14-DNextSurveyOnly.pdf

DestinationNEXT Survey

DestinationNEXT is an in-depth survey taken by industry and community leaders.

It is used to help organizations critically assess how their destination is performing through 24 variables that measure the strength of the destination (product) and the alignment of the community.

Marion County is in the Explorers quadrant falling slightly below the benchmark of 375 other destinations worldwide. 22

There are 12 variables used to measure a destination’s strength.

Marion County respondents’ ranking of their community (203 participants) are compared to the benchmark average of 375 other communities worldwide.

The green band represents where Marion County exceeded the benchmark by at least 5%. Yellow represents scores at least 5% below the benchmark.

There are 12 variables used to measure a community’s alignment.

Marion County respondents’ ranking of their community (203 participants) are compared to the benchmark average of 375 other communities worldwide.

The green band represents where Marion County exceeded the benchmark by at least 5%. Yellow represents scores at least 5% below the benchmark.

Several open-ended questions were also asked in the DestinationNEXT survey.

The following responses are verbatim comments selected from the variables that drew considerable feedback.

Presenter Notes Presentation Notes Update page numbers

A Strategic Road Map for the NEXT Generation of Destination Organizations

2023 Futures Study

Global Advisory Group Jacqueline Mora Ministry of Tourism (MITUR), Dominican Republic (Vice Minister) Alejandra Zuñiga CEO, Visit Puerto Varas CVB, Chile David Hidalgo Managing Director, Rx LATAM, LATAM Fernando Fondevilla Promtur Panama (National DMO) - CEO, Panama Gilberto Salcedo Vice Minister, Tourism, ProColombia, Colombia Gustavo Stauffer CEO Guadalajara CVB / DMO, Mexico Julián Franco Secretary of Tourism, Valle del Cauca State, Cali, Colombia Mauricio Magdaleno Clúster de Turismo de Nuevo León, Mexico Nancy Mejía Managing Director, National Chamber of Tourism Guatemala, Guatemala Reizel Vilorio Vice Minister, Instituto Hondureño de Turismo, Honduras Silvana Biagiotti Chairman of the Board, Latin America Association of CVBs, Latam Toni Sando Sao Paulo, CVB & President, UNE DESTINOS (Brazilian Assn of CVBS), Brazil Vaniza Schuler Director Business Events, EMBRATUR, Brasil

Scott Beck Destination Toronto Chantal Sturk-Nadeau Destination Canada Business Events Leslie Bruce Banff & Lake Louise Tourism Michael Crockett Ottawa Tourism Paul Nursey Destination Greater Victoria Ross Jefferson Discover Halifax Royce Chwin Tourism Vancouver Stephanie Clovechok Tourism Saskatoon Yves Lalumiere Tourisme Montreal

Chris Thompson Brand USA Brad Dean Discover Puerto Rico Casandra Matej Visit Orlando Craig Davis Visit Dallas Dave Lorenz Pure Michigan Gina Trigila Los Angeles Tourism Jeff Miller Travel Portland Jill Delaney Discover Albany Jennifer Chun Hawaii Tourism Leonard Hoops Visit Indy Martha Sheridan Greater Boston CVB Melyssa Reeves Vacaville Sara Toliver Visit Ogden Victoria Isley Asheville CVB

USA

Caroline Strand Visit Stockholm Corne Koch Capetown DMO Jos Vranken Holland Tourism Matthias Schultz German Convention Bureau Miha Kovačič Slovenian Convention Bureau Nelly Mukazayire Rawanda Convention Bureau Noa Sapir Tel Aviv Convention Bureau Paul Kelly Fáilte Ireland Paul Mockler Fáilte Ireland Peter de Wilde VisitFlanders

Europe, Middle East, Africa

South/Central America & Caribbean

Canada

Dr. Edward Koh Singapore Tourism Board Lyn Lewis-Smith BeSydney Amelia Roziman Business Events Sarawak (Malaysia) Julia Swanson Melbourne Convention Bureau Karen Bolinger Gold Coast CVB Leonie Ashford Tourism New Zealand Business Events Shin Osuka Japan Travel & Tourism Association

Asia Pacific

Petra Stusek Ljubljana, Slovenia Rory Archibald VisitScotland Sam Johnston Convention Bureaux of Ireland Simone McCaugherty London & Partners Yrjötapio Kivisaari Visit Oulu Kathryn Davis Visit West (Bristol & Bath, UK) Patricia Yates Visit Britain / Visit England

Bettina Reventlow-Mourie Wonderful Copenhagen

Disruptors Customers

Industry Community

4 Global Advisory Panels

TRENDS

STRATEGIES

PARTICIPANTS

COUNTRIES

Survey Participants

2023 Survey

Market Segment

Business Events only (meetings, incentives, conventions, exhibitions)

