OrganizationNEXT is a detailed examination of the future of destination marketing and management organizations delivered by MMGY NextFactor. The purpose of this program is to identify the key priorities for these organizations to pursue during the next 6-18 month COVID-19 recovery phase.

1. 2020 Strategic Response & Recovery
for Destination Organizations

2. LEADERSHIP
in a time of crisis…

3. A strategic road map
for destinations
Detailed examination of key trends and
strategies in the industry
T H R E E T R A N S F O R M A T I O N A L
O P P O R T U N I T I E S :
1. Destination Stewardship
2. Community Alignment
3. Digital Conversion
A strategic road map for
destination organizations
Detailed examination of the future of
destination organizations, including a
fundamental review of their roles, organization
model, governance, operations & funding

4. Thought
Leadership
Virtual
Workshop

5. 1. Value of tourism & destination organizations
2. Outlook for visitor economy
3. Strategy map to guide response & recovery during the next 18 months
Objectives

6. • Survey to be sent out in April
• Report completed in May
• Report free of charge to
industry
New Thought Leadership Organization Model
• IMPLEMENTATION & PERFORMANCE METRICS
• FUNDING
• HUMAN RESOURCES
• OPERATIONS & MANAGEMENT
• KEY ROLES
• GOVERNANCE
• ORGANIZATION MODEL
• MANDATE

7. How satisfied are you with these elements
of your organization? (1-5)
3.8
3.4
3.2
3.5
3.2
2.9
3.2
Mandate
Organization Model
Governance
Key Roles
Human Resources
Funding
Key Performance Indicators
M M G Y M O J O S U M M I T / F E B 2 0 2 0
NOT SATISFIED AT ALL VERY SATISFIED

8. 4
7
0
0
24
2
5
2
5
20
9
9
15
2
2
27
0
8
3
4
11
3
Leisure Sales (Group & Independent)
Meeting & Convention Sales
Convention Services
Venue Manager & Operator
Brand & Marketing
Major Event Partner or Developer
Destination Information
Visitor Experience Servicing
Industry Advocate
Destination & Product Development
Broader Economic Development
What are your current
top three roles?
What do you believe your primary
roles will be in 3 years ?
M M G Y M O J O S U M M I T
F E B 2 0 2 0

9. What are your current
top three KPIs?
What do you see as the top
three KPIs in five years?
10
3
3
10
2
0
17
3
12
8
10
19
3
11
11
4
1
22
2
5
3
2
Room Nights Generated
Number of Delegates
Leads, Referrals & Conversion Metrics
Overnight Visitation
Hotel & Venue Performance Metrics
Social Media Metrics
Marketing ROI
Membership Satisfaction
Economic, Social or Environmental Impacts of Visitor Industry
Visitor Satisfaction
Resident Satisfaction
M M G Y M O J O S U M M I T
F E B 2 0 2 0

10. Covid-19 Crisis /Opportunity
R E S P O N S E01
• Pandemic response
• Financial crisis
• Community spirit
R E C O V E R Y
• 6-18 months
• Rebuild visitor economy
• Preserve viability of
organization
R E S I L I E N C E
• Longer term strategic plan
• Deal with New Normal
• Reimagined organization
OrganizationNEXT DestinationNEXT
02 03

