University of Southern California Dissertations and Theses

Selling the world: an exploration of the past, present and future of destination marketing

(USC Thesis Other)

Selling the world: an exploration of the past, present and future of destination marketing

PDF

Download a page range

Download transcript

Copy asset link

Request this asset

Transcript (if available)

Content SELLING THE WORLD: AN EXPLORATION OF THE PAST, PRESENT AND FUTURE OF DESTINATION MARKETING by Chelsey Allodi A Thesis Presented to the FACULTY OF THE USC GRADUATE SCHOOL UNIVERSITY OF SOUTHERN CALIFORNIA In Partial Fulfillment of the Requirements for the Degree MASTER OF ARTS (STRATEGIC PUBLIC RELATIONS) May 2012 Copyright 2012 Chelsey Allodi ii Dedication My completion of this thesis is due largely in part to the unconditional love and support of my incredible friends and family. Thank you Mom, Dad, Paige, Jaine, Grace, Nana and Grandpa – your love, patience, encouragement and understanding through these last few years has given me more strength than you could know. And thank you for always giving me courage to pursue my dreams, no matter how big or small. I love you all and share this accomplishment with you. iii Acknowledgements Being at the end of this program and looking back, I cannot imagine getting here without the unwavering support of my professors and classmates. I want to especially thank my thesis committee for their encouragement and positive direction throughout this process. Special thanks to my thesis chair, Jerry Swerling, for all of the time he spent inspiring my work and lending confidence when I needed it. Additionally, I would like to thank my peers for being an amazing support system, editing team, sounding board for ideas and pillars of strength over these last two years. iv Table of Contents Dedication ii Acknowledgements iii List of Figures v Abstract vi Preface vii Introduction 1 Chapter 1: Defining Place Branding 3 Chapter 2: Evolving Categories in Place Branding 5 Chapter 3: The Importance of Destination Marketing 7 Chapter 4: Identifying Key Participants in the Destination 10 Marketing Process Chapter 5: Reaching the Audience 14 Chapter 6: Content Analysis of Destination Campaigns 25 Chapter 7: Results and Measuring Success 48 Chapter 8: Evaluation and Recommendations 59 Conclusions 65 Bibliography 67 v List of Figures Figure 1: Vacation Decision-Making Influencers 15 Figure 2: US Travel Industry Ad Spending 16 Figure 3: Effect of Online Information on Purchasing Behavior 19 Figure 4: Destination Logos and Slogans 21 Figure 5: Destination Case Studies Matrix 26 Figure 6: Tahiti Tourisme North America’s “Invest In Your Love” 28 Campaign Figure 7: “Invest In Your Love” Winner on Ellen 29 Figure 8: Kardashian Coverage Compilation June-November 2011 31 Figure 9: “Tahiti: Islands the way they used to be” 32 Figure 10: Tahiti Mobile Creative Proof 33 Figure 11: “Know the Code” Print Ads 36 Figure 12: “What’s Happening? Know the Code – Protect the Moment” 37 Figure 13: “Alaska B4UDIE” Campaign 44 Figure 14: Images Used in 2009 Emergency Campaign 45 Figure 15: 2011 Direct Mail 46 Figure 16: Tahiti Tourist Statistics 51 Figure 17: Las Vegas Year-to-date Visitor Statistics 2004 54 Figure 18: Las Vegas Year-to-date Visitor Statistics 2011 55 Figure 19: Summer Visitor Volume to Alaska, 2001-2010 57 Figure 20: Visitor Volume, Fall/Winter 2001-02 to 2010-11 57 Figure 21: National Parks System Multi-Year Summary Report, 58 Alaska 2004-2011 vi Abstract This thesis explores the best practices of destination marketing in the context of a fast-changing communication landscape. It analyzes three campaigns of destinations of three distinct types, comparing commonalities and differences among the three. The ultimate goal of this analysis is to identify specific methodologies and analyze prominent practices to finally determine a set of best practices and recommendations for future destination marketing campaigns. The main components of this thesis include an in-depth look at three contemporary destination marketing cases and a content analysis of campaign. The underlying goal is to identify core pillars of successful campaigns that transcend time while recognizing present-day challenges facing the destination marketers and what implications this may have on the travel and tourism industry. vii Preface Research Methodology Research for this thesis consisted of secondary research including news articles, white papers, blogs, Facebook pages, websites, statistical reports, trend forecasts, studies and books. Cumulated information from all of these sources provided a vast array of facts and figures that could easily be organized chronologically and by destination or destination type for further analysis and comparison. Though the lack of primary research, especially qualitative methods such as interviews and surveys, was disappointing to not obtain sufficient response, the secondary research presented more than enough historical background and current data on the topics in both quantitative and qualitative variety. Travel and Tourism as an Industry Travel and tourism is an integral part of the world economy. The industry is one of the world’s largest service exports and employers. In the United States, for example, travel and tourism is the third largest retail sales sector. According to the Destination Marketing Association International, in 2004 the industry reportedly contributes more than $599.2 billion annually to the nation’s economy and generates $99.4 billion in tax revenues (“FAQs About DMOs”). In 2010, “direct spending by resident and international travelers in the U.S. averaged $2 billion a day, $86.6 million an hour, $1.4 million a minute and $24,000 a second (Keefe). Indeed, travel and tourism is an economic engine and Destination Marketing Organizations (DMOs) are the key drivers (“FAQs About DMOs”). viii “Globally, tourism has experienced continued growth and deepening diversification to become one of the fastest growing economic sectors in the world. Modern tourism is closely linked to development and encompasses a fast growing number of newly developed destinations. Today, the business volume of tourism equals or even surpasses that of oil exports, food products or automobiles” (“Why Tourism”). 1 Introduction Despite a challenging economic climate, travel and tourism which some can consider a luxury has remained popular among consumers. The likely explanation for the consistent popularity of travel is the many benefits leisure travel brings with it. For example, research shows that vacation time directly correlates with some major health improvements, including: a 50 percent decrease in heart attack risk for those who take an annual vacation; lowered blood pressure and heart rate levels; improved sleep, and improvement in overall well-being as well as physical and mental health (Keefe). Additionally, interpersonal benefits from traveling include a 42 percent increase in romantic feelings while on vacation and a 53 percent increase in feeling more reconnected with family after traveling (Keefe). Young adults traveling abroad expressed a heightened sense of trust, tolerance, open-mindedness, confidence and cultural awareness upon their experiences (Keefe). One’s performance and productivity are also positively impacted by travel. Vacation time is believed to be a helpful tool in preventing “burnout” and 68 percent of people admitted to feeling more creative after traveling (Keefe). Business travel can also be beneficial for company and employee well being. Such trips serve as a catalyst for new ideas and perspectives to be seen because they spur inspiration and stimulate a different kind of attention. Nevertheless, 77 percent of domestic travel in the U.S. is reportedly for leisure purposes (U.S. Travel Association). According to a survey conducted by TripAdvisor, 2012 is going to be another successful year for the travel market – results showed 49 percent of respondents expected to spend the same amount on leisure travel as they 2 did in 2011, and 31 percent anticipated spending more (“TripAdvisor Announces 2012 Travel Trends Forecast”). Out of the 2,700 respondents, 90 percent stated they are planning to take two or more leisure trips this year. The vast majority of travel plans (68 percent) are for trips outside the U.S. Within the U.S., the top three domestic cities to visit in 2012 are New York City, Las Vegas and San Francisco. Facts and figures aside, the bottom line is: travel and tourism is here to stay and promises to increase in popularity in the coming years. Due to rapid increase in the number and quality of sources, people can turn to travel research, planning and booking, marketing the communication for the travel and tourism industry, as with many other industries, has become much more difficult to manage, let alone control. Tourism boards, travel agencies and destination marketing organizations are now presented with the challenge of severe competition and a shrinking space for marketing as consumers are in the informational driver’s seat. The ability to customize and control the exact information they want to consume and having an endless supply of resources has made people better informed than ever. Now more than ever destination marketers must strategically construct plans and implement tactics that stand out and capture the appropriate audiences. This thesis will examine how destination marketing has developed over the years and where it is headed given the changing media landscape and resulting changes in consumer behavior. A combination of industry research and dissection of three cases (Tahiti, Las Vegas and Alaska) will provide a general overview of trends and best practices for the travel and tourism sector, as well as recommendations and predictions for the future. 3 Chapter 1: Defining Place Branding Branding is a complex process that encompasses defining, delivering and maintaining the identification of goods or services to achieve differentiation, customer uptake and relationships (Wang). This process is somewhat easier to dissect when studying a specific service, product or company since a singular “brand is a set of perceptions and images that represent a company, product or service” (“Brand Definition”). It’s a company’s promise to its customer, telling them what to expect and differentiating its offering from that of the competitors. Brands are generally developed over time through (“Brand Definition”): • Advertisements containing consistent messaging • Recommendations from friends, family members or colleagues • Interactions with a company and its representatives • Real-life experiences using a product or service (generally considered the most important element of establishing a brand) Place or destination branding is somewhat unique in that it involves multiple layers of complexity that make case analysis substantially more difficult. Place branding, as a category itself, is fairly ambiguous. This type of branding can include anything from a landmark or site, a city, entire state or even country (depending on size). “The term ‘place’ and its associated vocabulary [often refers to]: location, country, nation, city and region, while a ‘destination’ [often indicates] tourism only” (Hanna and Rowley). A destination brand is “the essence of a destination that makes it different from all other products in the eyes of its potential customers – its competitive identity, or ‘personality’, which makes the destination: distinctive, memorable, valuable to specific market segments and hopefully therefore, resilient, 4 thereby being more able to inspire loyalty and retain customers in hard times and, ideally, charge a premium because it is desirably unique” (Buncle). In this context, branding of a place or destination encompasses the “name, symbol, logo, word or other graphic that both identifies and differentiates the destination … [while] convey[ing] the promise of a memorable travel experience … [and serving] to consolidate and reinforce the recollection of pleasurable memories of the destination experience” (Hanna and Rowley). Branding expert Karen Post explains, “A city or destination brand is the sum of what the market thinks when they hear the brand name. It’s how they feel when they arrive at the destination’s website or experience other communication, and it’s what they expect when they select one place over another…an effective destination brand resonates through all touch spots” (Post). The common thread between all types of branding is the brand definition, which can be summarized as the aspect that defines the identity of the brand based on functional, symbolic and/or experiential benefits consumers seek. Brand engagement and management, the basic role of destination marketing, are the pillars that give a defined brand longevity and substance in the competitive marketplace of travel. 5 Chapter 2: Evolving Categories in Place Branding The landscape of destination niches and classifications is continuously evolving as new types of places are being defined and trends come into play. Destinations can be classified and categorized based on a single piece of criteria or a matrix of criteria, some of which include, but are not limited to: climate, regional or hemisphere location, seasonality, geographic/landmark descriptors (island vs. mountainous) and attraction or sport based (events, cruises, tours and other activities). Common categories used on travel planning or booking sites are: • Beach/Island Escapes (also referred to as tropical) • Cultural (mainly museums and/or historical sites) • City (New York City, Las Vegas) • Amusement/Theme Park (Disney experience) • Rural or Adventure (outdoor oriented, mountain or river, activity-based; includes National Parks and Reserves) • Cruises Another niche that has grown in popularity in recent years is ecotourism or sustainable travel destinations. Ecotourism is "responsible travel to natural areas that conserves the environment and improves the well-being of local people. Furthermore, nature-based tourism simply describes travel to natural places, while ecotourism is a type of nature-based tourism that benefits local communities and destinations environmentally, culturally and economically” (“What Is Ecotourism?").