AI in Tourism: Revolutionizing Personalized Experiences and Operational Efficiency – Part 1 of 8

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A person interacts with artificial intelligence By AndersonPiza

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This is Part 1 of a 8-blog posts series “Exploring the Intersection of Artificial Intelligence and Tourist Experiences: Insights into AI-Driven Customization and Its Impact on Tourism”.

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1. Introduction to AI’s Transformative Role in Tourism

1.1. A Glimpse into AI and its Expanding Horizons

Artificial Intelligence (AI) stands as a beacon of transformation across diverse sectors, with its applications ever-evolving. Within the tourism landscape, AI promises to redefine our travel experiences, spanning from tailored recommendations to the intelligent automation of myriad services.

At its essence, AI is a computer science domain dedicated to crafting systems adept at tasks typically necessitating human intellect. Such tasks encompass learning from new data, comprehending human language, pattern recognition, and decision-making. AI branches into two primary categories:

  • Narrow AI: Tailored for specific tasks like voice recognition.
  • General AI: Capable of any intellectual endeavor a human can undertake (Russell & Norvig, 2020).

Machine learning, a notable AI subset, revolves around crafting algorithms enabling computers to learn and decide based on data. A deeper dive into machine learning reveals deep learning, which employs multi-layered neural networks to decipher intricate data patterns. Such methodologies have found applications across sectors, achieving commendable outcomes (Goodfellow, Bengio, & Courville, 2016).

In tourism, AI’s prowess manifests in enhanced personalization, elevated customer service standards, and streamlined operations. For instance, AI-driven recommendation engines can curate travel suggestions tailored to a tourist’s preferences, amplifying the overall experience (Li, Wang, Liang, & Huang, 2020). Furthermore, AI’s automation capabilities, as seen in chatbots, offer real-time customer responses, leading to operational cost reductions (Gursoy, Chi, Lu, & Nunkoo, 2019).

Additionally, AI’s optimization capabilities have been harnessed in tourism. Predictive analytics powered by AI can forecast tourist demand, allowing businesses to refine their resources and offerings (Li, Law, Vu, Rong, & Zhao, 2018). AI’s prowess in analyzing online sentiments offers insights into customer preferences (Xiang, Du, Ma, & Fan, 2017).

In summation, AI’s potential in reshaping the tourism sector is undeniable. As it continues its evolutionary journey, its role in curating bespoke tourist experiences will only magnify.

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1.2. AI’s Growing Footprint in Tourism

The tourism industry is witnessing a paradigm shift, with AI emerging as a pivotal transformative agent. As elucidated by McCartney and McCartney (2020), AI encapsulates technologies proficient in emulating advanced human intelligence facets during problem-solving. With tourism undergoing a digital metamorphosis (Buhalis, 2020), AI’s initial imprints are discernible across the sector’s spectrum (Kong et al., 2022).

AI’s influence is evident in both operational and marketing facets of tourist destinations (Inanc-Demir & Kozak, 2019). From personalization engines and robots to forecasting systems and smart travel assistants, AI’s capabilities are vast. Its disruptive potential is already reshaping the industry’s core (Buhalis et al., 2019; Buhalis & Moldavska, 2022; Leung, 2020).

McCartney and McCartney’s (2020) research accentuates AI’s transformative potential in tourism. They advocate for AI’s capabilities in bolstering operational efficiency, refining customer service, and driving profitability. For instance, AI-empowered chatbots can offer round-the-clock interactive customer service, catering to guest queries, curating personalized recommendations, and even facilitating simple bookings. This not only elevates customer service standards but also trims response times, fostering guest loyalty and satisfaction.

Furthermore, AI’s analytical depth offers immense potential in hotel marketing. For example, AI can meticulously dissect customer data, segmenting users based on past behaviors, preferences, or demographics. This aids hotels in fine-tuning their marketing strategies, fostering customer engagement and loyalty (Lv et al., 2022).

However, the AI integration journey isn’t devoid of challenges. These encompass the quest for pristine data, the intricacies of harmonizing AI systems with human roles, and the hotel sector’s historical hesitance towards novel technologies (Chan et al., 2018; Stylos et al., 2021).

In conclusion, AI’s transformative potential for the tourism sector is monumental. By refining operational efficiency, elevating customer service, and enabling profound analytical insights, AI is poised to redefine the tourism industry’s interactions with its clientele.

