Hos Destination Management Test
Describe the various axioms of tourism marketing.
"As geographic distance increases between destination and potential customer, so does the relative lack of awareness of the visitor amenities that exist there." - Target major efforts to your major markets - Sell your strengths - Focus on amenities not found in competing destinations - Be convenient, use appeal of your nearby customer convenience - Be honest, do not exaggerate customer benefits Use testimonials whenever feasible
Describe the ways in which CVBs can serve community businesses and industry partners. (pp. 11-14)
*services bureaus provide to customers are vital HOWEVER services they provide to their members and business partners can be just as critical to success.* Bureau partners look to CVB to assist them in attracting more business and increasing their profits. For bureaus that maintain a membership program, this relationship is somewhat defined. Business pays bureau a fee each year in return for a set of services. Even w/o membership these expectations still exist due to the fact CVB is funded by tax money and feels as though they owe them. CVB informs businesses and partners of busy weekends so they can effectively schedule staff and meet the demand. Communication is important. Most CVBs list businesses in their visitors guide, specialty brochures, dining guide, and on their website. CVB offers partners the opportunity to participate in co-op advertising. Many destination businesses could never afford the price of a half page ad in a major metropolitan newspaper, or afford to run the ad frequently enough to make an impression. CVB can contract for half-page and then sell sections of that ad back to partner businesses for fraction of price. Group-buying concept can also extend to other applications that can benefit industry partners. If membership is large enough, CVB can attempt to negotiate special pricing on products and services business utilize. A bureau is there to enhance profitability of the businesses, saving them money is just as important as bringing them new business. CVB can provide opportunities for professional and staff development and training. Many partners have a hard time affording this training, especially with the high rate of turnover. Many CVBs will offer these workshops or trainings for free. Many CVBs maintain a professional sales staff to identify potential clients for meetings, motor coach tours, and sports events. Pieces of business CVB identifies are called leads if they qualify as being truly able to book their event or coach into the destination. Leads that can easily fit into a single property are often relayed to the hotels or facilities community. Handing off prospective pieces of business to interested partners allows the bureau to move on to developing more leads. Also increases CVB reputation in the eyes of the partner and partners get professional assistance in growing their business.
Describe the AIDA principle.
- Awareness: delivered through such motivational initiatives as advertising and word of mouth - Interest: fostered through in-depth information, including collateral and media publicity - Desire: delivered through sales solicitation processes - Action: the ultimate purchase decision
Explain why it is important for a CVB to have a crisis communication plan, and describe the steps to implement such a plan. (pp. 89-90)
- Common issues that CVB's have to deal with include funding, alternative uses of the resort tax, tourism development and growth of the community, commitment to the community and budget usage. - Every organization should have a crisis plan that covers operations, communications, and back-up systems, no matter how simple or complex. 1. Assess your risks. Identify potential issues and crises that would disrupt the event 2. Determine the business impact 3. Identify contingencies 4. Build the plan 5. Familiarize users 6. Revisit plan frequently
Define the role of research in CVB operations.
- Creating and implementing long-term marketing and operational plans - Setting organizational goals and policies - Developing and/or expanding a CVB's funding resources - Formulating a destination's tourism master plan - Determining theCVB's contribution to the local economy in terms of visitor spending, tax revenues, and job supported
Identify types of research projects typically undertaken by CVBs and describe their relevance for the CVB. (pp. 51-56) Provide examples of several research projects a CVB might conduct.
- Destination Research *Visitor volume, market share, and profile studies* - Tourism Economic Impact *How much money does tourism pump into the local economy* - Destination Brand Image *What the visitor thinks and feels about a destination* - Forecasting *Visitor activity and trends* - Secondary Research *Measures and monitors tourism activity at city, state and national*
Define the research function as a series of steps.
- Determine what the research questions are and attempt to answer - Centralized with an individual clearly responsible for its direction and management - Must have a clearly defined and active role - Must have an extensive & open channels of communication
Define strategic planning.
- Often used synonymously with strategic management - Mostly used in the business world -- no true model for CVBs - Prepares a road map for a successful future designed to match the bureau's long-rang marketing requirements to the needs of the destination - Might be community wide - Could involve long meetings with key senior managers
Explain how the Internet can be used to integrate sales and marketing. (pp. 42-43)
- The website is a portal to the destination *Must be equipped with all the necessary information* - The CVB or tourism board is the official travel authority and ambassador of the city or destination. - - The CVB has the ability to work with local hotels and local attractions to provide extra value and fresh content to travelers - Internet giveaways - Allow consumers to inquire about the location via website, where these inquiries are sorted "important or not" - OfficialTravelGuide.com *CVB can have an ad on this *Sponsored co-op opportunities
Clearly define the research function's scope and responsibilities.
