Travel and tourism public relations an introductory guide for hospitality managers part 2
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Travel and tourism public relations an introductory guide for hospitality managers part 2
Destination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 Islands, Florida’s beaches, New York’s Catskill Mountains, Arizona’s Grand Canyon, California’s Napa Valley, Nevada’s casinos, Colorado's Rocky Mountains, the Washington, D.c. area’s landmarks, and the National Park System. Tourist attractions including museums, historical monuments and sites, cult Travel and tourism public relations an introductory guide for hospitality managers part 2 ural centers and theme or amusement parks, and mega-shopping malls arc all “travel destinations within travel destinations." These tourist attractionsTravel and tourism public relations an introductory guide for hospitality managers part 2
share many key audiences with destinations. Also, attractions and destinations often cooperatively promote their respective locales and attractions. Destination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 market for destinations and tourist attractions is leisure travel. This market is composed of both domestic and international travelers. In 2003, the Travel Industry Association of America (’TIA) reported a total of 1.1+ billion domestic U.S. person-trips. The top five state destinations that year Travel and tourism public relations an introductory guide for hospitality managers part 2 were California, Florida, Texas, Pennsylvania, and New York. In 2000, total domestic and international traveler spending (in billions) in those statesTravel and tourism public relations an introductory guide for hospitality managers part 2
, respectively, was $78, $60, $36, $16, and $40.Once U.S. travelers reach their destination, what activities are they most interested in? According toDestination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 ng; beaches; historic places/museums; gambling; theme/amusement parks; and visits to national or state parks. The top modes of transportation were automobile/truck/RV (78%) and airplane (16%).Tn terms of international visitors, the United States (according to the World Tourism Organization) in 2003 Travel and tourism public relations an introductory guide for hospitality managers part 2 ranked third in the world with +0.4 million, surpassed only by France (75 million) and Spain (52.5 million). However, the United States led the worldTravel and tourism public relations an introductory guide for hospitality managers part 2
in 2003 in total foreign tourist receipts with $65.1 billion. The main overseas regions from which this traffic originated were Europe, Asia, and SoutDestination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 further enhanced by the support received from U.S. state and territory tourism offices.Destination and Tourist Attraction PRTO7Top 10 U.S. City Destinations for Overseas Travelers in 2003 (in millions of arrivals)CityNumber of ArrivalsNew York City+-O millionLos Angeles2.2 millionMiami2.2 millionOrl Travel and tourism public relations an introductory guide for hospitality managers part 2 andoỈ.S millionSan Francisco1.6 millionHonoluluĨ.6 millionLas Vegas1.2 millionMetro D.c. Area901Chicago721Boston721Source: U.S. Office of Travel and TTravel and tourism public relations an introductory guide for hospitality managers part 2
ourism Industries, Department of Commerce.Local attractions—such as natural scenic wonders, museums, historical sites, thcmc/amusemcnt parks, nationalDestination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 chures, dedicated Web sites, B-roll, news releases, fact sheets, videos, and press kits. The smaller attractions usually employ area PR firms or counselors on a part-time basis to prepare these materials, while larger enterprises such as the major amusement parks frequently have sizable in-house PR Travel and tourism public relations an introductory guide for hospitality managers part 2 stall's, supplemented by outside PR agency support.CVBs AND State Tourism OfficesConvention and visitor bureaus vastly expand the scope and reach of lTravel and tourism public relations an introductory guide for hospitality managers part 2
ocal attraction PR efforts. According to the Destination108Travel and Tourism Public RelationsMarketing Association International (DMAI), CVBs arc notDestination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 and tourism strategy. They usually are membership organizations bringing together businesses that rely on tourism and meetings for revenue.For visitors, CVBs are like the “keys to the city.” As an unbiased resource, CVBs can serve as broker or an official point of contact for convention and meeting Travel and tourism public relations an introductory guide for hospitality managers part 2 planners, tour operators, and visitors. cvBs do not charge for services rendered because most are funded through a combination of hotel occupancy raxeTravel and tourism public relations an introductory guide for hospitality managers part 2
s and membership dues.From a PR standpoint, CVBs function as a central clearinghouse of information about their destination for media around the worldDestination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 easonal special event calendars; and they help arrange area itineraries for visiting travel writers, whom they often will escort. CVB PR staffs also serve as area press spokespersons, and represent their clients at national and international trade shows. (See Sidebar 5-1, “How GMCVB Used PR to Promo Travel and tourism public relations an introductory guide for hospitality managers part 2 te Miami as a Diverse Destination?’)Representing destinations, tourist attractions, and their cvBs on a statewide basis are their respective state touTravel and tourism public relations an introductory guide for hospitality managers part 2
rism offices (commonly located in the state capitals) —and nearly every U.S. state and territory has one. A 2003 TIA survey of the tourism budgets of Destination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the Hawaiian Travel and tourism public relations an introductory guide for hospitality managers part 2 on, or $11.9 million on average per state. The leading state spenders were Hawaii, Illinois, Pennsylvania, Texas, and Florida.Destination and Tourist Attraction PRThe term “destinations” in the context of this chapter refers to popular U.S. visitor sites such as the HawaiianGọi ngay
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