Management and Crisis articles Minimize

A New Vision for Achieving Community Success, Growth and Sustainability

Have you ever wondered what it would be like to start over? Knowing what you know now, a once-in-a-lifetime opportunity to get it right? In this tumultuous era when everything is being questioned, we have the rare opportunity to re-examine how and why DMOs were founded, how they have evolved and what changes need to be actualized to realize the full potential of community development agencies going forward. CLICK HERE to read our vision for the future.
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Board Diversity for Destination Organizations

Today, we realize a much broader diversification of the Destination Organization Board is needed; one that takes into consideration a more comprehensive understanding of those we represent through our work to enhance quality of place and life. CLICK HERE to read the white paper.
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Crisis Management Guide - Planning for the Inevitable Social Media Disaster

by Talkwalker

It takes years to earn a good reputation...and seconds to annihilate it. Time spent building up trust around your brand,

turned to dust. With people online 24/7/365, it’s critical that brands have a crisis management plan. Ignoring online conversation isn’t an option. Brands must communicate, listen, and respond effectively to meet customer expectations. In this in-depth article from Talkwalker, you'll gain valuable insights into how to prepare your destination and organization.

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Destination Partnership Development: The Other Web

by Amie Burrill, CDME of the Burnsville MN CVB

Destination Marketing/Management Organizations have traditionally utilized the basic tools of product marketing. The competitive nature of the tourism industry retains a threat to survival for those DMOs who are not current in evaluating the performance and future of their marketing programs in our dynamic and technically evolving marketplace. CLICK HERE to read Amie's white paper.

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Town and Gown Relationships for Destination Marketing

by Stephen Koranda, CDME, CTA

“Traditional” partners of a DMO typically include hotels, convention centers, sports facilities, attractions and restaurants. Meanwhile secondary partners may consist of Parks and Recreation departments, arts councils, economic development offices, and/or district associations such as a downtown association. But in some destinations, the university is a key partner. Click HERE to download Stephen's paper which reveals 5 ways DMO's have collaborated with their local universities to further drive visitation.
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