- This position serves to define and lead a complete information management and resource program to deliver market and performance information to enhance fulfillment of (name of CVB)'s mission. - Responsibilities: ***Design, develop, and manage short- and long-term information and market research programs to monitor,track,analyze, and explain key trends and market conditions impacting the tourism industry*** - Direct ongoing performance reporting programs to provide accurate and timely assessment of (name of cvb) program of effectiveness - Manage a complete research communications and publications program to effectively increase public and internal understanding of key (destination) tourism issues, opportunities, and challenges - Manage vendors to produce field research according to predetermined timelines and budget, including technical supervision, scheduling and deadlines, and evaluation of interim and final reports - Act as (name of CVB) liaison with government officials and tourism industry principals in developing cooperative market research programs - Direct and conduct annual research department planning and budgeting process in concert with (name of CVB) wide efforts and objectives - Fulfills information and research-related projects and market analyses as directed by the name (CVB) officers and board directors
What are the eight stages of the organizational buying process? Explain them and what it means to a hospitality sales person?
1. Anticipation or recognition of a problem and a general solution (evoked set) 2. Determination of characteristics and quantity of the needed item 3. Description of the characteristics and quantity of the needed item 4. Search for and qualification of potential sources 5. Acquisition and analysis of proposals 6. Evaluation of proposals and selection of suppliers 7. Selection of an order routine 8. Performance feedback and evaluation
CHRIS CAVANAUGH QUESTION List and explain the "Seven C's of Branding"
1. Competitive edge: your unique selling proposition. redefining the category - ex// Biltmore more than just a historic home 2. Customer-focused: Does the brand create value for the customer? does the brand positioning preempt the competition? 3.Clarity: is your brand clear? Can benefits be communicated through the brand? 4.Credibility: is the brand believable? 5. Culture: is your brand in alignment with your culture? (ex// the Athens, GA rebranding article, incorporated parts of Athens the community felt was most relevant into logo and brand) 6. Commitments to brand integration: do stakeholders live, eat, sleep, and breathe the brand at every opportunity? Be consistent throughout the area 7. Create a dissatisfaction with the status quo: delivering real benefits to the consumers, what marketing is ultimately about
List and explain at least four of the "cocktail of characteristics" of future DMO Leaders:
1. They will be natural teachers, skilled at weaving context and creating valuable content. 2. They will be vigilant guardians, with the courage to stand up for a community both internally and externally when it is at risk or threatened by special interests. 3. They will lean more to the introvert end of the spectrum giving them better focus, the ability to listen and to think before they speak and will perform well in groups but without being swept away by the chaos of group-think. 4. They will be skilled at weaving a coherent story from a community's distinctive and intrinsic values and traits.
Explain how to determine the effectiveness of a marketing campaign. (pp. 46-47)
1. the bureau should deliver economic development benefits in fulfilling its core marketing mission. 2. provide marketing excellence through its research, planning, execution, and evaluation. 3. The bureau should be the recognized leader in the community for tourism marketing. 4. Reporting and accountability
Name the ingredients of a press kit.
A typical press kit might include a destination overview, as well as information on accommodations, attractions, history, culture, and activities. Destination fact sheet should include pertinent telephone numbers Include contact info and a business card
Explain why CVBs should engage in regular performance reporting and describe the various performance measures and productivity metrics that are used to gauge a CVB's performance. (pp. 56-58)
Activity Measures: supports its mission ex// attending a tradeshow, conducting a fam tour Performance Measures: Helps define and quantify the results of the CVB activity Productivity Measures: Illustrates the relationship between the CVB performance & its resources, typically expressed as a ratio Many of the productivity metrics are designed with the intent that CVB establish a benchmark year and recalculate these metrics regularly, by examining these metrics over time the CVB can monitor its progress toward achieving desired resource efficiencies
Differentiate between advertising and public relations.
Advertising: - Generates awareness - Considered editorial coverage - CVB controls the delivery system regarding audience size, location and size of materials, and timetable for delivery - Objectives should be clear - Final outcome will be clear in post campaign conversations Public Relations: - Public relations' high consumer acceptability as the most believable of all communications media - First priority is to produce customer awareness. Ways to do this: Travel writer familiarization tours Crisis management Calls to travel writers CVBs should craft a media marketing plan component that applies new information gleaned from research, such as a SWOT analysis, identifying expectations etc.