23%

Leisure Travel only (group tour and independent)

13%

Both Market Segments 64%

Facility Management

Yes 27%

No 73%

Responsible for the management (non-selling) and operation of a community-based venue:

Visitor Information Center 60%

Other 8% Museum 3%

Theater 5% Stadium 2%

Convention or Conference Center

22%

Chamber of Commerce

4%

Government Department/Authority

21%

Private/Public Partnership

10%

Other 13%

Non-profit Organization, with no membership 17%

Non-profit Organization, with membership 35%

Business Model

Less than $500,000 23%

Budget

$1,000,000 - $4,999,999 30%

$500,000 - $999,999 12%

$10,000,000 - $19,999,999 11%

$100,000,000 or more 2%

$20,000,000 - $49,999,999 8%

$5,000,000 - $9,999,999 11%

$50,000,000 - $99,999,999 3%

Top Trends

TR

EN

DS

To p

Destinations are looking at sustainability/regeneration more broadly, encompassing economic, social and environmental impacts

Organizations are increasingly developing strategic alliances across multiple economic sectors to leverage resources

Artificial intelligence will become increasingly prevalent at an accelerated pace

Customers are increasingly seeking a unique, authentic travel experience

Communities expect to be more engaged in destination, product and experience development for locals and visitors

Greater industry, community and government alignment is driving destination competitiveness and brand

Resident sentiment is becoming a key measurement

Labor and skill shortages are increasingly being felt in sectors of the tourism industry

There's a greater focus on placemaking to benefit both locals and visitors

DMO/CVBs are increasing advocacy to communicate value of visitor economy to government

New data management platforms provide a 360-degree view of visitors and destination to help optimize strategy Content creation and dissemination by the public and stakeholders across all platforms drives the destination brand and experience

Travelers are seeking more personal enrichment and wellbeing

Short-form video becomes the new currency of destination marketing and storytelling

There is greater focus on equity, diversity and inclusion in the workplace and across the supply chain

1 1

2 -

3 +27

4 +28

5 -4

6 +32

7 +48

8 +20

9 +27

10 +27

11 -8

12 +6

13 +6

14 -10

15 +12

DS

To p 15 Artificial intelligence will become increasingly prevalent at an accelerated pace

A

RT

IF

IC

IA

L

IN

TE

LI

GE

NC

E

Chat GPT - Expedia

DS

To p 15 Customers are increasingly seeking a unique, authentic travel experience

EX

PE

RI

EN

CE

S

New Experiences Since 2022

Outdoors, Nature & Parks Sights &

Landmarks Museums Shopping Performances, Theatres & Concerts

2019 2020 2021 2022

% Market Share of Total Looker Traffic for US

DS

To p

Destinations are looking at sustainability/regeneration more broadly, encompassing economic, social and environmental impacts

DS

To p

Greater industry, community and government alignment is driving destination competitiveness and brand

DE

ST

IN

A

TI

ON

A

LI

GN

M

EN

T

Texas Media Production Alliance - Good for Texas

Top Strategies

ST

RA

TE

GI

ES

To p

Protect revenue sources to maintain current funding levels1 NEW

2 + 3 Focus on developing authentic experiences for the customer

3 + 8 Better integrate tourism and economic development

4 - Build the destination brand around the community's goals, values and creative energy

5 +15 Have a greater role in destination and product development

6 +1 Develop a destination master/management plan to define long-term strategy

7 +5 Increase capabilities in data management for business intelligence, marketing and community engagement

8 -7 Focus significant attention on content creation and dissemination

9 NEW Develop a data-driven plan for a more sustainable visitor economy

10 +1 Align the visitor experience and quality of life for residents in my community

11 NEW Increase our organization's knowledge of innovative technologies

12 NEW Increase efforts to attract and retain our organization's talent

13 NEW Increase support with local government leadership to influence policy

14 +42 Develop and support new events in the destination

15 NEW Improve local resident sentiment to increase support for the visitor economy

Or ga ni za tio n

Ca pa ci ty

ST

RA

TE

GI

ES

Protect revenue sources to maintain current funding levels1

Increase capabilities in data management for business intelligence, marketing & community engagement

Increase our organization’s knowledge of innovative technologies11

Increase efforts to attract & retain our organization’s talent12

Is any of your current funding at risk of being reduced or eliminated in the next three years?

