Jim isn’t a hands-on social media tactician but knows just enough to keep asking questions of his team to ensure brand communications are integrated across all channels with measurable results. Hear how a new team was built, was injected into a formerly tech-phobic DMO, and is developing cohesive destination marketing connections while building credence, buy-in and confidence from the Board, visitor-industry partners and the community. Through Q&A, he’ll speak with SoMeT delegates to find ways they they can demonstrate to leadership and stakeholders the value of presence in all communication channels. Jim unwittingly began his tourism career during a summer job as a Welcome Center attendant working for Indiana’s Clark-Floyd Counties Convention & Tourism Bureau – having now come full circle, returning home and to a role with that same CVB. In between, he marketed a mid-west ski area, was marketing manager and then director of Ohio Tourism, and VP Marketing at the Providence Warwick CVB. He returned to his native Southern Indiana first to lead the Harrison County CVB and now back home at what is known as the Sunny Side of Louisville. He and his wife Sandy have two daughters and run a Doc Popcorn franchise in Louisville.

1. Leading a story-telling,
engaging and customer-centric
DMO
(and how the marketing team helps keep leadership
on track)

2. This presentation is NOT
• A tourism social media “how-to”
• A case study of good social media marketing

3. This presentation IS (hopefully) about
• Structuring a DMO to be a better digital marketer
• Changing internal, board, industry-partner and community
culture to facilitate story-telling
• Two-way relationship between Leadership and
Marketing/Communications Team

4. To understand where we’re
going
It might help to understand where we’ve been.

6. For around ~35
Years, the hot air
balloon has been a
marketing tool and
the symbol of the
Clark-Floyd
Counties
Convention &
Tourism Bureau.

13. Springtime
Or
Summerti
me

16. Something Had to
Change

17. Six-Step Process
Customer-focused
Sales
& Marketing
Plan
Outcome-focused
Community
Relations Plan
A responsive
Human
Resources
Plan
New Budget
Structure
Commitment
to Investing
Reserves
Promise to
Measure &
Adjust

18. Sales & Marketing Plan
Based on Travel
Planning
Process
Identified
Marketing
communications
at each step
Each step had at
least one
relevant touch
point

19. Community Relations Plan
• Why a separate CR Plan?

20. Community Relations Goals
1. Demonstrate the value of the visitor
industry to the local economy.
2. Demonstrate the value added by the
DMOs efforts.

21. Human Resources Plan
What skills
did we have?
What skills
did we lack?
Define new
positions,
alter existing
positions
DMAI Comp.
& Benefits
based

22. Budget
•DMAP Recommended Line Items
•Classes by discipline or market segment

23. Investing our reserves
Historically under
budget
•>Annual budget ~ $1.1 Million Reserves Built Up
Over Time
Can maintain
Spending for 5 years
or longer

24. Measure
• Change in board culture
• Establish new team culture – Ask questions based on data
available.
• Standard performance measurement report to board
• Drill down as a team internally – in-season adjustments
• Destination ARENA/Indiana Tourism Association Dashboard
reporting

25. Leadership/Team Dynamics
Who needs what from whom?

26. Team’s needs from Leadership
What I thought . . .
• Clear, but broad
direction
• Clearly defined
expectations
• Flexibility
• Shut up and listen
What they said . . .
• Freedom to be creative
• Guidance for pushing the
envelope
• Professional Development
• Creative support &
encouragement
• Direction & Feedback
• Clear branding guidance
• Budget to match goals

27. Leadership’s needs from the team
• Take time to think and analyze
• Buy-in to accountability
• Balance time between the fun, creative stuff and the
data for decision making and accountability
• Keep sending me ideas

28. Wrap-up

29. Us vs. You
Our Advantages
• Ability to start over
• Most DMOs have
evolved into digital
marketing over time
• $ Reserves
• Less “we’ve always” or
“we’ve never”
Our Disadvantages
•Baggage
• Inustry
•Community
•Re-educate a board
•Catching up

31. But, we’re on our way . . .

32. What am I doing to lead a
story-telling, engaging and
customer-centric DMO?
Giving my team what they asked for.

33. Freedom to be creative
Guidance for pushing the envelope
Professional Development
Creative support &
encouragement
Direction & Feedback
Clear branding guidance
Budget to match goals

34. Q&A