“Like ecotourism, such terms as sustainable tourism and responsible tourism are rooted in the concept of sustainable development, or development that ‘meets the needs of the present without compromising the ability of the future generations to meet their own 6 needs” (“Why Ecotourism and Eco Travel?”). A closer look at the Alaska case will delve deeper into what ecotourism means for marketers today and will provide an example of how this destination niche is growing. 7 Chapter 3: The Importance of Destination Marketing People travel for a multitude of reasons. The top leisure travel activities in 2011 were visiting relatives, shopping, visiting friends, city and rural sightseeing, beaches, dining, visiting historical places and amusement/theme parks (U.S. Travel Association). The underlying question is what led these people to these types of activities to begin with? A study of over 15,000 international tourists from more than 30 markets and destinations rendered this list of the top ten factors that prompted their decision to travel to a given destination (“Online Travel Market”): 1. Friends’ or relatives’ recommendation: 38% 2. World-renowned, must-see destination: 32% 3. Information on the Web: 22% 4. Cheap deal /special offer: 15% 5. Geographically close destination: 14% 6. Travel agency recommendation: 8% 7. Article in a magazine /newspaper: 6% 8. Movie filmed in the country: 5% 9. Appealing advertising on it: 5% 10. Heard about in the TV news: 2% What we can gather from this list is that the power of word-of-mouth marketing is still a prominent way to reach an audience and move them to action. This thesis proves that effective destination marketing, including strategic public relations activities, is the true driving force behind travel decision-making. Information on the Web could and should be published and always monitored by the party managing the destination’s marketing and brand image. This includes daily 8 website maintenance, a strong social media presence and media monitoring. Often times, tourism boards and destination marketing organizations (DMOs) are in contact with travel agencies and can influence their recommendations based on relationships and marketing efforts with them. Media coverage and advertising, be it via traditional channels like print and broadcast or new social and online channels, can usually be traced back to specialists working to promote the destination and keep it top of mind among the right consumers. Tourism boards have also struck deals with filmmakers and television producers for mention or use of a destination on screen. While one should not assume that every successful case can be linked back to a deliberate marketing effort, when looking at the cumulative effect of these factors under the umbrella of destination marketing, one finds that 45 percent of travel decision-making is actually affected by this function. Destination marketing provides "a proactive, strategic, visitor-centered approach to the economic and cultural development of a location, which balances and integrates the interests of visitors, service providers, and the community” ("About DMAI”). Without destination marketing and the practitioners behind it, there would be no organization or structure to develop let alone maintain a place brand. Consumers need and want information before making decisions, especially when the monetary and time commitment is greater. Travel requires both time and money from the consumer, ensuring the right information is getting in front of the right people is crucial, especially in a world of constantly flowing, instant information with the click of a mouse. Furthermore, “travel and tourism enhances the quality of life for a local community by providing jobs, bringing in tax dollars for improvement of services and 9 infrastructure, and attracting facilities like restaurants, shops, festivals, and cultural and sporting venues that cater to both visitors and locals” (“FAQs About DMOs”). 10 Chapter 4: Identifying Key Participants in the Destination Marketing Process There are often a large number of key players involved in the branding process and promotion of a given destination, contributing to the complexity of the practice. These individuals and groups, whether they directly or indirectly impact the strategy or execution of a marketing plan, must all be recognized and factored into the decision-making process. On one hand, there are visitors who come to a place to create memories; on the other, there are the businesses that come to establish a presence, generate revenue and make community connections ("Frequently Asked Questions (FAQs)”). However, the one key difference “between product marketing and destination marketing is that in the latter it is necessary to consider the people who live in and near the “product” (the destination)” (“PR and Advertising Strategies for Managing Tourist Destination Image Crises"). Residents of destinations are there to stay and maintain an adequate livelihood. Due to the large impact tourism typically has on the local community of a given destination or attraction, it is imperative to communicate with and, ideally, have the support of the immediate population. To further understand the wide range of possible contributors and effected audiences of a destination marketing plan, we can examine the top four groups of key participants by subsequent function (All based on the White Paper by Kotler Media Group, Destination Marketing in the United States: Benchmarks & Best Practices): The Destination While not technically considered one of the groups, “The Destination” must be understood because it is the common thread linking the others. The interconnected 11 set of attractions and events, services, and products creates a total experience for the tourist and value proposition to visitors. There must be a balance between what is special to a particular destination and what the tourist expects, such as amenities and attributes of the place/location. Destination Marketing Organizations “While their approaches and structures vary, official destination marketing organizations (DMOs)—sometimes called VCBs (visitor and convention bureaus) or tourism boards—promote the long-term development and marketing of a destination, focusing on convention sales, tourism marketing and service” (“FAQs About DMOs”). These are the professionals behind campaigns marketing an “entire” destination to meeting professionals, business travelers, tour operators and individual visitors and often represent hotels, facilities, attractions, restaurants and other providers serving travelers (“FAQs About DMOs”). The Tourist or Visitor This group is essentially the primary audience for any marketing, advertising or public relations plan for a destination. These are the travelers who will be researching destinations, planning and booking trips, and making recommendations to friends and family. Tourists travel for many reasons, often times seeking values such as leisure, relaxation, excitement, personal enrichment, fun and adventure. In order to craft effective messaging and choose the channels through which to disseminate the information about a destination, these individuals must be identified, profiled and kept 12 top of mind (Kotler, et al). It is vital to understand their travel behaviors, wants and needs, including who they travel with and with what means. Some criteria or research to collect when determining the visitor profile before developing any marketing efforts or promotional campaigns should include: • Are these visitors individuals, groups, couples, families? • What are the ages and occupations of such individuals? • What is the purpose of their travel? (Business, leisure, event – i.e. wedding or honeymoon) • How often do they travel? • How was their travel planned? • Are they repeat visitors? • What is their budget for the trip? Tourism Service Suppliers This group includes airlines, hotels, transportation providers, etc that all work together in some way to provide the optimum offerings to visitors. In this category, the private and public sector are affected in terms of revenue. These are groups that marketers can and should work with to create alliances and ultimately build interdependent relationships among all parties. The Citizens/Residents Citizens are the ultimate beneficiaries and authorities (in regard to development) of a place. They are the ones who sustain the place and subsequently deal with the repercussions of high or low traffic from tourism. “The underlying 13 assumption is that a favorable [image and perception of the plan] will turn the destination’s residents into ambassadors” (“PR and Advertising Strategies for Managing Tourist Destination Image Crises"). “Fostering the participation of residents [by garnering] their opinions and suggestions when planning campaign strategies and formulating slogans” will not only solidify a relationship between the marketing organizations and the people at that time, but the role of residents can also be a key element when attempting to recover from crises in tourism (“PR and Advertising Strategies for Managing Tourist Destination Image Crises"). 14 Chapter 5: Reaching the Audience Campaign Methodologies This thesis has established that, first and foremost, a destination must be presented as a brand. Secondly, a brand’s message must be effectively communicated to its target audience. This can be executed in many different ways. Of course, determining which approach or combination of methods to employ hinges on many factors, including but not limited to the overall campaign goals, timing, economic situation of the destination and competitors, and available budgets ("PR and Advertising Strategies for Managing Tourist Destination Image Crises"). The most commonly used techniques for targeting audiences are advertising, direct mail/marketing, sales promotions and public relations. No one technique can be successful without the highest level of coordination with the other campaign legs. It is imperative that messaging and other content are in sync and complementary, creating mutual support across the board. Integration is key. Advertising and public relations efforts, for example, should reinforce each other’s messaging. An advertisement or brochure aimed to attract potential or repeat visitors can be supported by public relations campaigns that highlight the same imagery or messaging and drive people to the source (usually a central website or microsites displaying consistent, official information) ("PR and Advertising Strategies for Managing Tourist Destination Image Crises”). The trick to integrating these elements is to understand the audience and to pick and choose which constituents are absolutely necessary to implement for a given campaign. Figure 1 illustrates the broad range of decision-making influencers for vacation planning. From the Figure, it 15 is evident that a successful campaign does require a combination of methodologies to surely reach and persuade the target. Figure 1: Vacation Decision-Making Influencers Advertising, while the most expensive of the methods, is typically the most popular tool and involves buying media to deliver messages and/or images to target populations ("PR and Advertising Strategies for Managing Tourist Destination Image Crises"). Ads can be used to highlight attractions, describe the experience, 16 emphasize how visiting will affect the traveler, depict the destination and share a local viewpoint. As Figure 2 depicts, ad spending represents a large chunk of destination marketing efforts and is continuously growing from traditional print and outdoor to online display. Figure 2: US Travel Industry Ad Spending Direct mailing/marketing is still a viable tool for destination marketers. However, many of the traditional means of delivery are moving into the digital sphere. Addressing a specifically targeted group through mail, personal meetings, telephone or email using brochures, maps, photographs and pamphlets are all forms of direct mail/marketing. With the ever-increasing online presence of target consumers, these 17 assets can be sent electronically through newsletters, email and on forums or blogs where these individuals are subscribed. Sales promotions are, in essence, the short-term offers for destinations or services, such as reduced prices in local hotels. Sales promotions are most relevant when an organization is working to promote and brand a more narrowed destination, such as a city or attraction-based destination because it can get complicated to offer specials and deals if the vendor is not a direct partner. However, tourism boards for example, can work with and build relationships with vendors like hotels and airlines to create packaged sales promotions. More often than not, destination marketers and vendors leverage one another with sales promotions separately. Public relations encompasses the way a destination is represented in the media via messaging, stories, spokespeople, events and also includes the pacification of unfavorable or negative attention on the destination during crises or otherwise. Offline to Online Although newcomers to the destination marketing scene, digital and social media have quickly become the most influential components in contemporary campaigns. While often lumped into the public relations category, social media and new media should be treated as its own method. Platforms such as Twitter, Facebook, YouTube, Instagram, Pinterest, Foursquare, and various blogs and microsites, are all spaces where audiences can interact with brands. Communication between brands and