No 63%

Yes 37%

46%

43%

42%

39%

29%

54%

57%

58%

61%

71%

LATAM

Asia Pacific

Canada

EMEA

USA

Yes No

Or ga ni za tio n

Ca pa ci ty

ST

RA

TE

GI

ES

46% 43% 42% 39% 29%

54% 57% 58% 61% 71%

LATAM Asia Pacific Canada EMEA USA

Yes No 76

De st in at io n

De ve lo pm en t

ST

RA

TE

GI

ES

Focus on developing authentic experiences for the customer

Have a greater role in destination & product development

Develop a destination master/management plan to define long-term strategy

Develop a data-driven plan for a more sustainable visitor economy

Align the visitor experience and quality of life for residents in my community

Develop & support new events in the destination

M ar ke tin g

ST

RA

TE

GI

ES

Build the destination brand around the community’s goals, values and creative energy

Focus attention on content creation and dissemination7

Roles & KPIs

Organization Role Current Future Destination marketing 1 1

Community relations and partnership 2 5 Brand management 3 3 Destination information resource 4 6

Data research and business intelligence 5 2

Destination and product development 6 4

Industry advocate 7 8

Government relations and policy development 8 7

Visitor services 9 11

Meetings and conventions sales 10 10

Broader economic development 11 9

Leisure sales 12 12

Equity, Diversity, Inclusion leadership 13 14

Environmental stewardship 14 13

Sports tourism development and promotion 15 16

Major event partner and developer 16 17

Workforce development 17 15

Crisis management and emergency preparedness 18 19Cu rr en t &

F ut ur e

Or ga ni za tio n

Ro le s

KPI Current Future Economic impact of tourism 1 1 Overnight visitation 2 3 Stakeholder support and business development 3 10 Room nights generated 4 8 Number of visitors/delegates 5 5 Visitor satisfaction 6 2 Marketing ROI 7 4 Member/partner satisfaction 8 6 Social media metrics 9 13 Community benefits and social impacts 10 9 Leads/referrals to business 11 12 Hotel performance metrics 12 14 Resident sentiment 13 7 Earned media metrics 14 16 Equity, diversity, and inclusion 15 11 Long-term/legacy impacts from events 16 17 Conversion metrics 17 15 Environmental stewardship impacts 18 18 Air service 19 19 Event bid success ratio 20 20 Venue profits 21 21

Or ga ni za tio n

KP

Is

Mandate Map

• DMO

• Mandate

DMO

Mandate

DEMAND

SUPPLY

Visitor Engagement

Partner Support

Destination Development

Community Alignment

DMO

Mandate

Visitor Engagement

• Digital storytelling

• Brand management

• AI marketing

• Visitor servicing

• Loyalty program

DEMAND

DMO

Mandate

Partner Support

• Data research & business intelligence

• Business events

• Major events/festivals

• Sports

• Film, music & culture

DEMAND

DMO

Mandate

Destination Development

• Product (experience) development

• Neighborhood development/ placemaking

• Air access

• Infrastructure development

• Accessibility

SUPPLY

DMO

Mandate

SUPPLY

Community Alignment

• Government Relations & Advocacy

• Sustainability

• Equity, Diversity, Inclusion & Belonging

• Economic & Workforce Development

• Resident Engagement & Support

DMO of the Future

Visitor Engagement

Partner Support

Destination Development

Community Collaboration

Governance

Professional Development

Funding

Technology

The DMO of the Future

VOYAGERS TRAILBLAZERS

EXPLORERS MOUNTAINEERS

Strong Destination

Weak Destination

Strong Destination Alignment

Weak Destination Alignment

Scenario Model

Destination Strength Variables

Attractions & Experiences

Arts, Culture

Heritage

Dining, Shopping

Entertainment

Outdoor Recreation

Conventions

Meetings

Events & Festivals

Sporting Events

Accommodatio n

Local Mobility & Access

Destination Access

Communicatio n

Infrastructure

Health & Safety

Destination Alignmen t Variables

Business Support

Community Group

Resident Support

Government Support

Organization Governance

Workforce Development

Hospitality Culture

Equity, Diversity

& Inclusion

Funding Support & Certainty

Regional Cooperation

Sustainability & Resilience

Emergency Preparedness

Economic Development

Presenter Notes Presentation Notes

TRAILBLAZERS

EXPLORERS MOUNTAINEERS

Industry Board Staff

Hotels Attractions Restaurants

Market Meeting Planners

Tour Operators Travel Agents

Event Planners

Community Government

Business Community Economic Development

Local Foundations Education

Stakeholders

Are there certain issues Marion County should specifically address?

