Destination Marketing Association International

2017 BUSINESS PLAN EXECUTIVE SUMMARY

2025 M Street, NW Suite 500 | Washington, DC 20036 | destinationmarketing.org

EXECUTIVE SUMMARY As the global trade association for official destination marketing organizations, convention bureaus and tourism boards, Destination Marketing Association International (DMAI) advances the success of destinations worldwide. Together with the support of the Destination & Travel Foundation, DMAI supports more than 600 official member DMOs in more than 15 countries with resources, research, networking opportunities, professional development and certification programs. In July 2016, DMAI launched one of several planning sessions to review past and current initiatives with the goal to build a new framework for the organization in 2017 and beyond. During an ongoing listening tour by the Association’s leadership team, visiting with more than 300 members and partners in 2016, a few things were heard over and over again: hh The

need for stronger advocacy on behalf of DMOs.

hh The

need for research to assist with strategic planning, return on investment (ROI), relevancy to stakeholders and advocacy for funding.

hh The

need for education, standards and best practices.

hh The

need for peer to peer networking.

The content that follows provides an overall 2017 Business Plan for DMAI. It is with the strategic goals and objectives outlined in this document that DMAI will set a path for the future to be the leading authority and resource for the destination marketing industry globally.

VISION, MISSION AND VALUE PROPOSITION As part of the 2017 strategic planning process, the senior management team reviewed the existing vision and mission for DMAI. The process included a competitive review of DMAI within the industry, interviews with key stakeholders and DMAI staff, a communications audit and hearing feedback directly from the members. After careful consideration, the below vision, mission and value proposition were finalized to guide organizational structure and strategic direction for DMAI in 2017 and beyond.

VISION Our members are essential to the success of destinations worldwide.

MISSION We empower our members so that their destinations excel.

VALUE PROPOSITION We inform, connect, inspire and educate our members to drive destination economic impact, job creation, community sustainability and quality of life through travel.

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2017 DMAI STRATEGIC GOALS In early 2015, DMAI launched a strategic planning process that culminated into a Thought Leadership Innovation session of approximately 70 industry professionals in Dallas in October 2015. From that session, goals were outlined. Following the feedback from members during the executive listening tour in 2016, the below strategies remain relevant to what members want, need and are willing to support. To guide the 2017 Business Plan, the following strategic goals will direct all DMAI iniatives: hh Industry

Advocacy Leadership: Become the recognized advocate for the DMO

industry. hh International

Impact: Expand DMAI’s international footprint to grow membership, nondues revenue and global impact.

hh Strategic

Partnerships: Transform DMAI’s partnership business model to create beneficial solutions for DMOs, partners and DMAI.

hh Next

Generation Professional Development: Become the premier source for destination marketing and management education and professional development.

MEMBER ENGAGEMENT A vibrant and engaged member community is the cornerstone of the Association and the Foundation. The member-centric culture that DMAI has instituted across all departments is core to the success of the new brand positioning and overall messaging for the Association. By delivering on the stated value proposition, stakeholders in turn will feel engaged, valued and empowered. Throughout 2017 DMAI will: hh Continue

the ongoing listening tour to further engage members and collect feedback to prioritize and evaluate all initiatives.

hh Develop

and share research, data and tools that support return on investment (ROI), exemplifies relevance to stakeholders and advocacy for funding.

hh Focus

on drawing members into a higher level of investment and participation in professional and organizational development opportunities.

hh Clearly

convey the role of the Foundation to deliver value on member investment and support of the Foundation’s efforts to support DMAI’s initiatives to empower DMOs through education, research and advocacy.

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PRODUCTS AND SERVICES DMAI provides members with resources, research, networking opportunities, professional development and certification programs, all keeping both individuals and organizations at the front of the industry curve. In 2017, it will be critical for DMAI to develop and execute product growth strategies for all destination products and professional development offerings. The following graphic illustrates a unified product road map that connects the core DMAI functions of research, advocacy and continuing education with individual and organizational offerings that are essential to the success of destinations worldwide.

