In order to keep pace with digitalisation, the DMO must set an example of leadership in digital topics to the players in the region. The same applies to the management level of the DMO towards its own team. This requires a fundamentally open attitude that reacts positively to new developments and is curious about them. The results of digital developments are not always predictable, which is why trust in one’s own team and an open culture of failure are also fundamental.
The DMO must ensure that appropriate and correct information is available on all channels and that it can be used by the various platforms as well as the (tourist) stakeholders in the region. Instead of marketing on its own channels, the DMO thus becomes the curator and distributor of existing content as well as the person responsible for quality assurance.
Knowledge of new trends and developments, as well as the requirements for collecting and maintaining data, must be shared within the region. The DMO is therefore increasingly responsible for the “digital” training of (tourism) service providers. The aim is to impart both general knowledge and practical application. Networks and joint offers with organisations such as DEHOGA, the IHKs etc. are necessary in order to be able to offer on-site workshops and individual coaching, as well as location-independent webinars or e-learning offers.
However, it is not only about continuing education in terms of trends and current developments. As product quality becomes more critical and transparent, the DMO needs to help service providers create high-quality experiences on the ground. By means of data, it is then a matter of linking suitable offers with each other and directing visitors accordingly. This requires live data on numbers of visitors and visitor flows, which provide information on the capacity utilisation of the establishments. The DMO should support the service providers in generating the data as well as monitoring and adding value to it.