Discuss forecasting as a research methodology.
An attempt to estimate the most likely level of visitor volume and demand based on known information, including economic, market, and social conditions and circumstances. Useful for both long-and short-term
Describe the process of branding and theme development. (pp. 32-33)
Branding steps (guided by marketing research): 1. Define the unique selling points that separate your destination from the competition. 2. Produce and prioritize a series of crisp and clear motivational messages for consumers that address the positive visitor characteristics of the community. 3. Craft a market "positioning statement" that describes the destination and separates it from other competitors in the eyes of the potential customer. 4. Consider creating a new theme line and graphic logo for the destination that supports the recently created positioning statement.
Explain the difference between branding and advertising. (pp. 32-33)
Branding: Has everything to do with identity or what makes your destination unique and authentic. Advertising: is about communicating what you have to offer in an attempt to reach the target market and make them aware of your brand/destination. Goal: to generate awareness of CVB
List and explain the three situational variables. What do these mean to a hospitality sales person?
Buyclass, risk, power. Buyclass - deals with the selection process and venue has been researched/used before. *Newbuy, Modified rebuy, and Straight rebuy are the different types.* Newbuy means association or buying center hasn't been through selection process before and has never been responsible for a major event/has little experience. Modified rebuy means they have done it before but some factor has changed, EX// they need more room or people were not satisfied with the venue last time. Straight rebuy is when they are reusing the same venue, seen as routine. EX// annual meeting convention at same hotel Risk - purchase decisions carry possible consequences, both good and bad. Financial risk and Consequential risk are overarching forms of risk; under consequential risk is: psychological risk, functional risk, physical risk, social risk Power - some members of the buying center have more influence than others. Can be derived from various sources and take various forms. Types of power: reward, coercive, referent, legitimate, departmental, expert, information
Describe the ways in which CVBs can serve convention and meeting planners Describe the unique service expectations of a meeting planner
CVB offering a high level of service can reduce stress and save time for meeting planners. Once the event has been booked the CVB becomes "service superstar." CVB becomes a consultant and can assist planner in several ways. Especially if a planner lives outside the area, CVB can be their eyes and ears. CVB can be an effective liaison between planner and local govt. officials when special permits are required. CVBs can offer assistance in convention housing - agrees to serve as reservation agent, attempting to fill rooms fairly throughout the destination CVB can provide referrals to local florists, caterers, etc.
Explain how CVBs use research to guide their strategic and operational decisions. (pp. 49-50)
CVBs conduct research to gain insight and actionable information on their destination's visitor market
Understand the unique challenges and opportunities of Internet marketing.
Challenges: No face-to-face interactions Opportunities: reach individuals you may not be able to just by handing out brochures
Explain the consolidated approach to tourism marketing and discuss its benefits to businesses in a destination. (pp. 30-31)
Consolidated efforts provide greater strength, unity, and leveraged results for everyone. Segmented, fragmented individual program efforts yield less impact and success. Consolidated marketing also recognizes that a stronger marketing program for a destination results when all visitor interests, market segments, and regional interests are effectively combined to leverage an expanded program.
Explain the importance of CVB performance reporting in convention sales, travel trade sales, marketing and communications, and advertising.
Convention sales: fundamental mission is to generate visitors, visitor spending, and economic impact for destination by booking events at destination's hotels and facilities. Measured in ratios ex// number of leads per sales manager, number of bookings per sales manager, number of booked room nights per sales manager Travel Trade sales: mission is to increase leisure visitor volume, visitor spending and economic impact for destination through promo and distribution of destination's travel products to the travel trade Marketing and communications: mission is to increase visitor volume, visitor spending, and economic impact for the destination by developing awareness and preference Advertising: to gain a full accounting of all visitors generated from advertising, CVBs that advertise should conduct customized advertising effectiveness research studies.
Explain the function of destination brand image research.
Destination brand image studies typically assist the CVB and its industry partners gaining insight on how visitors perceive the destination.
Provide examples of during-convention services
During-Convention Services: Helping out with the inevitable crisis', Provide registration assistance and complimentary name badges to concierge services & goodie bags. (This saves time and money for planners). Help people feel comfortable in the host community. Help with transportation.
Describe the ways in which electronic communications with media outlets are different from more traditional forms of communication. (pp. 83-84)
Email Pitches: - Some journalists prefer to receive an email rather than a telephone call to suggest a story. In these cases, make sure the subject line creates sufficient interest to encourage them to open the email. - One way to continue communication is to provide a regularly scheduled update on the destination via emails Online Press Rooms: - Each CVB should have a Web site or an area on a Web site specifically devoted to the needs of the news media.
