In this generation, social media is more important than ever, especially for tourism marketing. People are spending over four times more time on Facebook than Google - today there are about 1.3 billion people on Facebook. Is Facebook really useful for businesses? Let this number convince you - 52% of businesses have acquired customers through Facebook. That’s a lot of potential for the tourism industry.
Needless to say, social media can be your destination’s magic megaphone. But do you know how to use it well? Here are some questions to ask yourself as you endeavor to amplify your roar.
Are You Connecting With People? No, Really Connecting?
A billboard does not listen. People listen. This is where social media differs from traditional marketing- as you can (and should) be interacting with your audience directly. Ask questions. Make it interactive. Reply to comments.
Another exciting thing about social media marketing is the way in which even one individual’s Likes, Shares, Comments, Tweets, Friends, or Tags are able to increase your visibility, diverting more and more eyes to you.
Are You Developing the Right Content?
60% of the sales process is over before a prospective buyer ever talks to a salesman or begins the process. What does that mean? It means that almost every single visitor will make a majority of their decision through online research before anything else. You want to create content that supports them in that online research phase.
So be sure to evaluate your content. Have you thought about keywords? How is the quality of your images? Are you providing a diverse enough array of multimedia content? What are you offering and are you communicating it in an appealing way? These are important thoughts to take into consideration.
Are You On the Right Platform?
It is also important to know where to roar. Find out who your target audience is, and where they spend their time in the online world. They could be on Instagram, Twitter, Pinterest, Tumblr, or maybe even all of the above. There is more to social media than Facebook and one of the best ways to amplify your roar is to increase your reach through these different, targeted social media platforms.
Are You Showcasing Personality?
Social media also offers you a unique opportunity to be human. Nobody wants to talk to a salesman who is constantly pitching; they want to build relationships with real people. The same principle applies when it comes to creating brand loyalty, trust and eventually sales. Don’t be afraid to show a little bit of humor and personality in your social media marketing strategy. Be relevant, not robotic. If visitors to your social media site are having fun, they will want to have fun at your actual physical site too.
What Does Your Unique Roar Sound Like?
Every destination, including yours, has something unique to offer. So there’s no need to spend all your time trying to imitate somebody else’s roar.
A destination assessment can go a long way in identifying your hidden gems and how to best conserve them. Many destinations have a diverse array of brilliant tourism products which have been overlooked. You want to be able to spot these with destination assessments and to also tailor social media marketing strategies to showcasing your best colors. Our projects in Rwanda, Namibia and the U.S. Gulf Coast, for example, have been integral in doing that: maximizing an active audience of followers, generating stunning branding content and increasing revenue by presenting destinations at the very peak of their potential.
With unlimited online space, the opportunities to multiply your untapped audience are limitless. Take the right steps with social media and you could have the loudest roar of all.
Feel free to learn about more innovative strategies through our free e-book, "Inbound Marketing for the Travel and Tourism Industry".
And don’t forget to follow us on Facebook, Twitter and Instagram!
Tourism strategic planning is a comprehensive process for determining what a business or destination should become and the steps needed to achieve that goal. Many times when consultants are hired to create a strategic plan, the plan is at risk of remaining on the shelf and never being fully implemented. Why? Because those most affected by the tourism development plan may not have been fully integrated into the development of the strategy, and may not agree with the ideas. This is an ongoing issue the tourism industry faces, and a difficult one in which to find a solution.
The World Bank and the Georgia National Tourism Administration (GNTA) recognized this problem in the past. As part of a World Bank initiative, Solimar was contracted to develop a tourism strategy for the Caucasus nation. We were asked not to lead the development of the strategy, but rather facilitate and guide the GNTA through the strategy development process to ensure it was collaborative and comprehensive as possible.
Between the years 2009 and 2013, Georgia’s international tourism arrivals grew over 300%. This was largely in part to its envious location at the crossroads of Europe, Asia and the Middle East, as well as increasing amounts of exposure in international press as a unique, exciting destination. Georgia is the birth place of wine, has an exquisite culinary tradition, a rich early Christian history, and an abundance of natural assets - including 7 national parks. These attributes – if developed practically – demonstrate a significant strength to the country’s tourism sector within the high-value European marketplace, while improving the industry’s ability to contribute economically.
To keep pace with the increasing demand for tourism in Georgia, additional financing for private and public investments will be necessary. “The joint World Bank and IFC collaboration [in Georgia] focuses on fostering entrepreneurship and access to finance, improving the investment climate, and developing Georgia’s tourism strategy that will determine how to improve the sector’s performance, align implementation priorities and enable job growth.” said Henry Kerali, World Bank Regional Director for the South Caucasus.
Georgia’s tourism development approach has generally been focused on regional advancements rather than a cohesive national-level plan. Within the past decade, the World Bank and Solimar have worked on projects in the areas of Kakheti, Mtskheta-Mtianeti, and Samtskhe-Javakheti, each with creative solutions to grow the local tourism economies while conserving the natural and cultural resources. However, to maximize tourism’s national impact, a national strategy is required that takes into consideration large scale infrastructure and marketing activities that cannot be achieved by the regions alone.
“The tourism sector currently provides nearly 20 percent of export earnings. The national tourism development strategy is, therefore, an instrument to take full advantage of Georgia’s potential and position it globally as a rich, diversified and high quality destination.” Ahmed Eiweida, Program Leader for Sustainable Development Programs in the South Caucasus.
Where is the Georgia National Tourism Administration now?
With the support of the World Bank, the Solimar team, and several Georgian experts, the GNTA produced a 2025 strategic plan that articulates the country’s current position, its vision for the future, and the key activities required in order to get there.
To build buy-in for the strategy, the GNTA led regional workshops, communicated with inter-government committees, issued press events and integrated action plans from other tourism-related sectors. The final document describes how the GNTA and its partners will deliver creative marketing to attract to higher income markets and statistical projections on how the GNTA will achieve a minimum of 5% growth rate over the next 10 years.
Where does Georgia National Tourism want to be in 2025?
The GNTA envisions the country as a premier, year-round, high quality tourism destination - a destination centered on its unique cultural and natural heritage, its world-class customer service, and timeless tradition of hospitality. The GNTA will be at the forefront of tourism competitiveness, through strategic investments in infrastructure, education, marketing, and the development of unique Georgian visitor experiences that appeal to high-value markets around the globe.
How does the GNTA lead the tourism industry to reach it’s vision?
Extensive stakeholder consultation resulted in the identification of 50 priority actions that have been grouped around the following 8 strategic objectives.
1. Respect, enhance, and protect Georgia’s natural and cultural heritage
2. Create unique and authentic visitor experiences centered on those natural and cultural assets
3. Enhance competitiveness, through delivery of world-class visitor services
4. Attract higher spending markets, through increased and more effective marketing and promotion
5. Expand and enhance Georgia’s ability to collect and analyze tourism data and measure industry performance
6. Enhance the business environment, to facilitate increased foreign and domestic investment
7. Expand public and private sector investment in the tourism sector
8. Build partnerships between government, industry, non-governmental organizations, and communities that will be needed to achieve all of the above
What will the challenges be?
Even though the GNTA has completed their strategic plan and found positive monetary incentive to start implementation; the national and regional tourism stakeholders must work as a team to have success. And most importantly, the 2025 strategic plan will only be effective if the GNTA continues to be committed and take ownership of this visionary strategic plan.