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#AI #Tourism #Travel #AIinTourism #MachineLearning #DeepLearning #PersonalizedTravel #TourismTech #DigitalTransformation #SmartTourism #AIChatbots #TravelInnovation

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The Digital Communication Plan for Tourism – Part XII: Measurements of the digital communication plan

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KPI Key Performance Indicator by fauziEv8

Key Performance Indicators (KPIs) are used by organizations of all sizes to measure their marketing or business results. KPIs are measurable values that business decision-makers use to evaluate the success of the company. In the context of digital communication, there are specific KPIs to monitor the effectiveness of the actions outlined in the communication plan and to improve areas where results fall below expectations.
For instance, the most common KPIs in Social Media Marketing include likes, followers, comments, and shares, but this is by no means an exhaustive list. The list of KPIs, if it were to encompass all possibilities, would exceed hundreds of items because each organization determines its own set of KPIs. Having too many KPIs does not lead to better control of communication but rather makes it difficult, if not impossible, to read performance reports. It is crucial to find the right number of KPIs that only provide measurements of the parameters that matter.
As a general guideline, having 20-30 KPIs can be sufficient to keep the situation under control. According to Karola Karlson from scoro.com [Karlson K., 2022], KPIs for digital communication can be divided into five main categories:

  1. Lead generation
  2. Website & traffic metrics
  3. SEO optimization
  4. Paid advertising
  5. Social media tracking

Karola Karlson identifies 37 possible KPIs to use within these five categories. Here are some examples.


Lead generation:

  • Monthly new leads/prospects
  • Qualified leads per month
  • Cost-per-lead generated
  • Cost per conversion
  • Average time of conversion
  • Retention rate
  • Attrition rate
  • Net promoter score

Website & traffic metrics:

  • Returning vs. new visitors
  • Visits per channel
  • Average time on page
  • Website conversion rate
  • The conversion rate for call-to-action content
  • Click-through rate (CTR) on web pages
  • Pages per visit

SEO optimization:

  • Inbound links to a website
  • Traffic from organic search
  • New leads from organic search
  • Conversions from organic search
  • Page authority
  • Google PageRank
  • Keywords in the top 10 SERP
  • Rank increase of target keywords
  • Conversion rate per keyword
  • Number of unique keywords that drive traffic
  • Volume of traffic from video content

Paid advertising:

  • Leads & conversions from paid advertising
  • Cost per acquisition (CPA) & cost per conversion
  • Click-through rate on PPC advertising

Social media tracking:

  • Traffic from social media
  • Leads and conversions from social media
  • Conversion rate
  • Managed audience size
  • Engagement rate
  • Mentions
  • Social media ROI

These 37 KPIs provided by Karola Kalrson are examples, and each organization will need to decide which KPIs are relevant to their specific case. Some of the KPIs on this list are easily understood, while others may be more complex.

Click here for Part I ; Click here for Part II ; Click here for part III; Click here for Part IV

Click here for Part V ; Click here for Part VI ; Click here for Part VII ; Click here for Part VIII

Click here for Part IX ; Click here for Part X ; Click here for Part XI

Sources:

#Measurements; #digitalcommunicationplan; #KPIs; #marketingresults; #businessresults; #effectiveness; #communicationplan; #improvement; #SocialMediaMarketing; #likes; #followers; #comments; #shares; #KPIlist; #control; #parameters; #leadgeneration; #websitetrafficmetrics; #SEOoptimization; #paidadvertising; #socialmediatracking; #leadgeneration; #monthlynewleads; #qualifiedleads; #costperlead; #costperconversion; #averagetimeofconversion; #retentionrate; #attritionrate; #netpromoterscore; #websitetrafficmetrics; #monthlywebsitetraffic; #returningvsnewvisitors; #visitsperchannel; #averagetimeonpage; #websiteconversionrate; #conversionrate; #clickthroughrate; #pagespervisit; #SEOoptimization; #inboundlinks; #trafficfromorganicsearch; #newleadsfromorganicsearch; #conversionsfromorganicsearch; #pageauthority; #GooglePageRank; #keywordstop10SERP; #rankincreaseoftargetkeywords; #conversionrateperkeyword; #numberofuniquekeywords; #volumeoftrafficfromvideocontent; #paidadvertising; #leadsandconversions; #costperacquisition; #clickthroughrate; #socialmediatracking; #trafficfromsocialmedia; #leadsandconversionsfromsocialmedia; #conversionrate; #managedaudiencesize; #engagementrate; #mentions; #socialmediaROI

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The Digital Communication Plan for Tourism – Part XI: Actions for maximizing impact and effectiveness

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Idea, Plan, Action by Tatiana_Mara

The digital communication plan is a strategic document that requires careful planning and precise management to achieve positive results. Not only does it define the actions to be taken over time, but it also fulfills a crucial role in honoring the commitment to the destination’s stakeholders by adhering to a specific course of action..