Explain the purpose of familiarization trips.
FAM for short A trip designed for travel advisors to learn about a destination, a partner travel company, or an airline A complimentary of reduced-rate travel program for travel agents, tour operators, media, etc.
Describe the steps in the sales process, including determining strengths and benefits, overcoming objections, and following up with customers. (pp. 20-24)
Four step selling process: Step 1: Open the sales call Step 2: Qualify the customer Step 3: Sell to/meet the customer's objectives *Step 3 is when you begin thinking about selling the special strengths and benefits of your destination. Your strengths are the distinguishable differences that you claim exist between your destination and the competition.* Step 4: Gain and confirm commitment Always follow up with customers to be superior salesperson
Describe the tactics a CVB should use when dealing with media interviews. (pp. 90-95)
General Tips: - Remember interviews are granted, and neither the CVB nor any other organization is obligated to grant them. - Understand the audience - Determine what the interviewer is ultimately looking to report - Plan for the worst - Find out where the interview will be held, either at the studio or on location - Set a specific amount of time for the interview - Find out if other guests will be on hand - At the outset, confirm whether to look at the camera, reporter, or another location during the interview - Determine appropriate dress for the interview, taking into consideration interviewers location - Tell the spokesperson to speak in clear, simple, conversational English. Do not lapse into tourism jargon. TV Interviews: Total appearance is what counts the most. Some experts believe that a message on TV is 10% words, 30% voice, and 60% non-verbal communication Radio: The voice counts in the delivery Sound upbeat, believable, and interesting Telephone: Saves time Make sure the connection is clear and of high quality Hands Free/Speaker is ok for print, but not for radio Print Interviews: Prepare similarly as broadcasting interviews. These are heavily edited. Tape the interview in order to make sure that the story is printed correctly Online Interviews: Be ready for the story to appear immediately as opposed to having to wait Prepare like normal, and email professionally.
Compare and contrast the elements and planning procedures of individual and group press trips. (pp. 84-88)
Group Press Trips -- Questions that the CVB should ask themselves: - Purpose: Is the trip to support a specific initiative or message or is it for overall branding? - Date: Is it more advantageous for the trip to occur in high season when participants can experience the destination in full force, or when it is less crowded? Should it be planned around a key special event or meeting? - Duration: Be cognizant of the amount of time the writers and photographers are out of the office. Usually like shorter trips. - Theme: Presenting a specific theme such as history, what's new, luxury, or "girlfriends' getaway" will attract journalists' attention quicker than just having the destination as the theme. When selecting consider the market - Target: Make sure to only invite only media outlets that fit the theme of the trip and can accept group trips. Wise to know their policies. Don't mix broadcast & print. - Itinerary: Make sure it supports the overall theme of the trip down to the choice of accommodations and selection of dining options. Provide this to guests prior to them leaving home so they know what to pack - Materials: Ask the journalists if they would like to receive media materials ahead of the trip and offer to ship items they collected during the trip. - Extras: Be flexible - Follow-Up: Send thank you notes to all the journalists and the venues that hosted them. Check on the stories they wrote. Individual Press Trips: * Must make sure the individual is qualified * - Looking in the CVB's media database for past interactions - Having the journalists fill out a trip request form with pertinent information such as expected publication dates, trip dates, assistance needed, etc. This helps identify credibility - Looking in the publication or on the publication's web site to confirm that the requestor is listed as an editor, writer, or photographer - Asking freelancers for a letter of assignment from the editor of the outlet for which they are writing or photographing - Checking directors of organizations - Calling the CVB nearest the writer's or photographer's home
Describe the ways in which CVBs can physically take their message to the media. (pp. 88-89)
Individual meetings: - CVB media representatives have their undivided attention and can really determine their needs and interests. The story might not happen but the return on the investment of this meeting is high. Media Event: - Enables more media outlets to be reached at one time and provides more publicity opportunities for members. Can be costly and attendance is not guaranteed. Satellite Media Tours & Video News Releases: - There are two broadcasting tactics that enable the destination to package the story and have it picked up by stations rather than convincing the stations to produce the package. - Satellite media tours are a series of pre-booked, live, one-on-one interviews that place a CVB spokesperson on television from one convenient location.
Describe how service quality can help distinguish a destination from its competitors.
