It is necessary to market the vision, mission and values to employees and partners, as they have to become engaged to act as brand ambassadors in the social networks. This starts by executives performing an adequate leadership style according to the stated values. Only by delivering a value-driven leadership experience through everyday behavior will the executives manage to engage employees and partners in the mission and values they preach. The leader’s role here is rather to inspire and empower employees to develop their ideas towards the mission accomplishment.

Furthermore, so long as these values are successfully embedded in the corporate culture, these employees and partners in turn will be brand ambassadors inspiring and engaging other people in a life-changing experience. Such values ultimately deliver several pay-offs, like an increased capacity to attract talented employees, boosting productivity, and eventually improving customer satisfaction and recommendation.

Talented professionals look for employers empowering them to be creative, enabling them to develop their human potential. Furthermore, they are to be far more productive if they sympathize and believe in the mission that the organization is striving for. Outside stakeholders assess the organization’s authenticity according to the experience they have with their employees and closest partners.

Such cultural change may require important sacrifice, as it is necessary to stand by these values even if it hurts the business. Only then, when witnessing the employer’s integrity, will the employees engage in full commitment. Furthermore, such cultural issues are to be regarded when recruiting new employees and selecting partners, to make sure that they are likely to integrate within such culture.

Among the values to be promoted internally, it is important to regard the importance of innovation and collaboration beyond the organization’s boundaries as the main values that make a difference in sustaining the competitiveness and marketing the destination to outperform competitors.

Internal marketing should go beyond employees and service partners, also encompassing other partners such as non-profit organizations with whom the destination may cooperate for the development of mission-driven volunteering programs. These are to become key agents in both the mission accomplishment and the delivery of stories, as they hold reputation among communities of volunteers who may become mission-driven activists and brand ambassadors at the same time. Other partners in this section could be educational institutions, which may nurture the destination with storytellers and content marketing providers, as the mission driven purpose may inspire some educational activities in this direction.

Internal marketing is to be especially critical when the shift towards Marketing 3.0 is promoted by the DMO, as they need the commitment of all the destination’s operators.

In the case of the resorts, a specific internal marketing program has to be prepared for shareholders, to convince them on the new marketing strategy focused on the mission accomplishment and the long term profits rather than short-term. As the new marketing approach entails reformulating the business model to some extent, it is necessary to gain their approval to do so.

What kind of challenges do you envision when deploying Internal Marketing by a DMO in cooperation with the destination’s operators?

Posted by Jordi Pera

Jordi Pera is an economist passionate about tourism, strategy, marketing, sustainability, business modelling and open innovation. He has international experience in marketing, intelligence research, strategy planning, business model innovation and lecturing, having developed most of his career in the tourism industry. Jordi is keen on tackling innovation and strategy challenges that require imagination, entail thoughtful analysis and are to be solved with creative solutions.

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