the audience is now a two-way street and opportunity for engagement is continuously growing. DMOs and tourism boards that utilize these 18 channels appropriately demonstrate they are proactively trying to reach its audience through customized messaging and creative tactics to prompt audience interface. If a DMO or tourism board is not actively present online, discussion about the destination is still likely. Therefore, DMOs and tourism boards should monitor commentary on the web if for no other reason than to protect their destination’s reputation. “The most effective online travel marketers recognize how much is at stake…[and] their ability to present their brands well online, effectively and honestly address consumer feedback, and optimize search marketing techniques will increasingly make the difference between lost revenue and market-share growth” (Petrock and McKay). Online search is the number one stop for travel information and the information found on various sites or on blogs is exerting more influence on travel and destinations’ reputations. As seen in Figure 1, word-of-mouth holds a lot of influencer power and online participatory media is changing the game for marketers. Opinions and shared experiences are posted online and easily accessible. Decisions are being shaped by peer ratings and reviews, mostly found online (See Figure 3). Destination marketers may not be able to control the conversation, but they can monitor discussions and engage with consumers. This provides an interesting opportunity for messaging. While social media cannot necessarily be used for messaging output in the traditional, controlled sense, it can be used for the input from the audience that will lead to better future campaigns that address key concerns or issues. While moving from the offline to online environment may appear to be more daunting and less controlled, it actually offers enhanced opportunity for the measurement of message and campaign effectiveness. The importance of measurement and the role of web 19 analytics will be addressed and emphasized later in this study, but it is imperative to keep in mind when allocating budget and determining which tactics to employ for a campaign. Figure 3: Effect of Online Information on Purchasing Behavior What’s in a Name? Just as research and strategy should be used when determining which methods are appropriate for reaching a target audience, the same care must be used when deciding on a campaign name. Destination marketing is a form of branding and can become highly visible when tied to a logo, symbol, image or slogan. Sometimes these factors are refreshed, updated or even replaced when a new campaign is launched, but the significance of these brand stamps cannot be denied or ignored. The most successful symbols and slogans are those that transcend time, generations and sometimes even reach iconic status, all the while being accepted as a part of daily jargon and culture. “Good slogans lay out a destination’s vision, reflect its spirit, 20 and create enthusiasm and momentum” (“PR and Advertising Strategies for Managing Tourist Destination Image Crises"). Taglines are beneficial when they become synonymous with a destination or make its brand recognizable to the public. The goal in implementing a slogan or symbol as a feature of a campaign is to give the message or image some “stick” with the audience. Especially in an era of sound bites, longer messaging can be lost. Images and quips are far more likely to be remembered or, better yet, shared and discussed. The slogan or motto is a tool used to spark further investigation about a place and ideally book a trip to visit and checkout the destination firsthand. For example, Mexico’s 2010 campaign, which was run in both print and television in the U.S. and Canada, led with the slogan “Mexico, The Place You Thought You Knew.” The slogan “seeks to awaken curiosity in travelers, showing not only the typical beach destinations, but also the natural beauty, cultural heritage and ‘chic’ destinations” ("Mexico, The Place You Thought You Knew”). Interestingly, 80 percent of cities with populations over 25 thousand have or are trying to use a tagline or motto for branding and promotion purposes (Sauer). Figure 4 illustrates six different destination logos and slogans designed for such functions. The risk in trying to integrate a motto or slogan, especially if it is replacing an old one, is that it may not resonate with the audience. A significant amount of time and money can be thrown at testing different images and slogans, but there is still a chance that the chosen campaign could flop when launched. Furthermore, if a slogan does resonate, the support of advertising, marketing and public relations is still needed to share it across the right channels and reach the audience. 21 Figure 4: Destination Logos and Slogans 22 As Seen On TV Celebrity endorsement and the “placement” of destinations in movies and television, especially reality television, is a trending tactic that has proven to have major influence on travelers. This method can be categorized as a public relations effort but is sometimes considered advertising depending on the arrangement and contract terms. Marketers everywhere struggle to penetrate not only the media and information clutter that consumers encounter on a daily basis, but the filters they have developed and use to block out unwanted information. Because consumers are increasingly picking and choosing the exact information they want to consume and when, it makes sense that integration of brands and product placement has become a viable tool in recent years. Incorporating a destination into a film, show or tying to a celebrity spokesperson can generate extensive exposure and grant access to consumers who have chosen to pay attention. Brand and product placement, including destinations, works because people “turn to their goods not only as collections of utility with which to serve functions and satisfy needs, but also as bundles of meaning with which to fashion who they are and the world in which they live” (McCracken). Celebrities or characters can communicate values, social meaning, ignite feelings and drive people to action more so than an anonymous person because consumers are familiar with, trusting of and have vested interest in these individuals. Many people understand that if a celebrity is speaking on behalf of a brand or product, he or she is likely being compensated for it; nevertheless, it still means that the brand or product means something to them if they chose to associate their name with it over others and credibility is therefore enhanced. 23 Being shown on television and in movies is much more subtle than celebrity endorsements and can be an invaluable tool for raising awareness about a location. Tourism has been inspired by film and television for decades but with the introduction of reality television and a heightened link between the viewer and what is onscreen, the audience is “[seduced] not only with foreign landscapes but, sometimes perversely, with the lifestyles reality-television stars impose upon the world” (Norris). Reality shows like MTV’s Real World, Survivor and The Bachelor/Bachelorette regularly film in faraway sites. Destinations such as “South Africa, Tahiti, New Zealand, and even New Guinea have reported huge surges in tourists from the United States after visits by reality-television shows, some almost literally putting these destinations onto the map of America’s consciousness” (Norris). Shows and films set in unfamiliar, and sometimes even familiar domestic locales, can educate viewers and spark an interest in booking a trip to see for themselves. Despite what the subject matter of the show may be, there is still a positive impact on tourism thanks to the sheer exposure. “Viewers who see a television landscape populated by people whose tans are fake, whose lives are scripted, and whose relationships end before the airdate—still fall in love and book their flights,” notes Travel + Leisure’s Chris Norris. Research indicates that when consumers make brand choices about products, including destinations, they are making lifestyle statements since they are buying into not only an image but also an emotional relationship (McCracken). People become enthralled with a location and image of a vacation and the lifestyle it may represent after seeing it onscreen. The risk in using celebrities as spokespeople, filming reality shows “on location” or even depicting a destination in film, is that celebrities are human and can 24 make mistakes that could subsequently harm the image or brand of that destination out of association. Furthermore, certain depictions in film could actually be a compilation of a whole host of destinations and therefore misleading to viewers. “Sometimes celebrity endorsement can result in negative publicity that has nothing to do with the product or brand. For example, the celebrity’s private life may make the news in a way that damages the promotion campaign, such as when the celebrity is engaging in ‘bad’ behaviors or performance and as a result end the contract” (Norris). The rule of thumb that applies when partnering a destination with any arm of the entertainment world is to be cautious in making such alliances and to be prepared for the unexpected and unwanted negative attention or crises. 25 Chapter 6: Content Analysis of Destination Campaigns The three destination campaigns examined in this thesis have been chosen based on diversity of location type, audience segmentation, basis of appeal and distinct campaign methodologies. The matrix below highlights the key differences among the destinations and will serve as the foundation on which the analysis and further exploration is based upon. The function of the matrix is to present summarized information about each place and to be a reference as the content analysis develops. For the purpose of this thesis, the classification of each destination and its brand attributes are basic and primarily focused on geographic characteristics. Furthermore, audience profiles and campaign efforts are all in reference to the U.S. market unless otherwise noted. 26 Destination Classification & Brand Attributes Primary Audience/ Traveler Profile Communication Strategies & Tactics *Examined Campaign Years Tahiti  Established/well- known locale  Island tourism (Tourism Board)  International travel (for U.S.)  Polynesian culture  Sea life/ Oceanic activities  Serene/natural beauty  Seasonal advantage  Romantic  Adult-oriented  Trips average 7-10 days  Affluent adults; ages 34- 55+  HHI $100K+  Female skew  Passport holders  Niche: couples and honeymooners  Traditional media ads, including online  New and social media presence  Shown on reality television  Multimedia marketing campaign and contest  Niche media targeting  Objectives: promote as the place for romance and increase booking *2009-2011 Las Vegas  Established/well- known locale  City tourism (VCB)  Domestic travel  Nightlife (clubs)  Adult-oriented  Gambling  Hospitality-centric (restaurants and hotels)  Short/weekend trips  Average stay: 4.6 nights/days  Year-long travel appeal  Adults; ages 40+  HHI $40K+  Male skew  Niche: couples, gamblers and groups  Residents of western United States (54%)  California residents (30%)  Traditional media ads, including broadcast and online  New and social media presence  Slogan campaign refurbished  Objectives: promote unique city, increase booking and update old slogan with pop culture spin  *2005 and 2011 Alaska  Well-known but less familiar for vacation planning  State tourism (VCB)  Domestic travel  Outdoor/Adventure  Ecotourism site  Sustainable travel  Rural/Wildlife/Nature  Seasonal appeal  Recreational  Trips average 7-8 days  Adults; ages 35-47  Niche: families, volunteers, sustainability groups  Traditional media ads, including billboards, broadcast and online  Direct mailing  Slogan campaign  Partnerships with small tourism businesses  Objectives: encourage travel to Alaska, target sectors of trade that are in positions of great influence of destination choices, and remind consumers that Alaska is part of the U.S. *2005-2011 Figure 5: Destination Case Studies Matrix 27 Tahiti Set in the South Pacific, Tahiti is comprised of 118 islands over five archipelagos. “The three archipelagos most sought by visitors are the Society Islands, comprised of Tahiti, Moorea, Bora Bora, Huahine, Raiatea and Taha'a; The Tuamotu Atolls or "Tahiti's Strand of Pearls", include the atolls of Rangiroa, Manihi, Tikehau, and Fakarava; and the Marquesas, or "The Mysterious Islands” (“Introduction”). The seasonal advantage of these islands leads to year-round appeal because the weather is consistently warm, only getting more humid between November and May. It is a bit drier and cooler June through October, but nonetheless is always ideal weather for beach lounging and relaxation from the harsh seasons in the States. Because of its serene location and travel costs, both monetary and timely, it attracts an older and commonly more affluent tourist base. The niche target for Tahiti is definitely the romance market, aiming at attracting couples looking into destination weddings, honeymoon spots, anniversary vacations and even vow renewal. The last three years have been challenging for the travel industry as a whole; as the economic situation continued to decline, it became increasingly obvious that people were cutting back, especially on the more privileged and unnecessary purchases. In response to these challenging times, Tahiti Tourisme North America (TTNA) launched a new campaign emphasizing the importance in not cutting back on time with family and loved ones, hence the campaign name: “Invest In Your Love.” TTNA in partnership with its marketing agency, The Phelps Group, created a comprehensive multimedia campaign, complete with online banners, search engine marketing, print advertising, public relations