Professional Development

Organizational Development

Membership

Value Proposition

BEGINNER

BEGINNER

Apprenticeship Program 30 Under 30

DestinationFIRST

Research

Fundamentals Annual Convention

DME (PDM)

DestinationNEXT

Destination Showcase

INTERMEDIATE

inu

nt

INTERMEDIATE

Gala

Co

CDME

ing

FCDME

o dv

io at

A

n

DMAI Institute

cy

ca

uc

Ed

Summits

DMAP

(DestinationBEST)

CEO Global Leadership Academy

ADVANCED

DMAI Committee Leadership

Destination Tools (EIC, empowerMINT, Tool Kits...)

DMAI Board Involvement Value Proposition

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ADVANCED

2017 BUSINESS PLAN: ADVOCACY AND RESEARCH DEPARTMENT GOAL: Through Advocacy and Research, DMAI will work to: hh Build

the Foundation to establish DMAI as an indispensable resource for its members and an authority for the visitor industry.

hh Raise

the level of effectiveness and professionalism of its members through advocacy, best practices, education, tools, and research.

hh Provide

actionable best practices and strategies for the sustainable success of its members while offering a road map towards the future.

hh Connect

with industry segments and exert its collective influence with issues and challenges that may impact DMOs globally.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Launch a DMO Advocate Toolbox to serve as a resource for members. The Toolbox will consist of downloadable tools and best practices ranging from advocacy planning templates and policy briefs to industry issue tracking.

2. Create a digital DMO Research Library of research reports, presentations and industry resources to provide a diverse collection of resources to all members.

3. In collaboration with the Foundation, facilitate DMO-related research to author reports on relevant topics to DMAI membership including the Compensation & Benefits Study, Organizational & Financial Profile Study, DestinationNEXT 2017 Study and the American Lodging Tax Study.

4. Host an Advocacy & Research Summit designed to advance the field of DMO advocacy and to provide members with the expertise they need to succeed in public affairs management, lobbying, grassroots advocacy, crisis communication, research and related areas.

5. Draft and propose an outline of 2017 Public Policy Principles that will form the architecture for staff to take positions on relevant issues and make informed decisions related to joining public policy coalitions.

6. Launch DMO Advocate Amplifier Project to “amplify” the efforts of the local DMO to further establish the travel industry as an important industry segment in the minds of governmental officials, business/civic leaders, thought leaders and the media.

EVALUATION, ASSESSMENT AND METRICS: Comprehensive evaluation and assessment of the Advocacy and Research initiatives will take two years. Interim measurements will include metrics related to online visits and engagement, event attendance, survey evaluations and participation in the Advocacy & Research Committee. Longer-term assessment will rely on measured satisfaction levels of DMAI members and the engagement with the products. 4 | 2017 DMAI BUSINESS PLAN

2017 BUSINESS PLAN:

DESTINATION & TRAVEL FOUNDATION DESTINATION AND TRAVEL FOUNDATION: STRATEGIC GOAL The Destination & Travel Foundation will empower destination marketing organizations and the travel profession globally by providing education, research, advocacy and scholarships.

STRATEGIC OBJECTIVES AND INITIATIVES: 1. Create a Governance Committee and structure to review the Foundation’s governance principles, bylaws and priorities to implement sound practices.

2. Work to improve, formalize and refine the grant review process and initiate a status/ reporting work flow for those projects funded by Foundation grants.

3. Relaunch the Foundation Annual Giving Campaign to raise funding to support the education, research, advocacy and scholarship mission of the Foundation.

4. Reimagine all Foundation fundraising events to increase revenue, visibility and prestige of the Foundation’s signature annual events: The Spirit of Hospitality Celebration, Annual Golf Classic and the Silent Auction.

5. Establish a dynamic and comprehensive Advocacy and Research effort that empowers members with information, best practices and tools, while also updating and improving all current signature research reports.

6. Work to stabilize and refocus current scholarships, research the possibility of additional scholarships, and create consistent and predictable funding.

7. Reimagine 30 Under 30 Program to provide valuable industry networking opportunities and increased thought leadership throughout the year. Relaunch the Apprenticeship Program to target talented graduate-level students and recent graduates to provide the opportunity to experience the scope of career opportunities available throughout the DMO industry.

8. Offer a DMO Board Governance Summit or workshop focused on orientating new DMO Board Chairs on the basics needed to become engaged and lead the work of a DMO board to become a committed ambassador and advocate for their DMO and destination.

