Bill Geist's Zeitgeist

A Powerful Local Message

Full disclosure: DMOproz facilitated the Strategic Planning process for Visit Champaign County...but that really has no influence on my affection for how that DMO has rolled out their Annual Report to the community, along with a simply sensational video designed for local consumption.

As I noted in the June edition of the Z-News (and, if you attempted to subscribe in the past few months and haven't seen an issue, we have recently discovered a subscriber field glitch that dumped up to 100 of you...so please, try again), we reviewed all the Strategic Plans we created in 2019 to see if they were still relevant. What we found is that they were (Marketing Plans were another story). Indeed, our Strategic Plans were often more relevant in a world gripped in crisis than they were when designed. When life is good, it's hard to get motivated. With the 'VID, it's imperative.

Jayne DeLuce is the CEO of Visit Champaign County...and both the Annual Report and video offer a proud and positive message to a community that has been rocked by our government's response to the 'VID and the Big 10's decision to postpone football. Her Chair's Opening Letter to the community is impressively empowering ("Our timelines may be altered, but we remain steadfastly committed that our destination vision...will come to fruition").

The video is simply inspiring.

Jayne and her team nailed it.

 

This is What DMO Pros Do

In yesterday's post, we shared a story about how a City government has shifted from "them's the rules, bub" to "how can we make this work." Refreshing...and as Quint Studer points out in Building a Vibrant Community, that's exactly what today's local governments should be doing to encourage private sector Place Making.

The back story makes this tale even better. Amie Burrill is the Executive Director of Experience Burnsville. The reporter who wanted to do a story on the soon-to-open Ineffable Brewing Company had reached out to Amie via the DMO's Facebook page using Messenger on Monday morning around 10. That would be the morning of Labor Day, when Experience Burnsville was closed, for a Labor Day story to run that evening.

Never fear...because DMO pros like Amie don't pay attention to holidays or operating hours. Even when they are out of town, as Amie was. But, because she brought her "business phone" along on her trip, she picked up the message in minutes, connected the owners of Ineffable to the reporter and alerted a Board member (also a City Council member). An hour later, the TV crew arrived at the brewery to interview the owners (and the City Council's Dan Gustafson). And, the piece aired that evening, showcasing not only the brewery but the City's can-do response to entrepreneurial opportunities for viewers throughout the Twin Cities.

This is how it's done in the pros.

Nicely played, Amie.

 

Deb Archer

When I told my Board Chair that I intended to step down to launch my consultancy, he initially considered the process of a national search. I remember giving him "the look" and saying, "Really? Your next CEO is right here...and you know it."

A year previously, we had been able to snare Deb Archer from Visit KC as our VP of Sales. We had help in the process, as she was dating a Madison guy. But, from the moment she joined our team, it was clear to me that, one day, she would lead it and Madison's visitor economy. And, for just over 25 years she has done just that...and then some.

When I stepped away in May of 1995, I was intentional in laying low. Because I had been at the forefront of the fight to build our Frank Lloyd Wright-designed Convention Center, my face was synonymous with the DMO. I wanted to make sure that Deb became the focus. And, during that summer of '95, I rarely ventured out in public.

To set the story, you must know that Deb often busted my chops for spending too much time with elected officials...and not enough helping her close business or schmooze clients. I still smile today when I remember bumping into her on State Street on a brisk autumn day, six months after she had taken the helm..

She gave me "her look" and said, "I really hate you." As I recoiled in surprise, she said with a sigh, "I haven't been able to sell anything in months (and Deb loved to sell). All my time is spent with the Mayor and the Council and the County Board." And, we shared a laugh at what managing a Destination Marketing Organization had become.

Today, Deb announced her retirement from Destination Madison. She never lost her affection for destination sales...but she evolved into one of the best DMO CEOs in the nation. Had she not ultimately married her Madison boyfriend, I have no doubt that she would have gone on to lead a Top 20 DMO. Luckily for us, she stayed here in Madison.

Thank you, Deb, for all you've done for this community. While I may have played a role in the referendum win to build the Convention Center, you powered Destination Madison (the organization and the community) to heights that were unfathomable back then. This community owes you a debt of gratitude that will, sadly, never be repaid.

Now go enjoy your next chapter. You have been a blessing to us all.

 

A New Vision

We have several ways to stay connected with our friends and clients in the Destination Marketing space. Of course, there is this (almost daily) blog, coming up on its 14th anniversary.

We also publish a monthly newsletter in which we share sector news and a commentary from yours truly. I tweet sporadically. And we repurpose the important missives on our Facebook and LinkedIn pages. Oh yeah...and the podcast is here.

Why am I reminding you of this? You may be a regular on this blog...but not a subscriber of the Z-News. And, if that's the case, you missed yesterday's release of our new position paper on how community marketing must change if we are to maximize resources, talent and opportunity. And, we think it's unlike anything you've seen.

We're boldly going where only a handful of visionaries have gone before...and we'd love to hear your thoughts.

Now, back to our regularly scheduled blog.

To Pivot or Start from Scratch?