11. Adam Sacks
President, Tourism Economics
Annette Rummel
President & CEO,
Great Lakes Bay Regional CVB
Bettina Reventlow-Mourier
Deputy Convention Director,
Wonderful Copenhagen
Cassandra McCauley
Executive Director, Stakeholder
Engagement & Destination
Development, Tourism Calgary
Catherine Callary
VP Destination Development,
Ottawa Tourism
Craig Davis
President & CEO, VisitDallas
Dasha Runyan
VP Sales, Richmond Region Tourism
David Gilbert
President & CEO, Destination Cleveland
Deb Archer
President & CEO, Destination Madison
Don Welsh
President & CEO, Destinations
International
Gabriel Seder
Senior Director of Advocacy Policy,
Destinations International
Gregg Talley
President & CEO, Talley Management
Group
Hannah Belsito
VP Destination Development &
Community, Destination Cleveland
Jack Johnson
Chief Advocacy Officer, Destinations
International
Jay Burress
President & CEO, Visit Anaheim
Jeff Miller
President & CEO, Travel Portland
John Groh
President/CEO, Rockford Area CVB
John Lambeth
President & CEO, Civitas
Kensuke Sakurai
Akita Inu Tourism
Leslie Bruce
President & CEO,
Banff & Lake Louise Tourism
Lyn Lewis-Smith
CEO, BESydney
Martha Sheridan
President & CEO, Greater Boston CVB
Maura Gast
Executive Director, Visit Irving
Maureen Haley
Director of Strategic Tourism Initiatives,
Visit Houston
Melissa Riley
VP Convention Sales & Services,
Destination DC
Minto Schneider
President & CEO,
Explore Waterloo Region
Mitch Whitten
Executive VP,
Visit Fort Worth
Nancy Small
CEO, Tourism Richmond
Paul Nursey
CEO, Destination Greater Victoria
Rachel Benedick
EVP Sales & Services, Visit Denver
Richard Reasons
President, Simpleview
Scott White
President & CEO,
Greater Palm Springs CVB
Shelly Green
Past President, Discover Durham
Tammy Blount-Canavan
Executive Vice President, FiredUp
Culture
Victoria Clarke
Executive Director, Discover Saint John
Advisory Council

12. CLEAR LIST
OF PRIORITIES FOR
NEXT 6-18 MONTHS
A New Reality for our Industry
LONG LIST OF INDUSTRY
& COMMUNITY NEEDS
REDUCED
RESOURCES

13. 1. Help local industry get back to work
2. Get early travelers back to the destination
3. Maintain support of key industry partners
4. Elevate community & government support for tourism and destination organization
5. Build destination brand
6. Maintain relationships with meeting clients
Core Objectives for the
Next 6-18 Months

14. Strategic Response &
Recovery Plan
3 K E Y A R E A S
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION

15. 1. What are the most critical roles we should
play in our community to be relevant in the
next 12 months?
2. How do we ensure we are at the table for all
discussions and decisions for reopening our
visitor economies?
3. What needs to be done to rebuild the industry
in a resilient and sustainable manner?
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION
Key Questions

16. 1. Ensure my organization and the industry is at the
table for recovery planning conversations and
efforts
2. Engage industry stakeholders to build a unified
process and protocols for reopening visitor
economy
3. Ensure recovery plans include examination of long-
term strategies and outcomes for community and
visitor economy
4. Develop resident sentiment survey to guide
recovery strategy and long-term planning
5. Promote the value of tourism to my community
6. Play a larger role in building and amplifying
community pride
7. Expand outreach programs in our local community
to broaden networks to include unlikely or unusual
allies
8. Expand the content being promoted by my
organization to extend beyond traditional members
and partners
9. Expand advocacy role to ensure industry
businesses and workers are valued and taken care
of
10. Strengthen strategic relationships with elected and
appointed officials
11. Align more closely with the economic development
organizations and private sector companies
12. Work with health officials to develop health and
cleanliness standards and certifications for the
industry
13. Work with industry partners and stakeholders to
reopen the visitor economy with safe and healthy
visitor experiences
14. Play a larger role in delivering education and
training materials to the industry
15. Play a larger role in event creation to stimulate
demand
16. Ensure my organization’s policies on ethics and
other practices to align with community values
17. Work with relevant and targeted stakeholders to
address economic sustainability issues (e.g.
support SMES, support service workers, diversify
markets)
18. Work with relevant and targeted stakeholders to
address social sustainability (e.g. amplify resident
pride, support less-advantaged communities,
support the arts and creative economy)
19. Work with relevant and targeted stakeholders to
address environmental sustainability (e.g. expand
sustainable practices, encourage responsible
tourism, shape visitation patterns)
Potential Strategies
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION

17. Visit Fort Worth
• Shifted their efforts to make an immediate impact in local
community reeling from COVID-19
• Developed, prioritized and shared content to support local
restaurants, musicians, artists and makers
• Restaurant Curbside & Delivery
• Small Business Resources
• Ways to Support Local Artists
• Virtual Fort Worth
• The organization has evolved intentionally in recent years to
become more community-driven, resident-focused

18. Metro Vancouver
• Established Tourism and Hospitality Response and Recovery Task
Force, an umbrella group representing over 50 organizations in
the travel and tourism sector
• Task Force leaders have been liaising with members on weekly
calls, and through a series of working groups dedicated to:
• quantifying the scope of the impact COVID-19 has had on the
sector;
• identifying and responding to common issues and
communicating sector needs; and
• looking ahead, to formulate a sector recovery strategy.