and viral online content at a microsite 28 (see Figure 6). The site features special offers, a Tahiti widget available for download, and a “series of online video contests enticing families and couples to submit interesting and entertaining videos illustrating why they deserve to win a trip to Tahiti” (Polikarpov). TTNA then awarded six trips to the islands, including an international flight on award-winning Air Tahiti Nui, inter-island transportation and six nights’ deluxe accommodations on two of Tahiti’s 118 islands, plus daily breakfast and dinner (“Tahiti Tourisme Launches Online Video Contest”). The campaign was featured on “The Ellen DeGeneres Show” when a guest won one of the six trips (see Figure 7). The then-Managing Director, Al Keahi, explained, “Traveling is an essential tool in investing in your relationships…[and] Tahiti is the perfect place to invest in your relationship as the islands are secluded, serene and are continually ranked by top travel outlets as the most romantic destination in the would for couples of all ages.” Figure 6: Tahiti Tourisme North America’s “Invest In Your Love” Campaign 29 Figure 7: “Invest In Your Love” Winner on ellen The creative and extremely integrated campaign yielded positive attention for the islands and the North American Travel Journalists Association (NATJA) awarded TTNA first place in the 2009 annual awards competition for media or marketing campaign category (“Tahiti Tourisme North America Wins Travel Media Competition”). Moving into the following two years, TTNA has continued to place traditional media advertisements in both consumer prints and trade publications. In 2010 and 2011, Tahiti enjoyed an onscreen boom. The islands were featured in: the Universal Film “Couples Retreat,” the IMAX surfing documentary “The Ultimate Wave Tahiti,” the 2010 season finale of ABC’s “The Bachelorette,” two episodes of “Rudy Maxa’s World,” the 2011 Macy’s Summer Fashion Book and “Journeys” campaign, and three episodes of E!’s “Keeping Up with the Kardashians” (“Shot in Tahiti”). The combined exposure from these shows and films boosted general awareness of the islands and inspired many to book vacations. Adeline Regan, a 26-year-old Long Island accountant admits that before seeing Tahiti on The Bachelorette, “I didn’t really know anything about the French Polynesian islands…but seeing how beautiful it was and knowing the producers picked this location out of any struck me.” After seeing the show, Regan and her fiancé placed a deposit for a 30 honeymoon at the Hilton Bora Bora Nui (Norris). Regan is not alone in her television inspiration, thousands of people see a destination on TV or in a movie and are moved to action. To further elaborate on the power of Tahiti’s television debuts, every time the islands were featured onscreen, the public relations team leveraged the filming by pitching the story and photos to consumer media outlets, adding to the exposure of the beauty and knowledge of the islands. Especially with a high profile family like the Kardashians, TTNA was keen on managing the press and publicity around their stay at the Hilton Bora Bora Nui Resort & Spa this past summer. Images of the family on their vacation ran around the time of the episodes’ airdate but were also used when Kim Kardashian and fiancé Kris Humphries were married, and again when they filed for divorce. The benefit of appearing in movies, on a television show, and more importantly in reality shows is that people feel that they can identify with the characters or real people and often want to recreate the lifestyle or experience they see within their own lives. Additionally, movies and television shows are often re-aired and/or shared online so the point of awareness does not have to be on the exact date and time of the episode or film release, but can transcend the normal barriers of an average story-life (see Figure 8). 31 Figure 8: Kardashian Coverage Compilation June-November 2011 32 Today, TTNA continued to work with The Phelps Group to promote Tahiti as the number one place for romance. The current campaign, “Tahiti: Islands the way they used to be,” is heavily ad-based and found in consumer and travel trades (see Figure 9). However, TTNA has embraced new and social media channels to stay in touch with its target audience. Within the last two years, TTNA has incorporated QR codes in select advertisements and even gone so far as to customize its codes, giving the audience one more tool and means of connecting with the brand and marketing efforts. Additionally, mobile capabilities have been developed so consumers can access the site and special deals wherever they are (see Figure 10). Figure 9: “Tahiti: Islands the way they used to be” 33 Figure 10: Tahiti Mobile Creative Proof Tahiti Tourisme currently has profiles on YouTube, Twitter and Facebook – all actively engaging consumers with fun facts, sharing photos, special deals, travel information and tips, and posting videos featuring the islands. More importantly, all of these platforms are synced with similar style and messaging, creating a solid, credible and official image of TTNA as the go-to source for any inquiries about Tahiti. Las Vegas Las Vegas, Nevada, also nicknamed “Sin City” due to its adult-oriented attractions, has become an iconic destination recognized domestically and internationally for its unique offering as the adult playground of the world. Approximately 37 million visitors travel to the city each year. With over 135,000 hotel and motel rooms spread throughout the metropolitan area, it is unsurpassed as a resort and known as the city that never sleeps ("Las Vegas, Nevada, USA - Tourism 34 Case Study Examples”). The range of entertainment, casinos, dining, nightlife, shopping and other attractions offers visitors a unique one-stop multidimensional vacation. Since the latter half of the 1900’s, Las Vegas growth has not ceased. Mega- resorts have continued to proliferate and raise the bar in terms of design, creativity, theme and overall guest amenities. The desert setting provides a generally warm climate, ideal for travel anytime of the year. The vast majority of tourists come to the city for pleasure/leisure vacation, followed by those who visit for business, with a much smaller fraction who come for other purposes like events or visiting family and friends. The Las Vegas Convention and Visitors Authority (LVCVA) was established in 1995 to manage the operations of the Las Vegas Convention Center and promote Southern Nevada. In 1999, communications agency R&R Partners began working on creating a fresh campaign and new motto for the LVCA. A few approaches were tried but none truly resonated with their intended audiences. That changed in 2005 when the “What happens here, stays here” campaign debuted (Sauer). The campaign was first launched for testing in California and received over two-thirds favorable ratings across all demographics – a preview of the massive success and longevity to come. That year, the city hosted a record 38.5 million visitors and projected over 39 million for 2006 (Sauer). Today, that destination rebranding campaign is still recognized as one of the most successful and well known. Las Vegas as a city has become synonymous with the catchphrase and LVCVA has cashed in on its heavyweight motto. With television ads on hiatus for the last several years due to the recession, the LVCVA has been 35 fortunate with the strength of the “What happens here” campaign and its longevity that ultimately grew so many legs. Outdoor ads, online banners, microsites, consumer and trade publications, commercials, viral online videos and social media platforms were used to inexpensively extend the life of the campaign. In September 2011, LVCVA launched a new tongue-in-cheek campaign, with focus on television ads and a coinciding series of online videos spinning off of the “What happens here, stays here” theme ("Las Vegas 'What Happens Here, Stays Here' Ads Return”). The new campaign, “What’s happening? Know the code-protect the moment,” plays off the nearly 10-year-old tagline, by defining the “code” and emphasizing the importance for Vegas experiences to stay in Vegas. (see Figure 11). The television ads depict groups of people with at least one member defying the “code” by Tweeting, texting, updating Facebook statuses or posting photographs of their Las Vegas trip thereby threatening the essence of “What happens here, stays here.” The new campaign includes “two new ‘What happens here, stays here’ ads that are broadcast based on a $10 - $15 million network and cable media buy” ("Las Vegas 'What Happens Here, Stays Here' Ads Return”). Additionally, the LVCVA has created print ads and a microsite for “Know the Code” and a supplemental sweepstakes for those that enter or “Take the Oath” (see Figure 12). What is so unique and creative about this particular campaign is that the messaging clearly “encourages visitors to protect their Las Vegas moments and the destination’s discreet adult playground reputation,” by limiting and censoring their use of social media. Social media and spaces where consumers can share their experiences and refer others to visit a destination however, are crucial components in today’s marketing landscape; so by asking, even tongue-in-cheek, for visitors to 36 check themselves is a bold statement. It is a satirical, reverse-psychology-like tactic to ask people not to do something, yet the microsite, ads and online videos all prompt people to “Take the Oath” and share the Code with friends via Facebook and Twitter. All supplementary elements of the advertising campaign implicate new and social media platforms. The campaign’s method of mock-bashing the very channels and behaviors that generate more attention and awareness about the destination is still driving people to spread the campaign through their various social profiles. It is unprecedented and appears to be a very strong example of integrating creative advertising elements with public relations and social media strategies. Las Vegas has maintained its spot as one of the top U.S. cities to visit and has great probability to stay there thanks to this latest campaign ("Las Vegas, Nevada, USA - Tourism Case Study Examples”). Figure 11: “Know the Code” Print Ads 37 Figure 12: “What’s happening? Know the Code – Protect the Moment” Alaska The case of Alaska and its destination marketing efforts sheds light on a different methodology and an emerging trend in the tourism industry: ecotourism and sustainable travel. The primary audience includes young adults, families, backpackers/campers and environmentally aware individuals and groups, such as volunteers. These groups have evolved over time as people’s habits changed with 38 trends and economic constraints. Alaska guide Butch Carber explains, “As Baby Boomers have gotten older, they've wanted to do more things with their families and want to have more of the creature comforts. So the entire industry has moved to a softer side” ("More Alaska Tourists Seeking out the Softer Side of Adventure Travel”). Factors like people having less vacation time, facing financial limitations, but still harboring a passion and desire to see and do everything on their trips, mean businesses and groups in the tourism industry must be open to accommodate the changing market in order to maintain visitors and subsequent revenue stream. However, these likely aren’t factors for everyone and these caveats don’t necessarily speak to a person’s values. In the case of Alaska, campaigns can still highlight the attributes of the destination in its ads and branding efforts, while meeting the requirements and requests of those traveling, if not more so. Alaska tourism is chiefly overseen by the Alaska Wilderness Recreation & Tourism Association (AWRTA) and the Alaska Travel Industry Association (ATIA). AWRTA is an association representing more than 300 nature-based tourism businesses, individuals, and organizations in Alaska who advocate for the sustainability of Alaska's natural and cultural resources, responsible tourism and tourism planning for communities (“Overview”). ATIA sponsors press trips in both winter and summer each year, and offers assistance with itinerary planning and travel to qualified members of the travel media (“Media Center”). In addition, the AWRTA sister organization, the Alaska Institute for Sustainable Recreation & Tourism (AISRT), a non-profit educational organization, provides supporting research, education, outreach, advocacy, and public policy development affecting the health and integrity of Alaska's natural, cultural, and community 39 resources (“Overview”). Together these organizations function as the governing body for all of the groups and efforts made to protect, promote and grow the brand that is Alaska ecotourism. These organizations provide a foundation and structure for the many pieces (people, groups, vendors, tour operators, businesses, etc) that all contribute to Alaska’s brand definition. For instance, AWRTA has established guidelines for ecotourism, which in turn create consistency among practices. These guidelines include suggestions for tourism businesses to (“Ecotourism Guidelines"): 1. Seek environmentally sustainable economic growth and minimize visitor impacts on woodlands, wildlife, Native cultures, and local communities by offering literature, briefings, leading by example, taking corrective action, and other appropriate means; 2. Maintain a low impact on the natural environment and tour use should be sustainable over time without significantly altering the resource or negatively affecting the experience; 3. Provide direct benefits to the local economy and local inhabitants thereby providing an incentive for local support and preservation of wild areas and wildlife habitat; 4. Strive to find appropriate means to minimize their effects on the environment in all phases of their operations including office practices; 5. Ensure that managers, staff, and contract employees know and participate in all aspects of company policy to prevent impacts on the environment, Native cultures, and local communities; 40 6. Emphasize education and inspire travelers to learn about the natural and cultural history of the places they visit; 7. Contribute to local non-profit efforts to protect the environment; and 8. Encourage a spirit of appreciation, participation, and sensitivity. These organizations also have the power and ability to implement campaigns that can incorporate multiple constituents, giving a campaign optimum cohesion. The purpose of place branding Alaska is to produce a revenue stream from tourism that ultimately supports the state’s economy and its ability to sustain the land and wildlife. The secondary purpose is to expose people to Alaskan history, culture, businesses and the sights. Alaska is distinct because it is “a prime year-round destination for those seeking a more personal connection with nature, culture and wilderness” ("Alaska - Eco Tourism Initiatives”). Alaska is unique among other destination options because from a functional and experiential standpoint it offers arts, culture, history, cruises, hiking, shopping, dining, shows, fishing, sightseeing, wildlife viewing, kayaking, rafting, zip lines, ecotours and winter activities. In addition to these attractions and sites, “AWRTA advocates for the sustainability of Alaska's natural and cultural resources, responsible tourism and tourism planning for communities. Member businesses and partners strive to work with communities to protect and enhance the quality of life, to provide good jobs and business opportunities, and to create strong incentives for protecting Alaska's wildlife, wilderness and special places” (“Overview”). The organizations in place working to promote sustainability and provide businesses with the resources and backing to equally encourage such practices gives Alaska a distinct brand persona that is consistent statewide. 