5. What to do?
• Primarilydomestic market
• Limited resources (money)
• More important to be ”local champion”
than world champion
• Little or noknowlegdeofthe digital
marketing shift
11. It costs up to five times as
much to
developnewcustomers as
it does to
retainexistingcustomerrel
ationships(Framnes and Thjømøe, 2003”
12. • Part
oftheNorwegianclus
ter program
”Arena”
• 74
companiesthatwork
in a
commitednetwork
• Research and
Innovation
• Digital is
13. During thevisit
EXPERIENCES
Beforethevisit Afterthevisit
GUEST MANAGEMENT
DREAMS SYSTEM MEMORIES
REPURCHASE
RECOMMENDATION
14. Secureshort-
termresults, whiledevelopin
gstrategic and long-term
Visitor Corporate Social
experiences
and analog Responsibility
repeatvisitati
on/repurchas
e
ERM systems
CRM systems
digital
Management systems
(RevenueMangement)
2012 2016 Time
16. Attitudes, tools and methods
Complaintsarethe best!
Are
yourcustomerssayin
g ”thankyou” or
WoW? Everybodyonboard!
Want to be best in theindustry?
Involveyourcustomers!
17. Futureroleof DMO?
• No longer in ”chargeofthe marketing”
• Facilitator to assisttheindustry to be the
best – customerexperiencesarekey
• Flexible and change-oriented
18. So whatabout Southern Norway?
• Constantlytrying to keep up withchanges.
• Clusternetworkbasedonindustryneeds.
• Knowlegde-basedorganizationwithhigh
digital focus.
• No prestige in doingeverythingourselves –
better to partner withthe best.
MEET THE CUSTOMER WHERE THE CUSTOMER IS!