However, it is important to note that the editorial plan must be executed punctually unless unexpected events occur that, depending on their severity, may require partial or total revision of the plan. For example, the recent Covid-19 pandemic has forced many to rethink and adapt previously defined plans.

Regardless of the circumstances, the fundamental principles of good project management applied to digital communication include a precise understanding of timing, costs, and expected quality, as well as the flexibility to make changes during the implementation of the plan. It is also essential to periodically evaluate the results achieved in order to make necessary adjustments and improvements.

Following the planning flow described in this series of posts provides a solid foundation for optimally managing digital communication activities. However, it is important to emphasize that the success of the plan will also depend on adaptability and responsiveness to the changing dynamics of the digital context. Maintaining constant attention to trends, new opportunities, and stakeholder needs is essential to maximize the overall impact and effectiveness of the digital communication plan.

Click here for Part I ; Click here for Part II ; Click here for part III; Click here for Part IV

Click here for Part V ; Click here for Part VI ; Click here for Part VII ; Click here for Part VIII

Click here for Part IX ; Click here for Part X

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#digitalcommunication; #timing; #costs; #expectedquality; #flexibility; #changes; #implementation; #results; #planningflow; #adaptability; #responsiveness; #digitalcontext; #attention; #trends; #newopportunities; #stakeholderneeds; #impact; #effectiveness

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The Digital Communication Plan for Tourism – Part X: Budget

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Budget by formatoriginal

Any communication activity entails a series of economic costs and human resources that need to be estimated during the planning phase to ensure that the necessary resources are available to carry out the activity.

There is no one-size-fits-all communication budget template, but the main items typically include:

  • Human resources costs (organizational structure, agencies, and external collaborators)
  • Costs for content creation (text, translations, photos, videos, printed materials, etc.)
  • Expenses for hospitality and transportation for press, operators, influencers
  • Costs for ICT services
  • Advertising campaigns and special communication projects
  • (if applicable) Costs for info points and tourists assistance activities in the area

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Click here for Part V ; Click here for Part VI ; Click here for Part VII ; Click here for Part VIII

Click here for Part IX

Sources:

#Budget; #CommunicationCosts; #HumanResources; #ContentCreation; #HospitalityExpenses; #TransportationExpenses; #ICTServices; #AdvertisingCampaigns; #CommunicationProjects; #TouristsAssistanceCosts; #InformationActivities

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The Digital Communication Plan for Tourism – Part IX: Timing

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Gantt chart By leungchopan

The aspect of timing is of fundamental importance in the implementation of the digital communication plan and must be addressed from different perspectives:

  • Phase of the customer journey
  • Seasonality and events
  • Booking window

The phases of the customer journey are those seen in this post (Dreaming, Researching, Booking, Experiencing, Sharing), and for each of these phases, it is crucial to convey the most appropriate message and distribute it where tourists obtain their information.

The most important phase, as tourists have not yet chosen a destination and therefore where we have the most influence, is the Dreaming phase. It is crucial to understand when and where our tourist audiences seek inspiration for their vacations.

A second aspect of timing choices concerns the communication of seasons, events, and recurring occasions. The communication plan must therefore gather information related to these moments to plan effective communication campaigns well in advance.

The third aspect of timing to consider in communication is the useful booking window, which varies from one geographic market to another and from one target audience to another (for example, vacation planning). This is based on factors such as age, family size, lifestyle, and other factors.

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Sources:

#Timing; #CustomerJourney; #Seasonality; #Events; #BookingWindow; #DigitalCommunication; #Influence; #Inspiration; #CommunicationPlan; #EffectiveCampaigns; #GeographicMarket; #TargetAudience; #VacationPlanning

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The Digital Communication Plan for Tourism – Part VIII: Channels

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Media By wanaktek

The destination or operator can choose whether and what to communicate directly (e.g., through their own website and blog) and what to communicate using other media (e.g., professional bloggers, online magazines, customers, residents, etc.).

