The implementation process of the new marketing system is to be progressive and flexible, depending on its performance compared to the destination’s traditional marketing. By keeping track of the new marketing key performance indicators, the executives are to decide to what extent the marketing budget should shift the priority towards the new marketing system and replace the traditional marketing tools.

This is expected to be a progressive shift that may take a few years, envisioning that the new marketing system is to cost much less than the traditional one, especially in the long term. As explained previously, the new marketing is about empowering, encouraging and facilitating stakeholders on co-creating stories, experiences and other contents to be marketed throughout the social networks, and this is not only a more effective marketing, but also a more cost effective one.

When implementing the new marketing strategies and tactics, there also has to be a new set of key performance indicators to monitor the success of the new marketing strategies. Upon tracking these metrics, we will decide whether to progressively shift budget allocation from conventional marketing to storytelling based marketing through social media.

There are many indicators that could orientate us on the new marketing performance:

  • Production of stories, experiences and other contents in the open innovation system.
  • Voting participation on stories, experiences and other ideas through the social media networks or mobile apps when opening a content creation contest.
  • Shares on the stories published on the Destination’s social media page.
  • Destination publicity out of the stories and content production in all types of media.
  • Key influencers’ opinions on the destination’s value proposition.
  • Sales of merchandising products created through the content marketing system.
  • Followers of the Destination’s social media sites.
  • Survey on visitors to know what attracted them to come to the destination.
  • Qualitative reviews and ratings applying to both experiences and stories. In the new Tourism 3.0 culture, community members risk their reputations when giving reviews, hence only brands with high integrity are likely to obtain good reviews and ratings.

To develop an “exigent” rating system, community members could only vote for one, two or three stories, and would be rewarded if their nominated stories were eventually awarded, to motivate them to read carefully and make thoughtful ratings.

Destination executives’ role is to ensure the brand integrity rather than trying to stimulate reviews by sponsoring them, which could be regarded as manipulation.

Do you miss or envision any other relevant KPI to take into account?

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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