The dizzying transformations wrought by COVID-19 lock-downs are not simply economic and social shocks. They are also profound blows to the psyche of places – their sense of identity, purpose and sustainability. It’s a crisis of confidence. And confidence is one of the most critical resources any locale needs to move forward.
A new threat is emerging for place marketers – the recession. How can you advocate for your marketing budget in the midst of pandemic? And what can we learn from brands who have mastered their COVID marketing?
What does it mean to be a destination when visitors can no longer travel? Far from obstacle or paralysis, COVID-19 should be a call-out for innovators to create new and timely solutions. How can you utilise this time to make your destination seem so desirable that it's the first place people want to visit when the travel restrictions are lifted?
As we adjust to a COVID-19 world, we’ve got a real opportunity right now to rethink our approaches to tourism and embed a sustainable approach into our long-term strategy. How can we create a framework that helps to ensure we make sustainable decisions?
There are echoes from the recent past in what the global economy is facing today. The SARS epidemic, two Gulf Wars, the bursting of the dot-com bubble, 9/11 and the 2008 financial crisis, although different, were external shocks that required swift and focused action. From first-hand experience during those times, and reviewing some of the best initiatives IPAs around the world are already taking today, here is a battle plan for what to do.
While there’s no certainty on when COVID-19 lockdown measures will be relaxed across the globe, one thing destination marketers can control is how we prepare to move forward post-crisis. How can you shore up your domestic tourism strategy to promote long-term recovery?
Being digitally savvy isn't a nice bonus any more. It's essential. Claus Loenborg, CEO at Copenhagen Capacity, and Guri Hodgaard, Director of Tourism and CEO at Visit Faroe Islands, share their award-winning social media strategies.
We are living in unprecedented times. And in the midst of it all, destination marketing and investment promotion organisations are taking stock and rapidly evolving their role. In the face of a global crisis, what can DMOs and IPOs constructively do to mitigate the damage?
No one wants to imagine the worst will happen. But being prepared is key to managing a potential crisis. With Coronavirus creating an international emergency, we looked at what connects three examples of best practice in the face of overwhelming adversity.
The 2020 Global Talent Competitiveness Index ranks 132 countries and 155 cities for their ability to attract, grow and retain talent. What can we learn from cities who have mastered the art of competing for talent against the economic might of the tier one cities?
Finland is currently ranked as the happiest nation in the world and number one on the Good Country Index - so where does it go from there? And what questions should those responsible for communicating place brands be asking themselves?
Faced with an ageing and declining population, many rural communities today are having to fight to preserve their economies. But rather than competing against major cities on an unfair playing field, rural areas are recognising that there is an opportunity to capitalise on their own assets.
Most Destination Marketing Organizations (DMOs) today rely to some degree – if not a great extent – on traditional survey research. Surveys enable DMOs to ask tailored questions to a targeted demographic, resulting in meaningful insights. Surveys are, and will continue to be, an important component of marketing and branding strategies.