In the digital world, there are numerous channels for communication. A classification, called the PESO™ model (Fig. 4), introduced by Gini Dietrich of Spinsucks [Spinsucks, 2020], helps us identify four types of online media:

  • (P) Paid Media
  • (E) Earned Media
  • (S) Shared Media
  • (O) Owned Media

Fig. 4 PESO™ Model – ©Gini Dietrich, spinsucks.com [Spinsucks, 2020]

  • Owned Media refers to media owned by a destination or a tourism operator, such as the website, blog, and social media channels through which the destination or operators communicate. They are “owned” as the control over the content lies entirely in the hands of the communicators (destination/operators). This is true for websites and blogs hosted on owned domains, while it partially applies to social media platforms where communicators must adhere to their rules and evolutions over time, although in general, destinations and operators have significant control over the published content.
  • Paid Media includes paid advertising channels. The internet provides various forms of advertising, such as sponsored posts on Instagram or Facebook, paid search engine ads, banners, and videos on third-party websites, and more. Therefore, in the case of social media, they become paid media when used for sponsored posts.
  • Shared Media refers to media shared by others (typically tourists, but also operators, etc.) where they share our content. This aspect is crucial for generating digital word-of-mouth and referrals (recommendations to family and friends)
  • Earned Media refers to earned media coverage, such as influential media outlets (online publications, influencers, etc.) that feature our content or mention our communication messages (proposals, themes, experiences, products, unique features, etc.). The difference between Shared Media and Earned Media lies in the level of influence of the media: typically, Shared Media consists of individuals who communicate within their circles of friends and acquaintances, while Earned Media includes professional or semi-professional communicators who reach their reference communities, with a more pronounced amplification effect.

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Click here for Part V ; Click here for Part VI ; Click here for Part VII

Sources:

#Channels; #DigitalCommunication; #OwnedMedia; #PaidMedia; #EarnedMedia; #SharedMedia; #OnlineMarketing; #InfluencerMarketing; #ContentStrategy; #TourismCommunication

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The Digital Communication Plan for Tourism – Part VII: Senders, Styles, and Tones

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Follow us By formatoriginal

In digital communication for tourism, the main sender is the destination itself, but it should rely on other voices besides its official voice. In fact, the destination is responsible for institutional communication, but it is crucial for communication to be enriched by the voices of tourists, residents (who work in tourism or simply live in the destination), as well as influencers who are invited by or are present in the destination. Messages on the internet have a greater potential for dissemination when they are amplified by multiple entities, generating digital word of mouth.

Clearly, the increased message penetration associated with a multi-voiced communication is achieved when there is agreement on the content to be communicated. It is even better if the destination shares strategies, plans, guidelines, and communication logic. Otherwise, there is a risk that tourists will receive conflicting or even opposing messages. Of course, in a free world, it is neither possible nor advantageous to control the communication of all entities in the area. Instead, it is important to define and share themes, messages, formats, and graphics used in communication in a participatory manner, working together like a symphony orchestra.

In digital communication, in addition to traditional media relations that manage relationships with the traditional press, the communication team benefits from digital media relations. Therefore, the Destination Management Organization (DMO) manages relationships not only with traditional media (print, radio, TV, etc.) but also with digital creators and influencers to generate greater online engagement and targeted message dissemination.

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Click here for Part V ; Click here for Part VI

Sources:

#DigitalCommunication; #Tourism; #DestinationMarketing; #Influencers; #WordOfMouth; #OnlineEngagement; #MediaRelations; #ContentStrategy; #CommunicationGuidelines; #TravelMarketing

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The Digital Communication Plan for Tourism – Part VI: Strategies and Tactics

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Growth By formatoriginal

To achieve planned objectives, it is necessary to define a specific strategy. A strategy is the action scheme that will be implemented to achieve those objectives. The strategy materializes in activities that are the planned methods to achieve the goals of the plan.
The strategy is the way to achieve a goal, while tactics are the steps of a strategy. Tactics consist of actions.

In other words, the strategy is the general answer to the question “how to…?”, while tactics are the more detailed answers, and actions are even more detailed secondary responses. Thus, a hierarchy is created between strategies, tactics, and actions.

