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Malta & Gozo - The Social Destination
The document outlines an agenda for a workshop on opportunities and challenges for Malta/Gozo in becoming a social destination. It discusses the impact of social media revolution on tourism and hospitality. It defines what constitutes a social destination and emphasizes the need for organizations to adopt a social mindset. Key questions are identified to help destinations develop social strategies and action plans.
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Malta & Gozo - The Social Destination
- 1. ENERGISE2-0.COM Malta/Gozo – The SocialDestination Dr Jim Hamill www.energise2-0.com www.twitter.com/drjimhamill
- 2. Opportunities and Challenges for Malta/Gozo Tourismand Hospitality in becoming a Social Destination? ENERGISE2-0.COM
- 3. Agenda Morning •Impact of theSocial Media Revolution •What is a Social Destination? •Key Questions to Address •Group Discussions/Breakout Session •Lunch Afternoon •Ideation, Feedback and Discussion – Agree Key Actions and Initiatives •Roadmap for ‘getting there’ ENERGISE2-0.COM
- 4. The Social Media Revolution ENERGISE2-0.COM
- 5. Social Media Revolution ENERGISE2-0.COM
- 6. Infographic ENERGISE2-0.COM
- 7. 168 Million DVDs ENERGISE2-0.COM
- 8. 294 Billion E-Mails ENERGISE2-0.COM
- 9. 2 Million BlogPosts/172m FB ENERGISE2-0.COM
- 10. 4.7 Billion Minutes ENERGISE2-0.COM
- 11. 532 Million StatusUpdates ENERGISE2-0.COM
- 12. 864,000 Hours ofVideo ENERGISE2-0.COM
- 13. Mobiles > People ENERGISE2-0.COM
- 14. Sources ENERGISE2-0.COM
- 15.
- 16. Revolutionary Impact onWorld Tourism and Hospitality ENERGISE2-0.COM
- 17. The Rules ofBusiness Have Changed ENERGISE2-0.COM
- 18. The End ofBusiness as Usual • Rise of the social consumer • Fundamentally different from traditional consumers • Emphasis is on the shared experiences of those they trust on social networks rather than corporate driven brand messages • Expect brands to respond to their socialized questions • This will require businesses to rethink their traditional approach to sales, service, marketing and customer relationship management • ‘Being Social’ will become the new key to consumer connection and success ENERGISE2-0.COM
- 19. The Connected Consumer ENERGISE2-0.COM
- 20. Social Media isa Revolution A fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet Content generated by the network for the network We are no longer passive consumers of content/brand messages ENERGISE2-0.COM
- 21. It’s Social A conversation nota broadcast platform Conversations are taking place relevant to your brand – are you listening? ENERGISE2-0.COM
- 22. Power Shift Social mediaempowers customers, empowers the network We no longer control the brand The brand becomes the customer experience of the brand – experiences that are widely shared online ENERGISE2-0.COM
- 23.
- 24. Declining Effectiveness Declining effectivenessof traditional approaches to sales and marketing Does anyone listen any more? We are no longer passive sheep waiting to be ‘driven’ to your web site If you treat us like sheep, we will tell you to ‘flock off’. ENERGISE2-0.COM
- 25. Advertising – CustomerBreakup ENERGISE2-0.COM
- 26. Marketing RIP ENERGISE2-0.COM
- 27. The End ofBusiness as Usual ENERGISE2-0.COM
- 28. The End ofBusiness as Usual ‘Winners’ will be those organisations who fully utilise the interactive power of Web 2.0 technology for engaging with and energising customer and network relationships ENERGISE2-0.COM
- 29. New Performance Measures •Business success depends on the quality of your customer base; the strength of the relationship you have with quality customers; and your ability to leverage that relationship • In a social media era, business success depends on the – Quality of your network – Relationship strength – Ability to leverage ENERGISE2-0.COM
- 30. Be Social ENERGISE2-0.COM
- 31. How Have Tourism DestinationsResponded? ENERGISE2-0.COM
- 32. ‘Doing Social’ butnot ‘Being Social’ ENERGISE2-0.COM
- 33. www.twtrland.com ENERGISE2-0.COM
- 34. www.twtrland.com ENERGISE2-0.COM
- 35. What is aSocial Destination? Summary of Module Outline ENERGISE2-0.COM
- 36. A Social Destination •Innovative new ways of doing things, new organisational structures and ‘mindsets’ radically different from ‘Industrial Age’ command and control structures • Social media and the adoption of a social ‘mindset’ moves from the periphery to the core of everything you do • Cultivate a spirit of collaboration based on open communications, internally (with all industry stakeholders) and externally (with partners and customers) • Being lean, nimble and responsive to dynamic change based on engagement and transparency. What Don Tapscott (2010) would call ‘becoming a Wikibusiness’. ENERGISE2-0.COM
- 37. A Social Destination •Develop new innovative work methods and processes through successfully applying social technologies across everything a destination does • Technology is important, but first and foremost becoming a ‘Social Destination’ is a leadership and management issue. The two prerequisites are the adoption of a social ‘mindset’ and social organisational structure (‘Be Social Before Doing Social’) • Embrace introspection and extrospection to re-evaluate internal and external processes, systems, and opportunities to transform into a living, breathing entity that adapts to rapidly changing market conditions and opportunities ENERGISE2-0.COM