It can level the playing field with competition that may have a bigger budget. Could form bond with meeting planners by offering a shuttle service or registration assistance to them for free, while many places charge. "Meeting planners are a talkative bunch" they may tell other planners and then the CVB gains reputation as a place where planners are treated well.
Explain the role of the convention service manager in the CVB sales process. (p. 26)
Like concierges for group meeting planners. They become the "go to" person and their job is to never say no to a planner's request. Often, they have to find the answer to any question asked. Often measure success by amount of repeat groups they handle. If they do the job effectively, groups will want to return in the future. Job of CVB sales professional is easier when convention service manager is able to provide the experience described to the customer during the sales process.
Describe lead generation and its costs and benefits. (pp. 12-13)
Many CVBs maintain a professional sales staff to identify potential clients for meetings, motor coach tours, and sports events. Pieces of business CVB identifies are called leads if they qualify as being truly able to book their event or coach into the destination. Leads that can easily fit into a single property are often relayed to the hotels or facilities community. Handing off prospective pieces of business to interested partners allows the bureau to move on to developing more leads. Also increases CVB reputation in the eyes of the partner and partners get professional assistance in growing their business. Generating leads is expensive due to extensive staff time required, it is one of the largest costs of a bureau's operation. They are often offered to members or partners for an additional fee. These businesses are getting a higher level of service than others in the community, it's only fair they assist in the cost of service. It is producing business for partners, they should be willing to invest in the program.
Describe the ways in which CVBs can serve sports event planners, and identify how their needs are similar to and different from those of meeting planners. (pp. 10-11) Describe the unique service expectations of the sports event planner.
Many CVBs today have separate sports sales divisions and/or personnel. Like meeting planners, sports planners depend upon CVB to run interference with local govt, park districts, universities, and sports facilities on policies, rules and regulations, permits, etc. CVBs also called upon to arrange event housing services. For sports groups, this is often more complex than working with meeting facilities. There is such a diversity in the hotels utilized, from the cheapest options to the finest hotels in town. As the choices become broader, the selection process becomes more complex. Most of the services discussed for meeting planners are appropriate for sports planners. Some CVBs offer a customized webpage for event participants or fans, this can be a plus for families making tournament plans.
Explain the difference between market research and marketing research. (pp. 31-32)
Market Research seeks to quantify and value, among other things, the economic impact of tourism to a community in terms of visitor impact: tax revenue produced and jobs generated or sustained by visitor spending. Marketing Research assesses consumers, identifying them based on demographic (age, income, educational level) and psychographic (interest, desire, attitudes) profiles.
Explain the function of market segment research.
Market segmentation studies help businesses understand the distinct groups of people that make up their market. They work by grouping customers with similar attributes. This allows companies to identify and target the segments with most value to the business
Explain why it is important for a CVB to have a marketing plan, and discuss the elements and tools included in a typical plan. (pp. 35-44)
Marketing plan forecasts a quantifiable, goal-based economic impact on the community and builds leveraged partnerships and goodwill among community stakeholders. It can also provide the foundation for a long-range strategic plan toward target markets. It should deliver a step by step series of actions.
Describe communication methods CVBs can use with members, employees, and stakeholders. (pp. 95-98)
Member Communication: - Keeping the member informed about the organization's programs and providing updates on the destination are benefits of belonging to or supporting a CVB - Find out the best way to communicate via audits - Networking events allows for face-to-face communication via the members - Ensure for new members/employees that there will be a time in which they are informed about the CVB Internal Communications: - Two facets (intertwined) 1. Regards programs being rolled out in the marketplace or issues in the communities 2. CVB Policies - Make sure all employees (old and new) are informed on the organizations policy on how news media inquiries will be handled. Stakeholder Communication: - Proactively cultivating important relationships *What is the best way to reach them?* - The board of directors should be made up of traditional and non-traditional hospitality businesses - Board should be alerted immediately of any issues, stories, or broadcasts involving a controversial issue
Describe the elements of a typical communications plan. (pp. 78-80)
Mission or Purpose: Why did the company come into existence Goal: Specific expression of mission (usually a specific piece) Situation: A review of strengths and weaknesses and a competitive analysis Objectives: Specific milestones that measure progress toward achievement of a goal Strategy: A generally, well-considered plan. Does not indicate specific actions to achieve goal Target Audience: Who the program is meant to influence Message: A clearly defined communication of the program concept Tactics: The specific activities conducted to implement strategies of a public relations program Measurement: Defined method of measuring results against objectives Budget & Timeline: Specific account of human resources, outsourcing, and other expenses to implement tactics with a detailed outline of when tactics will occur and who is responsible for each tactic
Describe the ways in which CVBs can serve motor coach planners, and identify how their needs differ from those of meeting planners. (p. 11) Describe the unique service expectations of the motor coach planner.