Strategy is based on creativity and innovation, to differentiate oneself from competitors and to attract the attention of customers with the uniqueness of one’s own brand. It is therefore crucial at this stage to find inspiration.

This does not mean that inspiration must only come in meeting rooms or under the shower, but it is also possible (and recommended) to browse through successful strategies and campaigns introduced by others.

For example, you can find success stories on social media in the business section of Facebook (www.facebook.com/business/success).

Furthermore, case studies can provide valuable information that you can apply to your digital communication plan.

Additionally, you can look at the winners of international awards such as The Shorty Awards (https://shortyawards.com/) or The Streamy Awards (https://www.streamys.org/) to have examples of brands that excel in communication.

In addition to that, you need to follow profiles and brands that you like and understand how they succeed, combining the decisions of one with the choices of another and integrating it all with a pinch of your own imagination. These are good ways to practice digital creativity.

Click here for Part I ; Click here for Part II ; Click here for part III; Click here for Part IV

Click here for Part V

Sources:

#DigitalCommunicationPlan #Tourism #Strategies #Tactics #Goals #Inspiration #Creativity #Innovation #Competitors #BrandUniqueness #SuccessStories #SocialMedia #Facebook #Business #CaseStudies #ValuableInformation #DigitalCommunication #ShortyAwards #StreamyAwards #Brands #Communication #Profiles #Imagination #DigitalCreativity

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The Digital Communication Plan for Tourism – Part V: Audiences /Targets

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Target icon by formatoriginal

An essential aspect of the communication plan involves selecting the audiences, also known as targets, as it is not appropriate to address undifferentiated audiences (generalized and mass communication). Instead, it is crucial to select potential interested individuals for each message.

Mass communication, by its nature, being generic and not targeted, does not elicit a particular response from anyone within such a large group. Instead, it is necessary to address specific audiences, targets, segments, and targeted niches with specific messages that leverage their passions, interests, specificities, and unique needs within these narrower groups.

Clearly, a diverse and comprehensive offering can be directed at multiple specific targets, but each target should receive a targeted and unique message. It is possible to start with the product, offering, or experience and identify the target audience as those who can and want to enjoy that particular solution. It is also possible to start with niche targets, communities identified through studies or online reconnaissance, and based on their needs, inclinations, interests, and passions, re-evaluate the offering and communicate it in the most appropriate manner.

It is also important to differentiate communication for each target, even with the same offering, by differentiating attributes, characteristics, emotions, and suitable occasions for each target.

Especially with the advent of digital communication, it becomes easy and, in some ways, necessary to communicate a rich variety of messages for specific target audiences.

For example, mountain bike tourism, which is already a sub-segment of cycling tourism, further divides into completely different niches with specific and distinct needs, such as:

  • Rail-trail riders: “Rail-trail riders” love non-paved roads or relatively easy trails with few obstacles. They are generally families who enjoy a relaxing afternoon ride on a converted disused railway path or an old cleared road to admire the landscape.
  • Cross-Country riders prefer single tracks that cover a variety of terrains with a mix of moderate to difficult climbs and descents.
  • Downhill riders are often found in ski resorts, taking their bikes on a ski lift and descending the longest possible mountain trail. Downhill riders often seek bike parks equipped with lifts or shuttle services.
  • Gravel riders: “Gravel riding” is an increasingly popular form of cycling that combines aspects of road cycling and mountain biking. Gravel riders seek long routes on unpaved roads, gravel, and other non-paved roads like forest roads.

But the list of mountain bike tourists doesn’t end there and continues with All-mountain/Enduro riders; Four-cross/Dual Slalom riders; Freeride riders; Dirt Jumping riders; Trials riders; Urban/Street riders; Trail riding riders; Marathon riders (Fig. 3).

Fig. 3 – Different niches of Mountain Bike tourists (own elaboration)

In a future post, we will also discuss the concept of “buyer personas,” a more current and effective segmentation method that helps to further target the digital message, both for web marketing and, especially, for social media marketing.

In the following sections, we will continue with the main areas of the digital communication plan for tourism and address basic strategic questions.

