Destination Marketing & Economic Development Partnership Webinar

The Untapped Partner in Your

Community: How DMOs and EDOs can reduce

friction and accelerate impact by

working together

Atlas Advertising, CEO

GUILLERMO MAZIER

Community Systems, CEO

BEN WRIGHT

Nashville Area Chamber

of Commerce, Chief

Economic Development

Officer

COURTNEY ROSS

Nashville Convention &

Visitors Corporation,

Chief Marketing Officer

DEANA IVEY

Introductions:

6Countries

48States

461Places

Since 2001

Atlas is The Authority

in Connecting

Economic Development

+ Tourism Marketing

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1a. If you are a

DMO, what should

you expect from

your EDO?

What to Expect from EDOs

• Superpower: EDO understand the economy better than any one else in the community

• Connected Pressing Issue: EDOs see workforce attraction as most pressing issue• Campaign idea: bringing talent and business to communities

• Collaboration approach: Willingness to collaborate with ED, but no clear path as to how

• “Tourism promotion impacts perceptions and tourism assets enhance quality of life, which is important to recruiting talent - I think they are inherently connected.”

• “Business owners like to locate near recreational vacation regions where good transportation (air, sea, road, rail) allows access to the marketplace.”

A Site Selector Perspective

1b. If you are an

EDO, what should

you expect from

your DMO?

What to Expect from DMOs

• Superpower: DMOs are some of the best marketers in the world

• Connected Pressing Issues: DMOs see placemaking initiatives and livability campaigns for residents as priority• Campaign Idea: Incorporate tourism into long-term local strategic and

economic plans

• Collaboration Approach: Willingness to collaborate, but no clear path as to how

2.Three sources of

friction between

EDOs and DMOs

Raising funds from overlapping

investors

Large employers, others who are involved in the community

Differences in

audiences

DMOs are largely B2C, while EDOs are B2B

Leads to feelings that organizations are not solving the same problem

Disparity in budgets

DMOs can have budgets 4 to 10X the size of EDOs

Three Sources of Friction

Cognitive bias

Disconfirming viewsLack of shared language and rituals

Lack of shared positioning

3. How Nashville has

forged a collaboration

that has powered its

success

• Background

• The Music City Brand Promise

• One Goal- A Recent Success Story

• Using Tourism in Economic Development

Nashville Chamber and Nashville

Convention and Visitors Corporation

The promise of Nashville – where music is inspired, created, recorded and performed – is to provide the ultimate musical entertainment experience, celebrated throughout our diverse creative, cultural, and entertainment offerings, and presented in an authentic, unique, friendly and unpretentious atmosphere.

STRATEGIC PLAN 2003-04:

150 COMMUNITY LEADERS

BRAND: MUSIC

BRAND NAME: MUSIC CITY

NASHVILLE PREDATORS VS. CHICAGO BLACKHAWKS ★HOT CHICKEN ★ADELE

@ BRIDGESTONE ARENA ★CHRIS STAPLETON @ ASCEND AMPHITHEATER ★

TENNESSEE TITANS VS. CLEVELAND BROWNS

4. How DMOs

and EDOs are

collaborating

today

VISITORS COMPANIES/

TALENT

COMMUNITY

PRODUCT

COMMUNITY

SERVICES

EDO

DMO

Shared Economic Prosperity Metrics

1. New jobs created or retained

2. New capital investment in the community

3. New infrastructure improvements

4. Quality of life perceptions

5. Job to resident ratio

6. Downtown vitality

7. Startup activity

8. Airport improvements

Projects suited for collaboration

• Shared community impact and “product management”

• Talent attraction• International flights • Sharing staff/cross training• Pitching together• Marketing materials

“73% of EDOs said previous collaboration efforts with DMOs

were productive”-How DMOs and EDOs Can Champion the Three-Legged Race and Be

Better Together

The Payoff – Collaboration Accelerator

1. Determine and discuss 2018 marketing roadmap together

2. Optimize organizational design and marketing funnel to support business and tourism attraction/retention activities.

3. Set strategic intent for partnership initiatives

4. Understand national best practices, competitive set and applications

5. Document and sign off on activities

The Steps:

Output: A working MOU

Questions/Comments

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Q&A

Conclusions

Next Steps