41 Majestic glaciers have always been a popular attraction for visitors and with the estimated 100,000 glaciers across Alaska slowly retreating and becoming harder to view, people are placing higher value on seeing such sites, giving rise to cruise passengers again. Not only are these cruises large ships, but also smaller boats that are captained by local Alaskans around the state. Smaller boats actually have an easier time maneuvering into spaces where larger ships can no longer pass due to the shifting and melting of the icebergs. Emphasizing these advantages dually promotes the destination and the local business, thus sustaining state economy through tourism. National parks and wildlife preserves also lend for opportunity to encourage eco-travel habits. Some parks and reservations for instance are “so intent on keeping the habitat preserved that they have no visitor facilities, campgrounds or dedicated trails and insist on no more than six in a trekking party to ensure the virginal quality of the grounds are kept intact” (”Ecotourism Vacations in Alaska”). Other ecotourism activities that are promoted in Alaska include ("Alaska Eco Tours- Our Sustainability Focus- Active Alaskan Eco Tour Vacations"): • Small group camping tours which inherently cause less impact than other tour offerings. By traveling in small groups and staying at established campgrounds, there is less consumption of water, electricity and fuel than if people were staying at large lodges/hotels or participating on cruise-based trips. • Recycling, both in the field and at any base camp. • Minimizing the use of excessive packaging. Efforts are made to purchase products that minimize packaging and utilize recycled content, both for visitor trips and in daily operations of the businesses. 42 • Following “Leave No Trace” minimum impact camping guidelines. Most tour groups and visitor centers are members of “Leave No Trace” and guides are typically certified in the principles that enforce minimum impact on the environment and communities. • Using locally produced products whenever available, including locally grown organic produce, thus supporting farmers in the region and reducing the amount of produce that is imported from outside of the state. • Using and encouraging the use of locally owned and operated businesses. Businesses and individuals can encourage use of other local businesses before and after their time with visitors (for example suggesting a restaurant after leaving a tour). • Sustainable lodging. In addition to the abundant camping sites, throughout Alaska there are hundreds of cabins available for rent directly from residents or through services like the Alaska Forest Service Cabins. Lodges are also abundant and many are built completely by hand from local driftwood by their owner ("Ecotourism Vacations in Alaska”). The promise delivered is the sheer vista of Alaska, complete with scenic views, abundant wildlife, outdoor attractions and sports, a rich history and native culture. This promise is deliverable because of the ecotourism efforts. Ecotourism plays a significant role in the maintenance of Alaska’s national parks, forests, wildlife populations and authentic local life. Without these efforts, visitor traffic would begin to permanently damage the tundra and likely ruin Alaska’s whole basis of appeal as the “Great Land.” Alaska’s brand is symbolic of people’s love and appreciation of the Earth and valuing it enough to maintain for generations to come to be able to enjoy. It 43 is the experience of coming to this relatively barren land and seeing and feeling nature at its most basic and untouched state, and knowing that through ecotourism it can be left that way afterward. Visitors choose Alaska over other ecotourism destinations because it is easily accessible by planes, trains, ships and automobiles. It is affordable because the majority of the operations are generated and managed by local businesses. And finally, Alaska is authentic. It is not manmade or even maintained by people for the most part. It is true nature and pure adventure with minimal impact and the destination marketing efforts and different campaigns support these values in its messaging. In 2005, the ATIA rolled out the “ALASKA B4UDIE” campaign (see Figure 13). The month-long, $180,000 campaign was based on a simple billboard, with the new slogan written on the state’s classic license plate in blue lettering against a yellow background. The campaign goal was to get people thinking about Alaska now rather than later. The bold visual and distinct tagline earned a "top five" vote from travel guru Peter Greenberg, who said, "it speaks to that inner clock of the bucket list” (Galliher). The billboards had a limited display, in Los Angeles, Seattle and Minneapolis, but the campaign reached many more by means of its own website. This promotion, as Greenberg mentioned, did aim for the emotional reaction and value in seeing and appreciating one of the world’s most unique and special places. "’In 17 years of marketing Alaska tourism, this is the first time we're not featuring wildlife or Alaska scenery,’ said Debbie Reinwand, with Bradley Reid & Associates, an Anchorage-based ad firm who worked with the nonprofit association.” 44 Figure 13: “Alaska B4UDIE” Campaign Several years later in 2009, at the height of worldwide economic crisis, visitation to Alaska was expected to take a hard hit. Visitation during the state’s high season from May to September, including tour and cruise operators, was estimated to be 10 to 30 percent off (Browne). In response to this projected crisis, the ATIA is launched an emergency campaign to market Alaska travel values through a newly developed website that was regularly updated with specials and deals offered by the 1,100 member businesses that make up the association. Television advertising and public relations efforts were also implemented. With a more crisis-averting objective in mind, the marketing approach returned its focus on sales and deals, while ATIA crafted messaging to spark people’s interest in visiting Alaska based on its unique features and special offerings. Using the alaskahotdeals website to highlight packages and discounted rates, ATIA coupled the monetary value of traveling to Alaska with the value of experiences such as: breathtaking cruises, one of a kind 45 sightseeing on wildlife tours, extreme adventure unlike any other destination, and also tied in the historical and cultural elements (see Figure 14). Figure 14: Images Used in 2009 Emergency Campaign Local businesses and the overall Alaska economy were reportedly benefiting as a direct result of the partnerships established and reinforced during the time of this emergency campaign; a major defining factor of ecotourism because the efforts are allowing the local culture to flourish and sustain (Browne). 46 At the beginning of 2011, ATIA introduced another campaign, this time aiming to attract visitors to Alaska via a new series of 30-second television commercials and direct mail/marketing showcasing a fresh image of Alaska, including modern adventure activities and Alaska’s breathtaking natural scenery, to potential visitors (Makepeace). The ads were carefully crafted and designed to reach Alaska’s target audience, especially those who value vacations as one of life’s greatest rewards and see the priority in preserving one of the last frontiers. Some of the direct mail collateral produced to coincide with the media campaigns included brochures and pamphlets featuring the catchphrase, “Beyond Your Dreams, Within Your Reach,” again highlighting Alaska’s beauty and distinct attractions (see Figure 15). Figure 15: 2011 Direct Mail Despite the differences in objectives and campaign methodology, the messaging was consistent and hits home about the values and experiences that come from visiting Alaska. The mediums and specific messaging may have been tailored for certain audience segments and markets given the timely needs and limitations on Alaska tourism, but the idea of pushing the brand identity resonates in them all. The notion of Alaska being a unique, “Great Land” is an unwavering 47 message through every campaign and business’ effort to promote the destination and delivers the destination’s promise. As Alaska Governor Sean Parnell explains in his brief message on the official ATIA site, “Every day offers an unforgettable memory: a mother moose and calf, glaciers and mountains, unique Native cultures, our Russian legacy and Gold Rush days. Even lifelong Alaskans are amazed!” (Parnell). This consistency in messaging and image promotion cements the brand identity by bringing the state and its personality to life. It educates people who may have no knowledge about Alaska on the values and kinds of experiences one can expect by visiting. It also alludes to the promise or guarantee that potential visitors and repeat visitors alike will be moved and positively affected by their travel to Alaska and participation in sustainable travel practices. Furthermore, ecotourism itself is a notable trait of Alaskan travel because it is so heavily encouraged and practiced across the state. Promoting ecotourism compliments the marketing and public relations campaigns because it emphasizes engagement with nature while minimizing the impacts associated with travel both to the environment and local residents ("Alaska Eco Tours- Our Sustainability Focus- Active Alaskan Eco Tour Vacations"). Without the incorporation of ecotourism in Alaska’s brand identity, tourist traffic poses a high risk of threatening the very nature of what makes Alaska so special and appealing and therefore breaking the brand identity’s promise. 48 Chapter 7: Campaign Results and Measuring Success Destinations, no matter how different the physical location or target audience, likely share at least one common denominator: to boost bookings and awareness. VCB’s and Tourism Boards usually keep track of annual visitors or use sources like statistical abstracts by the census or for more recreational destinations, sources like National Park System reports for documenting any rise or fall in tourist numbers. However, hard numbers and statistics don’t necessarily convey the success of a given campaign. Particularly worrisome is the very limited availability of data on the success of campaigns, which are often paid for by taxpayer dollars. Correlations and assumptions can be made between and about campaign spending and visitor numbers but it is very difficult to know for sure if someone who saw an ad or read an article about a destination was then compelled to book a trip. This is where web analytics and tools to manage online reputation become very valuable. Monitoring website visits and click-throughs can show which promotional efforts are generating the most interest and future programs can be modeled after the successful ones. Sites such as YouTube and Facebook offer analytics now and can actually inform marketers of the drop-off points where consumers are tuning out. Many of the online tools are free so there is no excuse for ignoring these innovations and adopting such measurement programs into an evaluation plan. This fundamental objective of driving revenue and profits for a destination is the backbone to any marketing campaign or PR program, so it should be top priority to calculate its success to best gauge what works and what doesn’t for future plans. 