Click here for Part I ; Click here for Part II ; Click here for part III; Click here for Part IV

Sources:

#DigitalCommunication; #Tourism; #TargetAudience; #Segmentation; #BuyerPersonas; #MountainBikeTourism; #RailTrailRiders; #CrossCountryRiders; #DownhillRiders; #GravelRiders; #AllMountainEnduroRiders; #FourCrossDualSlalomRiders; #FreerideRiders; #DirtJumpingRiders; #TrialsRiders; #UrbanStreetRiders; #TrailRidingRiders; #MarathonRiders; #WebMarketing; #SocialMediaMarketing

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The Digital Communication Plan for Tourism – Part IV: Objectives and Messages

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Business achievement goal and objective target concept. By formatoriginal

Communication objectives can include brand affirmation, product promotion, sales increase, highlighting specific experiences, conveying particular aspects, announcing news, promoting specific events in the area, and so on.

Defining objectives is one of the key stages in any communication and marketing plan. Setting objectives provides an idea of where the organization is heading and allows for any necessary adjustments and modifications to the communication strategy if there is a deviation during the process.

The definition of objectives should follow the SMART criteria [CMI, 2014]:

  • Specific: Clearly defined and easy to understand.
  • Measurable: Objectives can be quantitatively or qualitatively measured.
  • Achievable: Objectives should be challenging but not impossible, based on available resources and capabilities.
  • Relevant: Objectives defined in the plan should be important for the organization, strategically relevant, and aligned with other relevant objectives.
  • Time-related: Objectives should have a timeframe for achievement and specific deadlines for assessing goal attainment.

To distribute the objectives consistently with the different stages of the tourist’s customer journey, it is essential to use the funnel [marketingprofs.com, 2016], [rockcontent.com, 2020] mentioned in a previous post:

  1. Exposure
  2. Discovery
  3. Consideration
  4. Conversion
  5. Customer relationship
  6. Retention

This model provides a framework for potential communication objectives. For example, the first objective to achieve in a new market or with a new audience is brand awareness, which is accomplished through exposure. It is important to guide tourists along their customer journey without excessively pushing for a purchase action, as it would not be an effective strategy.

Examples of objectives may include:

  • Creating or increasing brand awareness
  • Building or increasing brand credibility/trust
  • Improving or modifying brand positioning
  • Educating and preparing the audience
  • Increasing market share
  • Launching a new product
  • Introducing the destination in new markets (local or international)
  • Improving return on investment (ROI)
  • Optimizing different levels of the funnel (e.g., generating new leads)
  • Attracting new tourists
  • Fostering loyalty among current tourists
  • Increasing arrivals/visits
  • Increasing sales/revenue
  • Enhancing conversions
  • Increasing customer loyalty
  • Boosting engagement (online audience involvement)

Objectives can (and should) be subdivided by offers, target audience, markets, seasons, etc.

To achieve the objectives set during planning, communication relies on messages, which are a structured form of communication that convey the objectives, highlighting attributes and benefits. Messages are divided into primary and secondary messages based on content priority.

In communication, it is important, even with multiple objectives to be achieved, to focus on one element at a time for the sake of clarity, uniqueness, and ease of reception by the recipient.

In the following sections, we will continue with the main areas of the digital communication plan for tourism and address basic strategic questions.

Click here for Part I ; Click here for Part II ; Click here for part III

Sources:

  • [CMI, 2014] CMI (Chartered Management Institute), “Setting SMART Objectives Checklist 231” November 2014 https://www.managers.org.uk/wp-content/uploads/2020/03/CHK-231-Setting_Smart_Objectives.pdf visualizzato il 13/08/2021
  • [marketingprofs.com , 2016] marketingprofs.com, Matt Banner “Today’s Digital Marketing Funnel (and How to Optimize Your Conversions)” 22 march 2016, https://www.marketingprofs.com/articles/2016/29582/todays-digital-marketing-funnel-and-how-to-optimize-your-conversions ; retrieved 22.05.2023
  • [rockcontent.com, 2020] rockcontent.com, Rock Content Writer, 31 march 2020 “Digital Marketing funnel: what is, how to create one and what type of content work in each stage” https://rockcontent.com/blog/digital-marketing-funnel/ ; retrieved 22.05.2023
  • [Rossi A., 2022] Andrea Rossi “Comunicazione Digitale per il Turismo”, Amazon KDP, 2022

#DigitalCommunication #TourismMarketing #CommunicationStrategy #BrandAwareness #MarketingObjectives #CustomerJourney #FunnelMarketing #BrandCredibility #BrandPositioning #TargetAudience #MarketSegmentation #ROI #OnlineEngagement #CustomerRetention #TravelIndustry #DestinationMarketing

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