- 38. A Social Destination •Becoming ‘Social’ touches on every aspect of a tourism destination. ‘Being Social’ is everyone’s business • Mass collaboration in Online Communities of Common Interest, leveraging the collective intelligence of all industry stakeholders, is critical to becoming a ‘Social Destination’. Don Tapscott, Anthony D. Williams, Macrowikinomics: Rebooting Business and the World, Portfolio Hardcover, 2010 Brian Solis: The End of Business As Usual, Wiley Publishers, 2011 ENERGISE2-0.COM
- 39. Key Questions toAddress ENERGISE2-0.COM
- 40. Group Ideation • Dowe need to become a Social Destination? Why? What are the Business Benefits? • Internal: How can we best use Social Technologies/Media to leverage the ‘collective intelligence’ and enthusiasm of all industry stakeholders for mutual benefit – building ‘mass collaboration’? What role can the Advance-Tourism Portal play? • External: How can we best use Social Technologies/Media for building ‘mass collaboration’ with our customers; building a strong online network of brand advocates? • What role should different industry stakeholders play e.g. MTA, National Airline, Hotels, Niche Players, Customers etc • What should the next steps be? Key Actions and Initiatives? ENERGISE2-0.COM
- 41. Coffee then Ideation ENERGISE2-0.COM
- 42. Afternoon Session Feedback and Discussion Agree Key Actions and Initiatives ENERGISE2-0.COM
- 43. Social Strategy and Action Plan A Roadmap for the Future ENERGISE2-0.COM
- 44. A Roadmap forthe Future ENERGISE2-0.COM
- 45. Use a SimplifiedBalanced Scorecard • Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of agreed destination goals and objectives; that KPIs are agreed for monitoring and evaluating on-going performance, impact (visitor numbers and value) and ROI; and that all key success factors are considered, especially the organization, people and resource aspects critical to becoming a Social Destination • A Scorecard approach can also be very useful for internal and external communications – a simple framework to present Social Destination goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders ENERGISE2-0.COM
- 46. Social Media BalancedScorecard • Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation • The steps involved can be captured in a Social Destination Strategy Map • Five key questions to address…… ENERGISE2-0.COM
- 47. Social Media BalancedScorecard • What is the overall Social Destination vision for Malta/Gozo tourism and hospitality? • What are the key objectives and targets to be achieved? • Who are your customers (broadly defined to include industry stakeholders, partners etc)? • Key Actions and Initiatives • Organisation, Resource and People Issues ENERGISE2-0.COM
- 48. Social Destination StrategyMap Brief statement of your overall 2.0/Social Media Vision and Mission Strategic Objectives Strategic Objectives KPIs / Targets KPIs / Targets KPIs / Targets KPIs / Targets Customer Perspective Customer Customer Customer Customer Group 1 Group 2 Group 3 Group 4 Internal Management Perspective 2.0/Social Media 2.0/Social Media 2.0/Social Media 2.0/Social Media Initiative 1 Initiative 2 Initiative 3 Initiative 4 - Objectives - Objectives - Objectives - Objectives - KPIs - KPIs - KPIs - KPIs - Targets - Targets - Targets - Targets - Actions - Actions - Actions - Actions Organisation Perspective Organisation Resource People ENERGISE2-0.COM
- 49. Key Questions toAddress • What is the overall Social Destination vision for Malta/Gozo? • What are the key objectives and targets to be achieved from becoming a Social Destination? Are these fully aligned with and supportive of your overall business goals and objectives? • Who are your customers (including industry stakeholders)? Where do you find them ‘hanging out’ on social media? How can you best engage with them? • What are the main Social Destination Actions and Initiatives you need to take – short, medium and longer term? • For each priority initiative, what are your core objectives, KPIs, targets etc? what key tasks are needed to achieve these targets? ENERGISE2-0.COM
- 50. Key Questions toAddress • Do we have the right organisational ‘culture’ and ‘mindset’ for becoming a Social Destination? ‘Be Social before Doing Social!’ Is the right organisational and decision-making structure in place? • Has agreement been reached on resource allocation? • Who will be responsible for your Social Destination activities? • Who is the Social Destination Champion? • Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects? ENERGISE2-0.COM
- 51. Organization, Resource andPeople Issues • Organization, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address • Becoming a Social Destination is first and foremost a leadership and management challenge NOT a technology one ENERGISE2-0.COM
- 52. In Summary……..’Social Media Planning Pays’ ENERGISE2-0.COM
- 53. Bob Dylan Come gather 'round people Wherever you roam And don’t criticise What you can't understand Your sons and your daughters Are beyond your command Your old road is Rapidly agin‘ Then you better start swimmin’ Or you'll sink like a stone For the times they are a-changin’ ENERGISE2-0.COM
- 54. Thank You ENERGISE2-0.COM