This missive might appear confusing on the surface...but, it really isn't. And, it reflects what I've been saying in one way, shape or form for over a decade, well before the 'VID changed our world.

Simon Sinek (Start with Why and Leaders Eat Last) was recently quoted in The Drum saying that we all need to think as start-ups:

“The companies that are struggling to pivot are trying to do what they’ve always done in this environment. The companies that are doing a good job of pivoting are saying: ‘OK, throw the old playbook out and let’s pretend we’re a startup. How would we start up our business today?’"

So, I've gone on record over the past few months encouraging DMOs to not toss their Strategic Plans and start-over in the face of staggering financial losses. I've also suggested that DMOs should start from scratch. So, which is it?

Both. 

Let's start with doubling down on your Strategic Plan. As a Strategic Plan is the Board's action plan, most of the goals and objectives that are likely in that Plan are still relevant. Community Outreach, Diversifying Revenue Streams and Advocating for Sense of Place projects are quite possibly more important than ever for your Board of Directors.

On the other side of the coin, Professional Staff needs to take a serious look at starting over and act like a start-up. Asking why the DMO is structured like it is and, knowing what we know now, are certain markets or tactics still appropriate? I know that, if given the opportunity, I'd be asking "why" a lot. And, as Gabe Seder suggested at the Annual Convention of Destinations International, I'd be drilling down on "who benefits?"

I'm pretty sure my DMO would look like the start-up that Simon suggests...and, we'll have some suggestions on how that might happen in the coming days. 

Stay Tuned.

 

The Desperate Need to Diversify DMO Budgets

It's something we've been preaching to our Destination Marketing Organization clients for well over a decade (maybe two). Relying on a single, primary revenue stream is a recipe for disaster. Never in our wildest dreams did we expect we would be proven right in such a dramatic way as what the response to the pandemic has meant to DMO revenues. But, it's clear we were correct to sound the alarm.

We opined on this last month in the Z-News (if you aren't yet a subscriber, click HERE). And last week, during the Virtual Edition of Destinations International's Annual Conference, the DI Advocacy and Research Team shared their thoughts on ways we all need to start thinking in this brave new world.

It's worth your read.

No...really. For every Board or CEO that chose to ignore my exhortation to diversify, it's worth your read.

A DMO in 30 Days?

When we explain the advantages of a Destination Marketing Organization to those that don't quite understand the concept, we often share that the barriers to entry in generating a Return on Investment in Tourism is typically faster than most Economic Development strategies, which can take years of relationship-building to see a project come to fruition. But, starting a DMO in 30 days? This we gotta see.

The cities of Bryan and College Station TX have partnered (sometimes uneasily) to market the region under a single DMO for decades. That arrangement began to disintegrate when the City of College Station announced it was pulling out of the DMO a couple months ago. Last week, the City of Bryan said it would launch its own DMO within 30 days.

In making the announcement, Bryan's Deputy City Manager Joey Dunn said partnering with College Station, Texas A&M University and Brazos County also will critical responsibilities for the new organization since "none of us work alone in the tourism business." Which, of course, would have been easier if everyone could have worked through their issues before all this duplicative drama. But hey, politics is politics and community ego is overrated. 

This should be interesting to watch.

 

Well Played, My Friends

Today's issue of the Z-News (our monthly e-mail newsletter) notes the retirement of 7 (count 'em, seven) DMO CEOs in just the past month. That's simply insane...but, it's a sign of the times.

If you didn't receive today's edition (which also features my commentary on the future of Strategic Plans and links to new DMOU Podcast episodes with Visit Jackson's Rickey Thigmen and Visit Bentonville's Kalene Griffith), click here for the web version, and here to never miss an issue.

And, to those stepping away from the Big Chair, congratulations on starting the next chapter of your lives. Y'all done good.

The Future of Destination Marketing

Just weeks before "the VID," David Peacock was named to head up a consortium, convened by Simpleview, called the Future Tourism Group. Its raison d'etre: to focus on destination development through a lens of tourism stakeholders and their digital presence.

During this crisis, David has been interviewing industry leaders, delving into the concepts that will, hopefully, result in existential changes in the way Destination Marketing Organizations drive their communities forward.

I am honored to have been one of those that David reached out to interview...and allowed me to share my thoughts on the future of this unfortunately misunderstood and undervalued sector. If you'd like to listen in to our conversation, you can find it here.

And, thanks so much to David and Simpleview for the opportunity. You guys rock.

The Increasing Realization

As the old saying goes, you never know what you've got 'til it's gone. Far from a drumbeat (yet)...we are heartened to see editorial boards begin to realize the importance of destination marketing. In some cases, these are the very editorial boards that questioned the investment of tax revenues into their DMOs months and years ago. But, today? Reality is a wonderful teacher.

We were particularly enthralled by yesterday's editorial on AllOtsego.com, in which Libby Cudmore asks whether the investment into Destination Marketing is sufficient...even in these days in which County revenues have been impacted. And, she goes on to suggest other revenue sources, as we do every time we work with a DMO Board.

I like the way Libby thinks. We all should.