Needs differ significantly from those of other CVB customers. Motor coach groups tend to be smaller and generally get together for sight-seeing. Things such as registration personnel, welcome banners, and many services offered to meeting planners are not crucial. Motor coach planners need help developing itineraries for their tours. Example: they need to identify attractions, restaurants, and facilities that are "coach-friendly" with features such as special turnaround areas, covered loading platforms, and restaurants that can accommodate 60 ppl at one sitting. They also want to know time it takes to travel between each experience on the schedule. CVB helps find hotels that offer perfect set of services and pricing for customer. CVB may offer local guides who know destination and its attractions. More than any other group, coach parties love goody bags and welcome gifts. Pleases customers and makes them feel welcome.
Describe the features of a good news release, and explain the steps involved in writing one. (pp. 81-82)
News releases are the standard tool used to communicate with journalists on topics such as what's new, special events, marketing programs, research results, and destination attributes Steps involved for writing one: - Format: type only on one side of the paper. Double space, use upper and lowercase letters, and frame the copy with generous margins. Indent each paragraph 5 spaces - Upper Right: in the upper right corner under contacts, list the CVB press contact's name, email address, telephone number, fax number, and the CVB's website. - Release Instructions: Unless it is essential that the story not be released until a specific time or day, always type "FOR IMMEDIATE RELEASE" and type the date the news release is written under this line - Content: Keep the release short as possible, employ clear and direct proposals, and of course, always use good taste. Many releases run one to two pages long. For punctuation and usage, employ a recognized study guide. - Proof: When the news release is completed, be sure to have it proofed by a senior CVB staffer. Mail, fax, or e-mail it to arrive on or before media deadlines
Explain the importance of the marketing research function.
Numerous marketing research opportunities specific to the convention and meetings market. One option is industry benchmarking of convention cities' product, sales, and marketing advantages. Convention services evaluations enhance customer service for the bureau and destination. Analyses of customers and competitors offers opportunities. Analyses of customers determines interest in the destination and assesses challenges and complications, including perceptual issues that can negatively affect business decisions. Analyses of competitors addresses the perceived and real strengths and weaknesses of a destination in relation to its primary competitors, enabling adjustments and improvements while supporting sharper, more precise and effective sales messages. Other research addresses the perception of the bureau throughout the community by means of member needs assessment surveys that help the CVB focus on improvements to build support, partnership, and alliances.
The two categories of objections
Objections can be classified in one of two categories Liability: something you cannot provide. Misunderstanding: Perceptions that can be corrected. List the most common objections you face and label them L or M. 70-80% are usually misunderstandings, that means you can correct them to your advantage.
Identify performance measures and productivity metrics for the areas of convention sales, travel trade sales, and marketing and communications. (pp.
Personnel Productivity Metrics Repeat business ratios Cost productivity metrics Lead conversion ratios
Provide examples post-convention services
Post- Convention Services: Follow-Up communication showcases the bureau's pride in its destination and concern for the customer's success.
Provide examples of pre-convention services
Pre-Convention Services: CVB can offer cheaper options. Provides the planner with other benefits that can reduce stress and save time. Are the Eyes and Ears. Handle the arrangements for top community officials. It offers assistance with convention housing. Discuss with the florist, caterers, audiovisual companies, etc. Help with communication with guests before the event. EX: Once the event has been booked, the CVB changes from sales organization to service superstar.
Describe the purpose of qualifying prospects and explain the role of asking questions in developing a sales plan based on customer needs. (pp. 19-20) Describe the client prospecting phase of selling.Qualify prospects.
Qualifying the prospect means determining whether the prospect has an interest that you can and want to handle. Preparation of the right questions and the use of active listening skills, coupled with patience, are the keys to proper qualifying. In qualifying, you are trying to answer 3 basic questions: 1. Does a need exist that your destination could satisfy? 2. Are you talking to the decision maker or at least someone who has influence with the decision maker? 3. Does the prospect have the resources (budget, good credit) to book with you? Figure out the answer to these questions before you begin selling. At this stage, you are playing the role of problem solver. You should not present solutions until you have heard at least three primary needs surface or you have confirmed that no other primary needs exist. Examples of qualifying questions: What is the overall objective of your convention? Do your tour series include senior citizens? What would persuade you to return to a destination a second time? What other destinations have you used?