9. Launch an Individual Giving Campaign to cultivate donations from DMO and industry professionals to generate new Foundation revenue and increase commitment and connection to the Foundation mission.

EVALUATION, ASSESSMENT AND METRICS: Evaluation and assessment of foundation iniatives will include measurement of board satisfaction, Foundation revenue, planned giving participation, successful fundraising events, event attendance, survey results and financial stability. Projects funded by Foundation grants will each have a set of metrics specific to them.

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2017 BUSINESS PLAN: DESTINATION PRODUCTS DEPARTMENT GOAL: Through a suite of destination products built on best practices, insights, tools, and research, DMAI will work to raise the effectiveness of DMOs; increase DMO relevancy among the destination’s stakeholders; raise the level of professionalism through accreditation; and provide actionable best practices and strategies for the sustainable success of members.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Develop and launch DestinationFIRST product to provide destinations with guidance and resources to empower community stakeholders and government entities looking to organize and consolidate public, private, and social sectors around the tourism industry to form or further establish a new DMO. This new product will include case studies, white papers, strategic plans and operational documents from successful DMOs around the world. The vision of DestinationFIRST is to provide DMOs with practical guidance, resources and examples to ensure sustainable success in a dramatically changing world.

2. Advance DestinationNEXT product by completing a new Futures Survey on key industry trends and best practices, continuing to aggressively market and sell assessments and workshops globally, and develop and implement a strategy to leverage DestinationNEXT for other DMAI products, services and membership.

3. Elevate the Destination Marketing Accreditation Program (DMAP) to further define standards in destination marketing and management by completing a programmatic review to ensure policies and procedures are current and in accordance with Association governance principles, meet industry best practices, are transferable for international growth and in alignment with other destination products.

4. Develop and launch Destination Tools to collectively align, brand and market a suite of “best practice” destination products that follow and support DMAP and DestinationNEXT product models.

EVALUATION, ASSESSMENT AND METRICS: Each product will be measured and evaluated on the number of users, survey results and revenue generated.

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2017 BUSINESS PLAN: EMPOWERMINT AND EVENT IMPACT CALCULATOR DEPARTMENT GOAL: The goal of empowerMINT and the Event Impact Calculator (EIC) department is twofold: to provide meeting planners with consistent education on the value of working with a DMO; and provide the DMO community with planner insights, education, industry knowledge, information, best practices and robust tools and products to enable them to achieve superior performance.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Increase DMAI subscription revenue by 4% for empowerMINT.com. 2. Increase DMAI subscription revenue by 39% for the Event Impact Calculator. 3. Develop and launch the Event Room Demand Analyzer (ERDA) and give DMOs a consistent methodology to quantify the total room demand of their events.

4. Add to the DMO body of knowledge through the Convention Sales and Marketing Practices Study and give participating DMOs access to the results through the Convention Sales Data Portal (CSDP), hosted on the MINT database.

5. Lead the next generation of empowerMINT by exploring new options, that will benefit the DMO industry and exploit the opportunities of aggregated destination content for the meetings market.

EVALUATION, ASSESSMENT AND METRICS: The following metrics will be used to measure empowerMINT and EIC: revenue and gross profit on empowerMINT and EIC; web traffic engagement; increased content on positioning the DMO value proposition; activity and queries, postings of bookings and histories; and the completion or launch of programs.

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2017 BUSINESS PLAN: GLOBAL DEVELOPMENT DEPARTMENT GOAL: Launch a multi-year phased initiative in 2017 to expand DMAI’s global footprint, strategically expanding the international membership base, increasing non-dues revenue through targeted products and services and growing corporate partnerships.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Implement targeted strategies to grow international DMO membership base and revenue.

2. Align DMAI products and events for the international marketplace. 3. Target and prioritize international trade shows and events to position and drive awareness of DMAI.

4. Develop and implement an international communications strategy to maintain and establish DMAI as the authoritative voice for the DMO industry.

5. Conduct research to establish key international industry trends and best practices. 6. Actively recruit international thought leadership on key DMAI committees and board of directors.

7. Facilitate peer to peer learning and networking opportunities for both domestic and international DMOs and CVBs to share and exchange best practices.

EVALUATION, ASSESSMENT AND METRICS: Evaluation and assessment for global initiatives will be measured on increased demand for specific products and services, membership and sponsorship growth in international target markets; and international program and event attendance.

