How Reliable is Your Destination Brand?

Reputations in our destinations are easily made, and often just as quickly lost. This is ever so apparent in the age of information, where we all are bombarded by the minute and caught in that data web, you know, that ‘enfant terrible', known as the internet.

We all have different definitions of what a brand represents. It might be value, price, a sense of feeling, touch or panache. Ultimately, it still boils down to reliability, and how well we deliver is determined by the consumer, now heavily armed and influenced with data, opinions, even the immediacy of pictures. Thus, our destination brand is surrounded by forces prepared to puncture all our hard work, deflate the message we have crafted so carefully, and stomp us to oblivion.

Thomas Friedman, a columnist for the New York Times, deliciously caught our dilemma in an op-ed piece on June 27, 2007. ‘When everyone has a blog, a My-Space page or Facebook entry, everyone is a publisher. When everyone has a cellphone with a camera in it, everyone is a paparazzo. When everyone can upload video on YouTube, everyone is a filmmaker... We're all public figures now. The blogosphere has made the global discussion so much richer – and each of us so much more transparent.' And, we thought we had troubles with guest reviews, critiques in the local newspaper and perhaps a letter to the mayor. Nope, the entire experience can now be captured, real time, with our bounty and our warts. Damage control? Perhaps. How about some sound planning and innovative strategies instead?

This is a whole new world! We now can see into every closet, around every corner, nook and cranny. ‘This is Your Life', via Candid Camera – immediate, no holds barred, may the best man win. Heady challenges for the destination market. Your past is your present, and your future depends upon how well you conduct yourself now.

Mr. Friedman gave us a glimpse into how we can tackle this thorny problem, quoting Dov Seidman, CEO of LRN, a Business Ethics Company. ‘Today ‘what' you make is quickly copied and sold by everyone. But, ‘how' you engage your customers, ‘how' you keep your promises and ‘how' you collaborate with partners – that's not easy to copy, and that is where companies can now really differentiate themselves.'

Isn't that really how we market and promote our destinations – our unique differences? We present our brands with our various messages, what we do well and why the consumer should visit us and spend their discretionary dollars for lodging, dining, entertainment and recreation. Come on down, come on in, take a number, have a seat. We will WOW you with product, service and facility, and it will be memorable! That is our promise. What about the delivery? Oops, potential disconnect.

Let's dissect Mr. Seidman's comments as they relate to the destination market. Our landscape in many ways can look pretty bland and similar. Rather than knock-off copies, Corporate America, at least, has found comfort in sameness, architecturally as well as product. It is boring and easy to duplicate, and the corporate logos reek of familiarity – a strength for some, abject mediocrity for others.

We do the consumer no sensory favors. That is why they move from the latest discovery to the newest destination jewel – a sense of adventure, uncharted waters, joyous people, new twists, like ecotourism, even medical procedures. What's hot, what's not! However, we all do have that opportunity in the means to further differentiate ourselves in the marketplace.

1. How we Engage our Visitors.
   
   Firstly, we probably need to humanise that somewhat. Heads in beds, covers, ticket-holders, etc. do our image no good. We need to show our care, our attention and our thanks and bring our visitors clearly into the equation. We need to ask about their experience with us, where we exceeded expectations and where we fell short. When they are with us, they are kings, queens, royal couples and families. When they leave, we must make every effort to have them remember us positively. Great fans spread the good news. It is not just that first impression. It is the ongoing, minute by minute impression – our stimuli, their response. If we do not know our visitor, how can we possibly deliver, much less compete? On the front end, our marketing can be awfully good, framing what the experience can be. Now, our visitor is with us, let's deliver.
2. How we Keep our Promises.
   
   This is really about our brand message – what we say we are, what we will provide, and an expectation level anticipated. Honesty is always good. Gilding the picture becomes what you promise. You have some descriptive licence here, but be careful with ‘fish a jumpin'' or romantic, moonlight sonatas for example, as weather can be the great equaliser. Our visitors know that there is not perfection, but we cannot offer the works and settle for anything less. We set ourselves up and shoot ourselves in the foot rather than shoot the moon. Certainly, whatever we promise becomes the unabated mantra, and all our efforts are directed to that delivery, ascertaining as we go along that we are keeping that promise by engaging our customers (#1) and ensuring that our partners (#2) understand their roles and contribution. We can be creative, yet prudent, too. Additionally, watch that internet traffic, what they are saying, implying, opining, etc. Respond appropriately.
3. How we Collaborate with Partners.
   
   Our constituencies, the destination ambassadors, are the obvious partners in our operations. Hopefully, they have taken care of their front line talent (wages, benefits, working conditions), prepared them (training and development), and shown that we care (respect, steady communication). But, the outreach spreads further. Consider the roles of your vendors, your destination city or area public officials, your associations, even your competition to a certain extent. It is the old story: a disappointing experience at Giuseppe's Bistro in destination city ‘A' will impact the overall memory of a visitor or guest, no matter how splendid their stay at the Excelsior Deluxe Hotel was.

Partner is a broad brush; collaboration implies a level of trust and sharing with all the parties. Your vendors (and those of your constituencies) want you to succeed, for they get more business. Your destination area public officials want you to succeed, for you help to make the destination more attractive to visitors, who impact the local economics. Your associations need your dues and contributions; they are onboard with many resources. And, even your competition recognises that your health and prosperity helps to drive theirs. Common goals, collaborative action - talk about synergy!

Ah, this age of transparency. Have you empowered your DMO employees to handle visitor complaints? When was the last time you interacted with a visitor beyond a cursory ‘welcome'? When was the last time you took a vendor to lunch and tapped their broad perspective for ideas? Have you taken a fresh look at your marketing? Are you the brand? Leadership directs, not acquiesces.

Reliability is about trust, leadership and collaboration, and we have that opportunity to outmanoeuvre and outperform in the marketplace even while under that intrusive internet microscope. Did you see that YouTube dog who skateboards... Your past is your present, and your future depends upon how well you conduct yourself now.

John R Hendrie is the CEO of Hospitality Performance, Inc. and can be contacted via jhendrie@hospitalityperformance.com. The author believes that remarkable hospitality is the portal for the memorable experience.