49 While researching the various campaigns rolled out for Tahiti, Las Vegas and Alaska, it quickly became apparent that the evaluation phase for each was either incredibly weak or virtually nonexistent. There was no readily available information regarding success, evaluation or any form of measurement from any of the campaigns. Fortunately, looking at the other best available, public data for metrics provides at least a slight degree of insight on the traffic to the destination before, during and after the life of each campaign. However, because there is no clear or consistent approach used to compile and publish these metrics, the data cannot be appropriately or adequately used to directly evaluate the campaigns. Finding the metrics was a challenge because there is no central database or even a standard for the kinds of statistics that are pulled or how often they should be pulled. For the purpose of this thesis, the focus was on finding figures for airport arrivals, hotel occupancy, park traffic (for Alaska), total visitors, related revenue information and any other data relevant to the objective to increase booking, raise awareness and generate general visitation for the destination. Tahiti The metrics for Tahiti were especially difficult to come by because the closest thing to such data were the “Tourist Arrival Statistics” found on the Partners section of the Tahiti Tourisme website. Even after locating the reports there, the information was tedious to collate for review because each year was listed out by month, never totaled, and only available in French. Furthermore, these statistics are only current from 2001 to November 2011. The older archives, 1998-2000, are just summaries. Metrics for total visitors, average length of stay and total tourists from USA (including 50 Hawaii) were pulled from the years 2008 to 2011 in order to examine any changes between the years prior to, during and post campaign efforts from Invest in Your Love in 2009, being featured in “Couples Retreat” and on “The Bachelorette” in 2010, and on “Keeping Up with the Kardashians” in 2011. For the most part, the total number of visitors and also the total from the United States, has decreased for every month when comparing 2008 to 2011 reports (“Tourist Arrival Statistics”). However, there was an increase between 2010 and 2011. While these trends aren’t directly correlated with specific marketing efforts or PR tactics, having only this raw data to assess would lead to the conclusion that the 2009 campaign was not successful. It would appear that going into 2012, there might be hope of leveling back to the tourist volume and traffic that was recorded before the “Invest in Your Love” campaign. On another note, average stays seem to be lengthening with time, though it is difficult to say if this is a result of the programs or trends in consumer behavior relating to travel and specifically leisure vacation time. There was no evidence that any of the tactical programs or the campaign were designed to attract people to Tahiti for a longer period of time, so that increase may not even be a positive trend, let alone a successful repercussion from the marketing efforts. 51 52 Las Vegas Out of the three destinations, Las Vegas represents something close to what might be a best practice for evaluation, or at the very least, a useful model. Accessing the city’s Visitor Statistics was very simple as the data was clearly organized on the Las Vegas Convention & Visitors Authority website. On the site there were reports for Year-to-date Visitor Statistics from 2002 to 2011 and also Visitor Profiles for the year 2010, including a Market Segment Report, Air and Drive Visitors, Southern California and International Visitors, plus a breakdown of visitor profiles for Clark County, Las Vegas, Laughlin and Mesquite. Each Year-to-date report featured a breakdown of every month for visitor volume, room inventory, room tax, conventions, occupancy levels, average daily room rate, total room nights occupied, gaming revenue by county, enplaned and deplaned airline passengers, average daily auto traffic and then the percent change for each of these data points compared to the previous year. The metrics were not only easy to read and understand but did the best at demonstrating any direct changes between the years campaigns were rolled out. When examining the 2005 report (Figure 17) the numbers indicated a 3.2 percent increase in total visitors from 2004 and overall raise across auto traffic, airline passengers and Clark County gaming revenue. The visitor traffic continued to rise, although not by much, in 2006 and 2007, after the introduction of “What happens here, stays here” in 2005. The fall in numbers was no surprise in 2008 and 2009, where total year-to-date visitors dropped to 36.4 million. This decrease could be related to the economic decline during those years, however with just the raw data, linking these results to any one cause would be insufficiently supported. The statistics from 2011 (Figure 18) show a 4.3 percent increase from 2010 but because the “Know 53 the Code – Protect the Moment” campaign was launched in September 2011, there is not enough post-campaign data from which to draw from. Metrics that would help to better prove that a particular plan is catalyst for any movement in visitor traffic would be those from the microsites, social media platforms or if a qualitative study was conducted to poll visitors and inquire about what prompted their trip to Las Vegas. Analytics are readily available for the online components that were and are used for the ongoing campaigns (i.e. YouTube, Facebook, Twitter, etc) but that information does not seem to have been shared publicly if it in fact has been compiled for evaluation. If such monitoring isn’t taking place, it should be so that all of the metrics can be cumulated to provide a vast collection of factors that can then indicate if a campaign or program had positive or negative affect on the tourism in Las Vegas. 54 Figure 17: Las Vegas Year-to-date Visitor Statistics 2004 55 Figure 18: Las Vegas Year-to-date Visitor Statistics 2011 56 Alaska Unlike Tahiti and Las Vegas, Alaska’s tourist metrics were not as centralized within a specific source. The Travel Alaska website only provides visitor statistics from a study conducted in 2006. Further research into why such major gaps in this information exist showed that “The Alaska Visitor Statistics Program is a statewide visitor study periodically commissioned by the Alaska Department of Commerce, Community & Economic Development” (“Alaska”). These studies focus on a sample of visitors leaving Alaska from various major exit points. The kind of data collected is both qualitative and quantitative and provides insight about average length of stay, purpose of the visit, means of transport to Alaska, trip booking lead-time and total out of state visitors. The information is thorough and well summarized, however additional annual reports are not executed to the same degree and are housed in miscellaneous order on the Alaska Office of Tourism Development page of the State’s official website. Most of the reports included metrics from previous years for comparison, so by pulling the most recent study, the spectrum of chronological data is more complete (Figure 19 and 20). To help fill the gaps in tourism traffic to Alaska, the National Parks System website supplied metrics about visitors to Alaska’s 23 National Parks. Given Alaska’s recreationally inclined audience and ecotourism appeal, studying the parks’ traffic is a legitimate source of information for gauging the success of its multiple campaigns and programs. Pulling non-recreational and recreational visitor statistics at the National Parks from 2004-2011 (Figure 21) supplements the visitor volume metrics pulled for the same years to provide a more comprehensive look at the flux of tourism 57 for the state during the timeline of the implemented programs. Figure 19: Summer Visitor Volume to Alaska, 2001-2010 Figure 20: Visitor Volume, Fall/Winter 2001-02 to 2010-11 58 Figure 21: National Parks System Multi-Year Summary Report, Alaska, 2004-2011 Looking at all three Figures, it is apparent that there was slight increase in tourism after the B4UDIE campaign was launched in 2005. However, 2009 and 2010 show decreases in both park traffic and visitor volume. This negative change could be a result of external factors such as the economy, but it could also signify that the emergency plan in 2009 and Direct Mail program in 2011 were not successful. Again, with only raw data to analyze, conclusions about its correlation with specific campaigns cannot be drawn. 59 Chapter 8: Evaluation and Recommendations The research and content analysis of the three destinations and their different campaign methodologies have led the author to assess the relative merits of the three destination types based on not solely creativity and strategy, but more importantly, a critique of the lack of evaluation, or at least publicly available evaluation. The key to any evaluation program is comparison. Comparison against competition, industry averages and time, are all effective resources to set an appropriate benchmark and chart campaign progress over time. A key aspect of measurement is the ability and opportunity to analyze the data so conclusions can be drawn. Depending on the method of pulling information and the data being sought, the results could yield a vast array of conclusions. It is important to not only focus on what looks good, but to find meaning and use in the data for the future. While it may sound good that media coverage from PR efforts went up, questions remain to be asked about the quality and actual value of the content. Differentiating between positive and negative sentiment or headline/feature stories versus mentions can make a huge distinction in the way results and success is presented. Comparing raw data with the campaign’s objectives and looking for actionable conclusions can help illustrate the big picture of tourism volume to a destination, but alone cannot be used to evaluate if marketing efforts accomplished what was intended. After all, “the real value of all this measurement is to better understand how specific tactics and strategies impact the overall goals of [the] tourism efforts” (Paine). 60 Additionally, the author has developed a list of what is believed should be fundamental practices for destination marketing given the findings about the media landscape and trending consumer behavior as we look to the future of this industry. 1. Know the audience. This does not mean just identifying the demographic information, but really understanding who these individuals are; where are they getting their information, what are their top decision-making influencers, who and what do they value as credible sources, where did they last travel and for what purpose, and finally, what are they considering right now in regard to their travel plans? Obtaining this information is essentially getting the key into their brains and campaign messaging can be tailored specifically to reach these groups. Without any deeper knowledge about the primary audience, a lot of opportunities could be missed and trips not booked. 2. Embrace multimedia, new media and social media platforms. Obviously, certain channels are not appropriate for all campaigns or destinations, but decisions should be made based on fact and analysis rather than assumption. These profiles should not be used just for the sake of having presence, but rather used as a leg of a campaign and a vital tool for strategic messaging and advanced level targeting. Integrating social media with traditional programs like advertising and direct mail can be a powerful combination when executed correctly. For example, creating a microsite for a given campaign and adding a QR code that links to that site on a print ad is a very innovative way to tie three separate entities together in a subtle yet effective manner. Similarly, multimedia campaigns can be leveraged across the different channels, for example a short viral video can be produced to coincide with the 61 launch of a new motto or contest (like the Tahiti Invest in Your Love case), that is then referenced in print ads and shared on all active social media profiles. The breadth of audience reach is then exponentially increased and makes the brand highly visible and better yet memorable. 3. Do not underestimate the power of strategic public relations at work. There is still great value in landing a story in a popular trade or consumer publication, especially since many outlets also have a digital version. This means increased exposure and being in the online sphere actually gives stories a longer lifespan than a hardcopy. That said, it is important to differentiate coverage types, as mentioned in the chapter on measurement, because there will always be a hierarchy of publications played against the quality of the content. Documenting in detail the coverage that PR specialists garner for a destination will be helpful both in evaluating campaign reach and also learning what works best for the future. On another note, exploring options and relationships to get a destination involved with a television show, especially reality programs could be very worthwhile. Vendors are likely to coordinate partnerships because it is mutually beneficial for them to be involved with any arrangements, especially those also featured onscreen. Depending on the celebrities involved and contracts, this can be a more expensive venture but also very powerful; making the decision to go forward with a deal like this would require careful planning and a full understanding of the target audience. Undertakings such as these require clear communication between the paid media (advertising executives) and the earned media team (PR specialists). 