Local Mobility & Access

• Public transportation is a HUGE need to allow visitors to access areas/venues without the need for a car

• Incorporate better pedestrian/cycling facilities into the roadways

• Accessible public transportation, particularly to places like the Florida Horse Park and WEC

• Improved wayfinding

• More transportation like Uber in outlying areas

Health & Safety

• The amount of litter and enforcement

• Homelessness

• Housing, healthcare and job training for workforce

• Crime

Product Development

• Lack of hotels

• More diverse hotel product, attractions and retail

• More nightlife entertainment venues

• More high-quality restaurants

• Venues capable of handling major events

What ONE thing could Marion County do to become a better visitor destination?

Events & Festivals

• Bid on and attract larger events

• More cultural events

• More diversity of events

(comedy, theatre, music, birding, ecotourism)

• Updated info on current events

• Bring in more sporting events

• More resources to help fund events and programming

Arts, Culture & Heritage

• More advertising of the assets we have, especially arts and cultural experiences

• A marketing campaign specifically to promote the arts and culture assets

• More nightlife entertainment

• More arts events and musical concerts with nationally-known entertainers

Attractions & Experiences

• Create an interactive map of

Marion County

• Need family and group activities

• Need attractions like Dave and

Busters, water attractions, Top Golf

• A large indoor convention/ event center that can host major concerts, truck rallies, expos, etc.

• The rivers are crowded on the weekends; offer more tours during the week

Do you have suggestions for improvement where you scored low or N/A?

Outdoor & Sustainability

• Supporting the development of an outdoor recreation supplier

• Invest in shoreline fishing and boating access infrastructure

• Be true to who we are…we are outdoors and farmland;

emphasize that and only that

• Marion County has ecotourism draws but the infrastructure is lacking...launch areas are small and old

• Investment in green infrastructure and sustainability for future projected growth

Diversity, Equity & Inclusion

• Welcoming more diverse backgrounds, languages spoken, and printed materials in Spanish

• Celebrate diversity…there are many more cultures moving here

Destination Access

• Develop better inter-market transportation opportunities

• Train access from northern

Florida and East Coast

• Airport with commercial flights is needed

• Better air transportation

Consider how to expand tourism while maintaining quality of life for residents and

Do you have any additional comments/feedback?

• Consider how to expand tourism while maintaining the quality of life for residents and quality of our natural resources. Additional tourism and tourists inherently create problems.

• We need customer service training at all levels including hospitality training.

People in Ocala are friendly but lack the hospitality training of other major cities.

• Balance! Do not kill off everyone that lives here by trying to make us a “destination” location. Have great outdoor spaces; let’s keep it that way and not make us the next Orlando.

• Continue a strong focus on branding this as a unique one-of-a-kind region in Florida and the nation – for horse country, nature, and a great sense of place.

People are looking for more authenticity in their travels.

Funding Support & Certainty

Summary

• Strong alignment around future opportunities/strengths

• Common themes identifying challenges/threats

• Strong performance in the outdoors and natural assets (eco-tourism/parks/trails system)

• Desire for a cohesive plan supported by the local community to drive the visitor economy

- Marion County is in the Explorers quadrant with below average scores for destination alignment and destination strength.

- There is positive sentiment toward DMO staff, initiatives, transparency

- There are several key takeaways to consider:

Key Takeaways

Ideal Future Ranking During the planning workshop, The Marion County Board of Commissioners and Tourism Development Council members ranked the following items in terms of importance to determine the ideal future for Marion County’s visitor economy in the next three years. The rankings are listed in order of the aggregated results.

Ranking Accomplishment Score

1 Improve communication with residents and visitors 4.5 2 Restore swimming at Silver Springs 4.2 3 Explore feasibility of a sportsplex in SW 200 Triangle 4.2 4 Maintain updated asset inventory 4.1 5 Evaluate leveraging additional 1 cent TDT 4.0 6 Explore feasibility of a multipurpose facility 4.0 7 Consider a destination master plan 3.9 8 Enhance bike/pedestrian access/connectivity to attractions across the county 3.9 9 Coordinate efforts to maximize current assets 3.8

Ideal Future Ranking (continued) Ranking Accomplishment Score

10 Reach consensus on how to best market the region 3.8 11 Create an interactive county map 3.5 12 Conduct a feasibility study for meeting facilities/convention center 3.5 13 Advocate for expanded redevelopment efforts around Rainbow and Silver Springs 3.5 14 Explore product development opportunities/needs 3.3 15 Advocate for additional outfitters 3.3 16 Develop hands-on experiences with horses 3.2 17 Explore developing American history trail 3.2 18 Create master concierge for authentic experiences 3.1 19 Develop a comprehensive plan to market art assets 3.0 20 Develop understanding for marketing horse versus no horses 2.8