Explain how CVBs use return-on-investment information to quantify their impact on the local community. (pp. 70-74)
Quantify their financial impact on local communities for convention and leisure travel Applying the roi formulas we define visitor spending as total booked/generated visitors, daily visitor spending, and average length of stay Roi = amount of return (income) / amount of investment (expense)
What are the five roles in a buying center? Explain them and what it means to a hospitality sales person?
Remembering that a buying center is a process, not a place, we refer to people as being "in a buying center" only insofar as they take part in the purchase decision. *Buyers - select the supplier and arrange the purchase once a final decision has been made by the buying center. Sometimes called a purchasing agent which indicates responsibility for procurement tasks. *Deciders - have the formal or informal power to make the purchase decision. Role could be played by buyer, official, or specialist. *Gatekeepers - influence the flow of information to other members of the buying center. Could restrict or aid in the dissemination of vital info at various phases during the purchasing process. *Influencers - directly or indirectly affect the purchase decision. They do this by providing info that is considered when evaluating diff. buying actions or by suggesting criteria that constrain the acceptable alternatives. *Users - will use the product (goods or services) being purchased. May initiate the buying process and help outline the requirements for the goods or service to be acquired.
Identify how the roles of research manager and research communicator operate within the organizational structure of a CVB. (pp. 50-51)
Research Manager: works with the CVB staff & other stakeholders & partners to identify marketplace questions Research Communicator: Help analyze the data and then present it clearly & efficiently
explain why current and past customers should be a primary focus of CVB sales prospecting. (pp. 17-19
Research for prospects begins with past and current customers. An existing database will provide insight into the types of customers likely to book in the future. Customers sometimes stop doing business with CVBs - multiple reasons this could happen - contact past customers to find out what made them book in the first place and who, if anyone, is getting their business now. This will help identify the competition. Current customers are the most important group to research. They might buy from you again but are also excellent sources for referrals. Careful analysis of current customers can yield a profile for the ideal prospect. Customers will respect your inquiry once they understand that you are trying to expand a market and could use their advice on potential customers to call. Prospecting means networking, main reason enterprises fail is not devoting enough time to prospecting, get out there and actively solicit their business, if you don't have time hire someone
Identify sources of sales prospects
Sources to find prospects: - Referrals from past and current customers - Business proposals from groups that previously had considered your destination - Friends and family - Trade shows you attend for lead generation - Trade publications/magazines from various industry types - Websites of orgs. That list meetings and events - Database marketing lists that can be purchased for prospecting by phone, mail, or email - MINT - Meeting Information Network, for members of DMAI (destination marketing assoc. international), which contains histories of more than 28,000 meetings - Newspaper reports mentioning upcoming events - Telephone directories that list associations, civic groups, and meeting/event companies - Chamber of commerce members who share leads and refer you to other businesses - CVB board members who have contacts that would consider your destination - Road shows/sales missions that you make with your member and partners to solicit business in other cities - Third-party planners who can bring business to you for a paid fee
Recognize and handle objections.
Successful salesperson welcomes an objection and treats it with respect and care. For responding: use the "Feel-Felt-Found" method. Restate the customer's objection by acknowledging how they feel and noting that other customers have raised similar objections. Then explain how you and they found a way to overcome the problem and reach a positive outcome. This demonstrates empathy. Keep probing for more objections, if there are more. Order the objections to best suit your needs and make the strongest case for your destination. If the objection is based on a feature your destination cannot provide, say so, be frank. ex// "I know how you feel about the distance from your hotel to the convention center because other customers have felt the same way. But, once they found out how reliable the shuttle service is..."
Differentiate between branding, positioning, and theme development.
The brand is a collection of perceptions in the mind of the visitor. It is a psychological, emotional, and (one hopes) motivational link between the customer and the product. Although the CVB cannot be responsible for every customer's perception of the destination, it should craft a brand development program that supports the destination through a fully coordinated and effective marketing communications plan. Positioning describes the destination and separates it from other competitors in the eyes of the potential customer. Successful tourism themes for major destinations are supported by persuasive documentation of significant consumer benefits. Positive themes have been shown to assist in generating public awareness, consumer interest, and intent to visit.
Explain why it is important for CVBs to provide excellent service (pp. 3-4) Understand the importance of service delivery.
The hospitality industry provides the experience remembered by leisure visitors and business travelers for years to come. People in the tourism industry got into this field to make people smile, And when visitors' experiences are enhanced, the cash registers of destination businesses hum. This is why CVBs exist.