62 Public relations practitioners should be included and considered in the agreement development, and should consider adding in a section for B-roll, commitment to a certain number of interviews, etc that can then be used to pitch media and boost publicity around the already paid-for agreement. The public relations team should also always be networking and forging relationships with the PR and communications teams for the celebrities, vendors and any other partners the destination works with. These friendly connections could lead to major perks and benefits because both sides are likely to do and return favors to get the most leverage from any arrangement. A hypothetical example would be a celebrity taking a trip to a destination that is arranged and paid for by participating vendors. A set, paid agreement may be that a certain number of staged photos can be taken or that the celebrity attends an event, etc. But if the PR team makes and keeps good relations with the talent and their team, that celebrity may decide to Tweet about the trip, event or location in general even if he or she is not being paid to do so. The benefit is further engagement with its following on Twitter, but it mutually benefits the destination and any and all mentioned vendors. The bottom line is to always remember to look for the extra hook or opportunities in any situation, and most importantly through networking and keeping good relations. 4. Website appearance and functionality are crucial – make sure the official site of the destination does not fall behind! Because people spend so much time online these days, they are previewed to a wide range of website styles, themes and features. The consumer eye can be the most critical, 63 especially when they are researching with intent or potential to make a purchase. Destination marketers should update or make recommendations to the IT or creative team in charge of website management to keep the site as current and easy to use as possible. Websites are the face of the brand and should offer information about the destination in an organized fashion. Images should be the best quality and illustrate the most prominent features and unique attributes about the destination. The website is another space where multimedia assets can be displayed to give visitors a taste of the experience that awaits them. Too many tabs or text can be overwhelming and turn people away from the site without spending much time exploring on it. The best websites for destinations should include high-definition photos (ideally streaming like a slideshow), an easy to find FAQ section, a tab for any special promotions or deals from partners, icons that link to all social media platforms, a media or newsroom section with contact information and a testimonial page or forum where people can read reviews about other’s experiences. The layout can be creative, but visuals with simple text are the most appealing and user-friendly. Regardless of the thematic choice and presentation of the content, the messaging and overall style of the site should be visibly similar to or match the style of any other visual campaign initiatives. Ads, profile pages, etc should all be easily recognized as the same brand. 5. Acknowledge the current economic climate and vacation trends. As many of the campaigns examined in this paper conveyed, tailoring a campaign and 64 all marketing efforts to suit the consumers’ needs and patterned behavior is always in the destination’s best interest. If the economy is in decline and people are cutting back, it is wise to address that somehow in the messaging and execution of the campaign. Tahiti took a creative spin on the economic crisis with the Invest in Your Love campaign to give perspective on the important things in life and distract from the attention on “bad investments.” Alaska took a preventative approach to the economic downturn by implementing an emergency campaign and working with partners to offer specials and promotions. And Las Vegas rode out the tough years by running what was an already successful campaign but scaling back on the mediums used. As the economy begins to slowly recover and people are loosening the grip on their wallets, marketers can start to incorporate statistical trends into their message and campaign strategies. A combination of using statistical data and projections with insight on current culture trends can lay a solid foundation for developing new campaigns or updating old ones. The key is to use common sense about the economic climate and other current happenings in the world to guide campaign development and inspire creative and relevant media pitches for the destination. 65 Chapter 9: Conclusions It is evident that marketing a destination is a complex task that is influenced by a large roster of key players and can be executed in a number of ways. The tough part is deciding how to utilize the budget in the optimal way, integrating many tactical programs in a cohesive and appropriate manner. As the media landscape continues to evolve and the power of influencers grows, especially in the online environment, it is crucial for practitioners to keep up with new developments and trends effecting consumer behavior and purchasing patterns. The worldwide web can be viewed as a risky place for marketing efforts because it offers an endless stream of sometimes uncontrolled and/or un-moderated information. On the other hand, online channels can be a valuable tool both in learning more about the audience members and reaching them at a more personal level than ever before. Furthermore, incorporating a substantial evaluation plan for any campaign is essential in order to assess its success, but moreover justify the expenses of the campaign. If taxpayer dollars are funding such efforts, there should be a standard of data required or at least expected in order to gauge the campaign impact on the travel and tourism industry. Without comprehensive data, beyond the publicly accessible metrics, the industry will be extremely challenged to defend its work and be considered necessity. As the economy continues to recover from the recent recession, traveling will likely increase and as people begin to open up to more vacation possibilities, destination marketers have a great opportunity to get to these potential travelers first. Using integrated campaigns that are visually appealing, trendy and provocative enough to resonate and share with others, memorable, creative and use appropriate tone in execution will surely garner the numbers both in bookings but in brand loyalty 66 and ambassadors whose referral is just as valuable as a paid ad or earned media story. Embracing the changing landscape and evolving with it, or better yet, ahead of it, is going to be the defining characteristics of destinations that get to and stay at the top of travelers’ picks. 67 Bibliography "About DMAI." Destination Marketing Association International (DMAI). Web. 23 Jan. 2012. <http://www.destinationmarketing.org/page.asp?pid=20>. "Alaska." National Park Service. Web. 20 Feb. 2012. <http://www.nps.gov/state/ak/index.htm?program=parks>. "Alaska Division of Economic Development." Alaska Department of Commerce, Community and Economic Development. Web. 26 Feb. 2012. <http://www.dced.state.ak.us/ded/dev/toubus/research.htm>. "Alaska - Eco Tourism Initiatives." Smithsonian Magazine. 06 Nov. 2007. Web. 16 Feb. 2012. <http://www.smithsonianmag.com/travel/destination-hunter/north- america/united-states/west/alaska/alaska-eco-tourism.html>. "Alaska Eco Tours- Our Sustainability Focus- Active Alaskan Eco Tour Vacations." Travel Alaska Outdoors. Web. 16 Feb. 2012. <http://www.travelalaskaoutdoors.com/ecotourism.html>. "Brand Definition." Persuasive Brands: Online Branding / Advertising / Online Marketing / Website Development. Web. 23 Jan. 2012. <http://www.persuasivebrands.com/Topics_Brand_Definition.aspx>. Brockett, Kevin. "The Phelps Group Wins WÂ³ Award For Work on Behalf of Tahiti Tourisme North America." Westside Today. 05 Nov. 2010. Web. 23 Jan. 2012. <http://westsidetoday.com/n3761/the-phelps-group-wins.html>. Browne, Michael. "Alaska Fights Back." Travel Agent Central. 23 Feb. 2009. Web. 18 Feb. 2012. <http://www.travelagentcentral.com/usa-alaska/alaska-fights-back- 0>. Buncle, Tom. "Successful Rebranding. Part 1: Destinations." Tourism Insights. Sept. 2009. Web. 26 Jan. 2012. <http://www.insights.org.uk/articleitem.aspx?title=Successful Rebranding. Part 1: Destinations>. "Ecotourism Guidelines." Alaska Wilderness Recreation & Tourism Association. Web. 16 Feb. 2012. <http://www.awrta.org/index.cfm?section=about>. "Ecotourism Vacations in Alaska." WhyGo Ecotourism. 28 Mar. 2008. Web. 16 Feb. 2012. <http://www.ecotourismlogue.com/destinations/ecotourism-ideas- alaska.html>. "FAQs about DMOs." Destination Marketing Association International (DMAI). Web. 23 Mar. 2012. <http://www.destinationmarketing.org/page.asp?pid=105>. 68 "Frequently Asked Questions (FAQs)." Stone Mantel. Web. 23 Jan. 2012. <http://www.gostonemantel.com/frequently-asked-questions-faqs>. Galliher, Erin. "The 10 Best Travel Campaigns." Forbes. Forbes Magazine, 29 June 209. Web. 16 Feb. 2012. <http://www.forbes.com/2009/06/29/las-vegas- australia-paul-hogan-leadership-cmo-network-marketing_slide_5.html>. Hanna, Sonya, and Jennifer Rowley. "An Analysis of Terminology Use in Place Branding." Place Branding and Public Diplomacy 4.1 (2008): 61-75. Print. "Introduction." Tahiti Tourisme. Web. 6 Feb. 2012. <http://www.tahiti- tourisme.com/discover/introduction.asp>. Keefe, Cathy. "Take a Trip: The Benefits Are Everywhere." U.S. Travel Association. 28 Apr. 2008. Web. 26 Jan. 2012. <http://www.ustravel.org/news/press- releases/take-trip-benefits-are-everywhere>. Keefe, Cathy. "Travel Industry Facts: In Advance of the President’s Speech at Walt Disney World." U.S. Travel Association. 18 Jan. 2012. Web. 23 Jan. 2012. <http://www.ustravel.org/news/press-releases/travel-industry-facts-advance- president%E2%80%99s-speech-walt-disney-world>. Kotler, Milton, Aaron Thomas, and Jonathan Monroe. "Destination Marketing in the United States: Benchmarks & Best Practices." 11 Oct. 1999. Web. 23 Jan. 2012. "Las Vegas, Nevada, USA - Tourism Case Study Examples." Hotelmule. 13 Dec. 2009. Web. 16 Feb. 2012. <http://hotelmule.com/management/html/44/n- 2144.html>. "Las Vegas 'What Happens Here, Stays Here' Ads Return." City Branding. 26 Sept. 2011. Web. 16 Feb. 2012. <http://citybranding.typepad.com/city- branding/2011/09/las-vegas-what-happens-here-stays-here-ads-return.html>. Makepeace, Claire. "Alaska Launches New Ad Campaign." TravelAge West. 25 Jan. 2011. Web. 18 Feb. 2012. <http://www.travelagewest.com/travel-news/alaska- travel-info/alaska-launches-new-ad-campaign/>. McCracken, Grant. "Who Is the Celebrity Endorser? Cultural Foundations of the Endorsement Process." Journal of Consumer Research 16.3 (1989): 310-21. Print. "Media Center." Travel Alaska. Web. 16 Feb. 2012. <http://www.travelalaska.com/Media%20Center>. 69 "Mexico, The Place You Thought You Knew." Reach Hispanic. 01 Sept. 2010. Web. 18 Feb. 2012. <http://www.reachhispanic.com/2010/09/01/mexico-the-place- you-thought-you-knew/>. "More Alaska Tourists Seeking out the Softer Side of Adventure Travel." Global Travel Industry News. 01 June 2008. Web. 16 Feb. 2012. <http://www.eturbonews.com/2766/more-alaska-tourists-seeking-out-softer- side->. Norris, Chris. "How Reality Television Shapes Travel." Travel + Leisure. Feb. 2012. Web. 26 Feb. 2012. <http://www.travelandleisure.com/articles/how-reality- television-shapes-travel>. "Online Travel Market." New Media Trend Watch World. Web. 23 Jan. 2012. <http://www.newmediatrendwatch.com/world-overview/91-online-travel- market>. "Overview." Alaska Wilderness Recreation & Tourism Association. Web. 16 Feb. 2012. <http://www.awrta.org/index.cfm?section=about>. Paine, Katie. "How To Measure PR's Impact on Travel and Tourism Your Six-step Passport to Success." The Measurement Standard: Blog Edition. 18 July 2007. Web. 18 Feb. 2012. <http://kdpaine.blogs.com/themeasurementstandard/2007/07/public- relation.html>. Parnell, Sean. "Governor's Welcome." Travel Alaska. Web. 18 Feb. 2012. <http://www.travelalaska.com/contact/governors%20welcome.aspx>. Polikarpov, Yana. "Tahiti Invites Tourists to Invest in Their Love." Adweek. 8 Apr. 2008. Web. 16 Feb. 2012. <http://www.adweek.com/news/advertising- branding/tahiti-invites-tourists-invest-their-love-105590>. Post, Karen. "Brandtown: Destination Distinction or Disarray." Brandchannel.com. 20 Dec. 2004. Web. 26 Jan. 2012. <http://www.brandchannel.com/brand_speak.asp?bs_id=100>. "PR and Advertising Strategies for Managing Tourist Destination Image Crises." Hotelmule. 16 July 2010. Web. 26 Jan. 2012. <http://www.hotelmule.com/management/html/11/n-2911-6.html>. Sauer, Abram. "Las Vegas What Happens Here Stays Here | Location or Place Branding | Brandchannel.com." Brandchannel.com. 10 July 2006. Web. 26 Jan. 2012. <http://www.brandchannel.com/features_profile.asp?pr_id=292>. "Shot in Tahiti." Tahiti Tourisme - Media Center. Web. 16 Feb. 2012. <http://www.tahiti-tourisme.com/media/shotintahiti.asp>. 70 "Sustainable Development - Concept and Action - UNECE." UNECE. Web. 26 Jan. 2012. <http://www.unece.org/oes/nutshell/2004- 2005/focus_sustainable_development.html>. "Tahiti Tourism Launches Online Video Contest." Tahiti Tourisme - Press Releases. 22 Apr. 2008. Web. 16 Feb. 2012. <http://www.tahiti- tourisme.com/media/pressreleases/pressdetail.asp?id=1>. "Tahiti Tourisme North America - Partners Section." Tahiti Tourisme. Web. 23 Jan. 2012. <http://www.tahiti-tourisme.com/partners/>. "The 2012 Statistical Abstract: Travel and Tourism." US Census Bureau. Web. 23 Feb. 2012. <http://www.census.gov/compendia/statab/cats/arts_recreation_travel/travel_a nd_tourism.html>. "TripAdvisor Announces 2012 Travel Trends Forecast." TripAdvisor. 8 Nov. 2011. Web. 26 Jan. 2012. <http://www.tripadvisor.com/PressCenter-i4894-c1- Press_Releases.html>. U.S. Travel Association. "U.S. Answer Sheet." Power of Travel. 2011. Web. 23 Jan. 2012. <http://www.poweroftravel.org/story/>. Wang, Jay. JOUR 599: Branding and Public Relations, Class Discussion. 31 Aug. 2011. "What Is Ecotourism?" The International Ecotourism Society. Web. 26 Jan. 2012. <http://www.ecotourism.org/what-is-ecotourism>. "Why Ecotourism and Eco Travel?" Wilderness Tours Australia. Web. 23 Feb. 2012. <http://www.wildernesstoursaustralia.com/>. "Why Tourism?" World Tourism Organization UNWTO. Web. 23 Jan. 2012. <http://www2.unwto.org/en/content/why-tourism>.