19. D.C. Hospitality Alliance
• Comprised of Destination D.C., Events D.C., Restaurant
Association Metropolitan Washington and the Hotel Association
of Washington, D.C.
• Dedicated to welcoming business and leisure travelers and
fueling the hospitality industry
• Called on Congress to establish a fund to keep workers employed,
provide emergency liquidity for travel businesses to remain open
and bulk up the Small Business Administration loan program
• Working collectively to build a unified process and protocols for
reopening visitor economy

20. Singapore
• SG Clean campaign is a government effort to rally businesses and
the public to uphold good sanitation standards and hygiene
practices
• Rolled out the SG Clean quality mark to the tourism and lifestyle
sectors in March
• To be certified, businesses have to go through a seven-point
checklist tailored to the requirements and operations in the
various sectors
• Over the next few months, STB will encourage more than 37,000
businesses within the tourism and lifestyle sectors to sign up for
the SG Clean certification program

21. 1. Which markets should we focus on in the
short term to rebuild as quickly as possible?
2. How do we maintain brand awareness for
long term recovery?
3. How do we continue to engage and deliver
value to our customers?
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION
Key Questions

22. 1. Utilize client input to inform recovery
messaging and timing (e.g. Client Advisory
Board)
2. Monitor data signals and trends to inform
recovery timing and messaging (e.g. public
health data, consumer sentiment, search,
booking)
3. Collaborate with other industry
organizations to expand audience reach
(e.g. other regional DMOs)
4. Expand marketing outreach and campaigns
to target local audience
5. Adapt destination imagery to incorporate
visuals with fewer people/crowds
6. Evaluate target markets, and evolve
marketing strategies to attract more
resilient travelers (eg: drive-market, leisure,
VFR)
7. Focus marketing strategies on generating
earned media in lieu of paying for media
exposure
8. Develop a content strategy to showcase
local heroes, makers, and influencers
9. Develop messaging to reinforce the
community’s values in the “new normal”
10. Develop messaging related to health and
safety to reassure visitors
11. Invest resources in building a library of
virtual experiences to inspire future
visitation
12. Reassess business events market and
target new groups (e.g. smaller, regional)
13. Promote and highlight nature, parks, and
outdoor experiences
14. Promote and highlight mindfulness and
wellness experiences
15. Repackage current content relevant to new
audiences and demands
16. Expand content and messaging filters to
ensure appropriate tone
17. Work with technology platforms and
partners to expand capabilities to deliver
hybrid meetings (in-person meetings with
virtual component)
Potential Strategies
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION

23. Puerto Rico
• Partnered with local talents to host a Salsa class, a cocktail
making class, and cooking class
• 825K Facebook impressions, up 119% from previous week
• 178 million media impressions through outlets like Forbes, Travel
+ Leisure, Men’s Journal, etc.
• More than $3 million in earned media

24. Visit California
• Road trippers in neighboring states may remain inclined to plan a
road trip to California
• Providing these travelers with the inspiration and information
they need to embark on a road trip is a win-win
• Utilized existing road trip content and optimized for deployment
during coronavirus outbreak

25. Visit Faroe Islands
• Gamified, live virtual tour where would-be travelers can see the
Nordic nation
• Built-in game feature means that tourists will be able to tell the
residents where to go, which way to turn and whether to walk, run
or jump via an on-screen joypad
• Tourism officials will also be on hand to answer questions about
their country via Facebook Live and Instagram

26. 1. What is the mandate and most critical
roles we should focus on in the next 12
months?
2. How do we protect and diversify our
funding resources?
3. How do we leverage relationships with
other organizations to share resources and
create efficiencies?
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION
Key Questions

