This document summarizes information about destination marketing organizations (DMOs) and trends in the industry: 1) It provides statistics on DMOs, such as over 600 member organizations in 16 countries with $2.5 billion in annual budgets. The average US DMO has 13 staff and is mostly independent and non-profit. 2) It discusses trends in consumer behavior like increased online activity and an expectation of integrated experiences across channels. This is transforming DMO roles to focus more on value than relevancy. 3) A case study is presented on a regional DMO that fulfills economic development, marketing, and chamber of commerce functions for a valley in Colorado. 4) New resources are summarized

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Destination Marketing and
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2. ADVANCE THE
DMO PROFESSIONAL
ADVOCATE FOR THE
DMO INDUSTRY
PROTECT & LEVERAGE
ASSOCIATION
RESOURCES
 Professional Development
 Career Development
 Peer-to-Peer Networking
• At Home
• In the Meetings Market
• In the Consumer Market
 DMO Members
 Allied Members & Sponsors
 Leadership & Governance
 Professional Management
DMOs
2
1
3
DMAI’S ROLE

3. 600
DMO Member
Organizations
Within 16 Countries
$2.5B+
Annual Budgets
Sources:
1.DMO Marketing Activities Study, DMAI
2.2013 DMO Organizational & Financial Profile Study, DMAI

4. 79% receive hotel tax
dollar investment
U.S. DMOs at
a glance
Average Staff = 13
46% of DMOs are
membership based;
average of 100 members
Sources:
1. 2013 North American DMO Organizational & Financial Profile Study, DMAI
74% are independent, not-for
profits
 Of that 63% are 501(c)(6)s
 14.6% are government agencies
 4.6% are Chamber of Commerce
 4.0% are authorities
38
%
22
%
19
%
18
%
9%
23
%
16
%
Market &
Sell To
Visitors
Inform &
Advise Visitors
Develop
Destination Deliver
Visitor
Services

5. DMO
Investment
Description
2013 DMO
Organizational &
Financial Profile
Study
What we learned
 2013 average DMO budget
increased 3% breaking $3M
 1 in 7 destinations increase
investment through TID /
MDA / Voluntary marketing
fee
 38% of DMO’s have
partnership programs
218 participating DMOs’ revenue and
expenses, funding sources, visitor
taxes break downs, allocations,
financial policies, visitor center
information and online marketing
efforts
Source:
1.2013 DMO Organizational & Financial Profile Study, DMAI

6. Group Sales
Impact
Description
2013 DMO Group
Sales
Channel Impact
Study
What we learned
 Collectively drove 39 million
group room nights for future
events, growing by 4.9% from
last year
 Over 280 U.S. destinations
rely on DMO sales and
marketing efforts to attract
events to their respective
communities.
Quantifies the impact of DMO group
sales channel from 2009 to 2012
based on booked room nights for
future events, occurred event room,
and the number of events that
occurred and were booked
Sources:
1.DMO Marketing Activities Study, DMAI
2.2013 DMO Organizational & Financial Profile Study, DMAI

7. 1 in 5
Group hotel room
nights in the U.S.
influenced by DMOs
Growth of 4.9% from last year
39M
room nights
(booked)
Source:
1.. 2013 DMAI DMO Group Sales Channel Impact Study, DMAI

8. TRANSFORMATIVE and TRENDING
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9. CONSUMER BEHAVIOR
 The growth and ease in the consumer’s ability to access products and
services via the Internet (and complementary technologies) has made
side-stepping established businesses more common, disrupting traditional
distribution channels and entrenched ways of doing business
 Individuals have become more active online creators (77% compared to
10% seven years ago), ranging from consumer-curated content (e.g.,
Pinterest, Instagram) to individually-created products and or services for
sale. This increased activity suggests that businesses who expect the
consumer to passively accept their static offerings will become increasingly
irrelevant to that very consumer.
 Organizations who do not offer an integrated consumer experience across
all channels and platforms -- mobile strategy, in-store strategy, advertising
strategy, to name a few -- will be side-stepped in favor of one that is
responsive to the consumer’s needs and available when the consumer is
looking for them
9

10. EVOLVING DMO ROLES
 There is growing demand for DMO attention as DMOs gain visibility and
become more relevant, creating more demand on the DMO budget
 DMOs are experiencing increased competition in their meeting planner
and consumer channels – and even with local stakeholders. The industry
needs to evolve its positioning and language from one of ‘relevancy’ to that
of ‘value’
 The DMO industry must explore more ways to work together to position
themselves collectively more efficiently than they can individually to
ultimately inspire more travel
 Based on the DMAI Strategic Planning Survey of more than 100 DMO
CEOs, the majority of official DMOs believe their value proposition to be
“economic development through tourism.”

11. VAIL VALLEY GETTING IT DONE
REGIONAL COMMUNITY DEVELOPMENT
ORGAINIZATION
800 MEMBERS – 21 IN LAST QUARTER
DEDICATED TO ECONOMIC VITALITY OF VAIL
VALLEY
ENSURE LOCAL BUSINESS SUCCESS
 Partnering with local businesses
 Collaborating with key stakeholders
EFFORTS AND BENEFITS:
3 DISTICNT ROLES
 Chamber of Commerce,
 Destination Marketing Organization
 Economic Development
The Partnership strives to sustain and enhance the Vail Valley
as a tourism destination and as a place to do business by
contributing
to the identity and economic well-being of the community.

12. A Strategic Roadmap
Global Destination Marketing
for the Next Generation
FIELDED APRIL 214
OVER 250+ GLOBAL DMOs Participation
A comprehensive definition of the current
state of affairs
A view of the future, identifying emerging
social, economic and competitive trends and
Recommendations on how DMOs should
respond
Toolkit to assist DMOs in their response
Futures Study
Destination Next

13. Destination Arena - 100+ Measures
Compare DMO Performance
Meeting Sales
Booking Pace
Membership
Leisure
Interactive
Mobile
Social
Resources/Strategy
Market Conditions
Dashboards
• Up to date business
intelligence based on
automated data feeds
• Interactive to allow for
customization
Annual Reports
& Quarterly
Webinars
• Annual State of the Industry
Report
• Quarterly Webinars dealing
with specific topics and short-
term developments
Customized
Reports
• Report customized to review
individual performance relative
to peers and competitors
• Available for individual
organizations or regions
Workshops • Consulting and workshops to
assist DMO improve
performance

14. Why should you care?
STAR report for DMOS
Blueprint for Improvement, professionalism, Architects of your tourism
cathedral
Real-time and ongoing comparative tracking of current business and future
outlook
Detailed assessment of competitive position
Proactive plan available instanteously
to develop strategy before the storm
Strategic input to sales and marketing activities