Abstract (if available)

Abstract This thesis explores the best practices of destination marketing in the context of a fast-changing communication landscape. It analyzes three campaigns of destinations of three distinct types, comparing commonalities and differences among the three. The ultimate goal of this analysis is to identify specific methodologies and analyze prominent practices to finally determine a set of best practices and recommendations for future destination marketing campaigns. The main components of this thesis include an in-depth look at three contemporary destination marketing cases and a content analysis of campaign. The underlying goal is to identify core pillars of successful campaigns that transcend time while recognizing present-day challenges facing the destination marketers and what implications this may have on the travel and tourism industry.

Linked assets

University of Southern California Dissertations and Theses

Conceptually similar

PDF

Destination USA: marketing the United States as an international travel destination

PDF

Strategic communications in dietary supplement marketing — a case study of the marketing of Coenzyme Q10 supplements

PDF

A critical look at organic farming and positioning of organic products in the American market

PDF

How Brand USA will reach its fastest-growing international market - China: Brand USA Chinese strategic public relations plan

PDF

The luxury appeal: analyzing affordable luxury brands through the Great Recession

PDF

College athletic directors and reputational risk: the public relations imperative

PDF

Trading places: an in-depth analysis of entertainment public relations practices within different socio-economic contexts

PDF

A study on how companies communicate and market themselves on Sina Weibo

PDF

Musicians utilizing social media to increase brand awareness, further promote their brand and establish brand equity

PDF

Crisis communication for tourism destinations in the new media environment

PDF

Social media best practices for Hollywood films and their applications in China

PDF

Ready for departure: the role of public relations in boosting tourism from China to the U.S.

PDF

Tailoring pharmaceutical public relations strategies to different markets: a case study of the launching strategies of Gardasil in the U.S. and China

PDF

Roller derby, from spectacle to sport: moving past perceptions

PDF

Personal branding and lifestyle bloggers: can blogs become brands?

PDF

Getting genetically modified animals to market: the Mount Everest of public relations issues

PDF

A critical assessment of the uses and effectiveness of social media in investor communications

PDF

Crisis communication & natural disasters: communication plan for Rome, Italy in the case of an earthquake

PDF

Academy award campaigns: the evolution of PR and the film industry

PDF

Are public relations firms ready to lead in the new communication normal? the changing agency landscape and PR’s shifting roles

Asset Metadata

Creator Allodi, Chelsey (author)

Core Title Selling the world: an exploration of the past, present and future of destination marketing

School Annenberg School for Communication

Degree Master of Arts

Degree Program Strategic Public Relations

Publication Date 05/01/2012

Defense Date 05/01/2012

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag destination marketing,OAI-PMH Harvest,tourism,Travel

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Swerling, Jerry (committee chair), Floto, Jennifer D. (committee member), Lynch, Brenda (committee member)

Creator Email allodi@usc.edu,cmallodi@gmail.com

Permanent Link (DOI) https://doi.org/10.25549/usctheses-c3-19941

Unique identifier UC11289373

Identifier usctheses-c3-19941 (legacy record id)

Legacy Identifier etd-AllodiChel-700.pdf

Dmrecord 19941

Document Type Thesis

Rights Allodi, Chelsey

Type texts

Source University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the a...

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA