with satellite and GPS data being crucial for getting a better picture of current environmental conditions and wildlife behavior.Going a step further,NEOM uses technology to communicate the definitive impacts of tourism to visitors when they book activities by using icons tha

200、t explain the different impacts and help visitors track how they affect the destination,its environment,and the social impact on residents.Saudi ArabiaSOJERN X DIGITAL TOURISM THINK TANK47EMERGING TRENDSThe global tourism industry has been actively working to rebuild after the pandemic,but today it

201、finds itself pressed with new challenges,such as climate change,economic uncertainty,and political instability.DMOs can adapt to these challenges by becoming purpose-driven,while capitalizing on emerging trends to ensure they are well-positioned to succeed in the years to come.Emerging Trends Key Ta

202、keawaysFocus on Sustainable Tourism PracticesThis includes developing regenerative tourism activities,reducing environmental impact,and promoting social and economic sustainability.1DMOs who will lead the way are ones that can adapt by developing purposeful and intentional strategies,mitigating the

203、impact of challenges,such as economic uncertainty,political instability,and climate change.Build Resilience2Representing and prioritizing different groups of visitors in marketing activities is crucial to reflect that destinations are welcoming to all.Make Diversity,Equity,and Inclusion(DEI)a Priori

204、ty3Such developments require an open mind,curiosity,and willingness to experiment.Aside from carving a more competitive edge,these can help DMOs significantly improve their marketing strategies and tactics by efficiently analyzing an abundance of data to help DMOs stay up-to-date on the latest trend

205、s and improve strategic decision-making and campaign implementation.By using AI to enhance systems and processes,marketers can focus more strongly on building human connections;a core element of tourism being to build bridges between communities.Invest in AI4State of Destination Marketing 2024The State of Destination Marketing 2024 report has been produced by the Digital Tourism Think Tank for Sojern with the support of Brand USA,Destination Canada,and the European Travel Commission.Supported byX