Explain why marketing in the principal mission of a CVB.
The marketing task of the bureau is to incrementally increase new visitation and its economic benefits to the community. This responsibility calls for strategic marketing initiatives that move the potential customer or visitor through the cycle of awareness, interest, desire, and ultimately action in planning and taking a trip.
Explain the function of visitor profile research.
The more information a CVB can gather about its visitors, the more likely the bureau and its industry partners will be able to successfully produce tourism products of interest to potential visitors and communicate with them in compelling ways.
Differentiate between primary and secondary industry data.
The secondary data illustrates the degree to which the visitor dollar moves along the chain of buying and selling among the tourism industry's businesses and employees until it "leaks" out of the local economy. Direct data encompasses total visitor spending and spending by specific categories (lodging, eating, shopping, etc.) as well as spending by key market segments. Also involved are payroll tax revenue generated and total job support and jobs by specific sector.
Explain how good services can help enhance the visitor experience.
The service a customer receives makes the experience memorable. CVB can inform customers of events or attractions that they may have missed otherwise. These attractions are the things visitors tell friends and family about.
Identify three key market segments for CVB sales and explain the role of the CVB satellite office in building customer relationships with these market segments. (pp. 24-25)
Three key market segments: associations (national, state, regional), corporations, and tour operators Associations are generally non-profit trade groups based nationally in a city such as Washington, DC, or they can be regionally based in a province or state. Corporations - because companies tend to plan on shorter notice than associations, they can benefit from CVB services. Often, though, corporate planner is unaware of this and will tend to work directly with hotels and venues they are familiar with. Tour operators make up a large share of the group leisure market. They benefit greatly from working with CVBs because they need the local expertise that a bureau sales professional brings to the job. Most remote (satellite) salespeople function primarily as lead generators and liaisons between the home CVB office and the customer, a growing number of regional sales offices provide complete account management from initial info exchange all the way to the follow-up. Satellite offices exist to continually bring the CVB city's message to the customer on that customer's home territory.
Explain the difference between tourism research and performance reporting, and explain how these efforts support and reinforce each other. (pp. 56-58)
Tourism Research: plays a role in local economy & offers insight into tourism development Performance Reporting: involves collecting and disseminating project information, communicating project progress, utilization of resources, and forecasting future progress and status to various stakeholders
Describe the methodology and function of economic impact studies.
Tourism impact studies produce two sets of industry data -- direct and secondary (called indirect). A visitors impact study is arguably the most important research the CVB's research function can undertake. Involves in-put and out-put models, subjective assumptions, multiplier effects, & etc.
Differentiate between tourism and convention sales.
Tourism sales have to do with selling the destination to individuals IE leisure travelers. Convention Sales focus on meeting organizational needs of prospective clients.
Describe the ways in which CVBs can serve leisure visitors (pp. 4-7) Explain the lasting importance of first impressions
When a customer is interested in a destination they may call the CVB. The person answering should be someone with an innate love of helping people. If they are or are not that person, the customer will know in seconds and make a first impression. It could be good or bad all depending on the person answering the phone. The perfect person to answer a CVB phone is a true "director of first impressions" - someone with a cheery disposition, loves helping people, and knows the destination well.
Describe the unique service expectations of the leisure traveler.
When calling - they are expecting answers to a diverse set of questions and expecting the person on the other end to have those answers. At the welcome center - key components include brochures, maps, courtesy telephones, and an upbeat and knowledgeable representative behind the reception desk. These components will answer a lot of the FAQs. Telephones in the CVB make it easy for guests to make reservations right after being told about destinations or attractions. Some places even have a concierge for reservations.
Define a destination's strengths.
You must sell your strengths in a competitive marketplace or the customers are forced to do the sorting on their own, they will usually choose on the basis of price and availability alone. Some examples of strengths are: - Access: convenient location with good transportation access nearby - Dining: many options - Recreation: Facilities for watching/participating in sporting events - Night life: variety and proximity of nightly attractions - Attractions - Convention center: benefits and features of center, including convention and shuttle services - Hotel package: variety of hotels, pricing availability, their proximity to things - History: significant landmarks, famous people, historic stories - Affordability - Miscellaneous: random strengths like welcoming programs, shopping, language translation services - You: selling skills and passion you display over a competing salesperson These strengths and benefits will change for each customer you're selling to because needs change for every person.
Use market segmentation as a sales tool.
create different marketing mixes for each of the 3 segments so that potential customers have tailored plans for their organization.
