The communication strategy challenge showcases the strategic shift that entails embracing Marketing 3.0. As in the case of the targeting strategy, there first has to be a sound analysis about the cost-effectiveness of every marketing tactic and marketing channel used to reach the target groups, assessing also its strategic value in accessing the most profitable targets and achieving other key objectives, to eventually streamline the operational system.

Once the objectives are formulated, it’s necessary to foresee the transition process and set intermediate objectives along the path between the present starting point and the desired achievement at the end of the period for which the Plan is elaborated. These intermediate objectives are to be the turning points that determine when the communication strategy has to leap forward to the next transition stage.

Therefore, the strategy has to determine all these intermediate goals and their corresponding strategic shifts, which may consist of a change in the budget allocation –from one channel to another, for instance- or a deployment of a new channel. This way, the new marketing contents, channels and activities are to gain precedence in the overall budget, as long as they obtain the desired results and manage to optimize profitability. However, there has to be consideration of both the impact of the new marketing and its social media reach on the current –and specially the most profitable- customers, as well as the need to find the right balance between the new and the old marketing activities to keep on attracting the most profitable current clients.

Along with the content marketing system, the strategy has to take into account that the destination also intends to develop a business unit marketing branded products and to partner with mission driven travel agents which are to create significant marketing impact on the target audiences. Along with these channel partners, other mission driven partners should be taken into account to reach the desired targets, considering also co-marketing agreements with other mission driven destinations.

The communication strategy will therefore include a content strategy depicting the what, who, how, when, for who and for what purpose for all kinds of contents to be created; a social media strategy depicting which platforms to use, how to use them, for who, for what types of contents and for what purposes; and the traditional strategies foreseeing a progressive decrease in their budget allocation in favor of the new marketing powered by the open innovation system.

What other challenges do you foresee along the transition process?

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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