27. 1. Review organization mission, vision and
values to guide organization through
response, recovery and resilience
phases
2. Reassess organizational roles and
activities of the organization to identify
priorities and potential adjustments
3. Identify potential reopening and
recovery scenarios to guide strategy and
priorities
4. Assess organization structure to
prioritize key roles and essential
programs
5. Assess reserve funding requirements
and policies
6. Expand advocacy and education role to
protect funding sources and relevance
7. Pursue emergency government financial
assistance funding
8. Pursue Tourism Recovery District
(recovery focused tourism improvement
districts)
9. Pursue new public funding sources (e.g.
direct government allocation, new tax,
capital recycling)
10. Pursue new private funding sources (e.g.
partnerships, sponsorships,
crowdfunding)
11. Collaborate with other organizations to
determine opportunities for shared
resources and efficiencies
12. Use lessons learned from from remote
working to examine office flexibilities
and efficiencies
13. Assess KPIs related to economic
development (e.g. recovery, jobs, taxes)
14. Assess KPIs related to visitor
satisfaction
15. Assess KPIs related to community and
advocacy (e.g. resident satisfaction)
16. Assess KPIs related to sustainability
(e.g. off-peak visitation, dispersal)
17. Work strategically with hotel partners to
ensure industry recovery and resilience
Potential Strategies
SALES &
MARKETING
COMMUNITY
BUILDING
CUSTOMER
ENGAGEMENT
SUSTAINABLE
ORGANIZATION

28. Destination Cleveland
• Destination Cleveland has pivoted to focus on five temporary
organizational priorities
• Organizational Survival: Surviving the crisis so that it can
lead the city’s recovery
• Compassion for People: Putting people first and
implementing a strategy focused on compassion for people
affected by the crisis
• Partner Support: Continuing to provide leadership through
the crisis
• Take Advantage of Opportunities: Finding opportunities
during the crisis and remaining nimble to take advantage of
these where it can
• Readiness to Gear Back-Up: Using this time to adjust its
strategy, so the team is ready to ramp back up when it is
safe to do so, and the market is ready

29. Tourism New Zealand
• The Government, industry and business are working together to
develop a plan for how tourism will operate in a post-COVID-19
world
• Reimagine the way we govern tourism, how we market
domestically and internationally, who we market to, and how we
manage visitors when they arrive on our shores
• “We have an opportunity to rethink the entire way we approach
tourism to ensure that it will make New Zealand a more
sustainable place, enrich the lives of all our people and deliver a
sector which is financially self-sustaining in the longer term.”

30. Tourism Recovery Districts
• New “self-help” funding stream to aid recovery efforts
• Narrow request of government: only a policy decision – not
impacting general fund
• TRDs allows DMOs to build and maintain a prudent reserve to be
well-prepared for future events that will impact the tourism
industry
• Recovery Plan requires the funds to be managed by the DMO
• Collections and district do not last forever, rather they are set for
a defined term, specifically outlined in the Recovery Plan

31. • Thought leadership piece for the industry
• Survey to be delivered in April/May
• Public report to be released in May
• Available to the industry at no cost
Report Workshop
• A board and/or management workshop to
identify key priorities for next 6-18
months
• Virtual workshops available in late May
• Workshop to include:
- OrgNEXT presentation, including
importance of tourism; economic outlook
& scenarios; key strategies & case
studies
- digital facilitation to achieve consensus
on priorities
• Available at a nominal fee

32. Puerto
Rico
2016 2017
2017 201 9
Z I K A
V I R U S
G O V E R N M E N T
B A C K R U P T C Y
H U R R I C A N E
M A R I A E A R T H Q U A K E S

33. Puerto Rico Response
• Post Maria Emergency Recovery Plan
• New DMO – Discover Puerto Rico
• Strategic Advisory Board
• Customer Advisory Board
• El Distrito San Juan

34. Questions & Comments
Paul Ouimet
PARTNER, PRESIDENT
MMGY NEXTFACTOR
pouimet@nextfactorinc.com
Greg Oates
SVP INNOVATION
MMGY NEXTFACTOR
goates@nextfactorinc.com
Adam Sacks
PRESIDENT
TOURISM ECONOMICS
asacks@oxfordeconomics.com
Jim McCaul
SVP DESTINATION STEWARDSHIP
MMGY NEXTFACTOR
jmccaul@nextfactorinc.com