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2017 BUSINESS PLAN: MARKETING AND COMMUNICATIONS DEPARTMENT GOAL: Marketing and Communications will implement and maintain an integrated marketing and communications framework to establish DMAI and the Destination & Travel Foundation as the authoritative voice for the DMO industry.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Implement a value proposition across organization, products, programs and services. 2. Implement a brand strategy across the organization (Association and Foundation) including products, programs and services.

3. Develop and implement domestic and international communications strategy to maintain and establish DMAI as the authoritative voice for the DMO industry.

4. Facilitate thought leadership through the Marketing and Technology Council. 5. Redesign and launch a new website, which will be inclusive of reviewing and implementing new site navigation, functionality and yet-to-be-determined integration of existing DMAI technology platforms.

6. Facilitate and collaborate on market research to identify trends and necessary data to support the needs of the broader DMO industry.

EVALUATION, ASSESSMENT AND METRICS: Evaluation and assessment of the Marketing and Communications department will be measured on the successful launch of the DMAI rebrand and communications strategy, website redevelopment and engagement; social media content growth and engagement; program and event attendance; destination product growth; and membership growth.

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2017 BUSINESS PLAN: MEMBERSHIP AND PARTNERSHIP DEPARTMENT GOALS: The Membership and Partnership department will look to strategically grow and sustain DMAI’s global member base, creating a robust, engaged and energetic member community. Membership and Partnership will: hh Increase

dues and non-dues DMO engagement and revenue through a redesigned membership model and targeted strategies attracting new members, retaining existing members and successfully delivering products, programs and services.

hh Successfully

sell and activate sponsorships, strategic partnerships, business memberships and other revenue-generating opportunities to a broad range of corporate and industry partners, leveraging Association and Foundation assets.

hh Achieve

targeted goals in cash and in-kind/cash-relieving gross revenue across Membership and Partnership for the Association and Foundation.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Develop and implement a redesigned member dues model over 2017 and 2018 that creates the highest level of value and relevance for DMO stakeholders and increases member dues revenue to over $1.8 million in 2017.

2. Implement targeted strategies to grow domestic and international DMO member base focused on US, Canada, Mexico, Latin America and Europe.

3. Lead implementation of a member-centric culture, with meaningful and powerful engagement between DMAI, its members and partners, to deliver the highest level of quality, relevance and value.

4. Expand and enhance corporate and industry partnerships across the Association and Foundation, delivering $2.8 million in 2017 across all segments of the organization, while also significantly increasing the level of engagement between DMAI’s business partners and DMO members.

EVALUATION, ASSESSMENT AND METRICS: Evaluation and assessment of Membership and Partnership iniatives will include measurement of member and partner revenue: membership growth; member retention; event attendance; member engagement and satisfaction; product and services consumption; and a successful membership model transition.

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2017 BUSINESS PLAN: PROGRAM MANAGEMENT AND MEETINGS DEPARTMENT GOAL: Program Management and Meetings will work to improve the knowledge base and skill sets of members through the recommendation, design and evaluation of all professional development programming and certifications, and provide continuous analysis, support and oversight to ensure quality, relevance and accessibility. Program Management and Meetings will: hh Become

the premier source for destination marketing and management education and professional development.

hh Create,

provide and advance professional development programs that are accessible, offer value and are relevant to the needs of the industry.

hh Develop

and redesign certification programs that are impactful, scalable and expand to international partnerships.

hh Engage

membership in the development and production of educational events to deliver the best educational opportunities in the DMO environment.

2017 STRATEGIC OBJECTIVES AND INITIATIVES: 1. Establish the Annual Convention as the “must-attend” event of the year through building peer-curated content and creating educational tracks that target specific segments within the DMO community.

2. Establish an endless staircase of professional development for the DMO professional to provide an educational path from entry level to CEO leadership.

3. Redesign Destination Showcase to better meet the needs of DMAI members and the changing marketplace of D.C. based, planner-focused, industry events.

4. Provide segmented and fast-response educational opportunities throughout the year to address the needs of all membership levels.

EVALUATION, ASSESSMENT AND METRICS: Evaluation, assessment and metrics for each program will vary. Each program will have revenue and attendance goals, and will also include survey performance as part of the evaluation process.

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