WHEN IS THE CO-OPERATIVE A SUCCESS? WHEN IS VISM?
At VisitSydsjælland-Møn, we want to be a professional, transparent and responsible organisation. We want to be a professional organisation with clear performance goals. We want to be a transparent and co-operative organisation with constant dialogue and mutual learning with partners, and we want to be an organisation that is accountable to the local community and our owners.
Therefore, we have developed a two-step set of strategic success and performance goals (KPIs), which partly guide the destination development (destination goals), and partly measure the effectiveness and impact of VISM as an organisation (organisational goals). In connection with the latter, we will continuously measure satisfaction with the destination collaboration, because it is in our DNA as a DMO to take primary responsibility for a strong and effective destination collaboration.
CO-OPERATIVE DESTINATION GOALS
We are all in it together when it comes to destination goals. The destination goals set the direction and targets for destination development, which we all want and to which everyone can contribute. For South Zealand and Møn, we want to see an increase in the number of overnight stays and consumption – both quantitatively and qualitatively – which we can only achieve by growth in capacity and in the quality of our accommodation product. This will also result in a positive price development and income for owners.
The Destination is measured by:
• Overnight stays
• Accommodation capacity
• Price development
• MICE tourism
• Culture and attractions
• Guest satisfaction
• Citizen support
• New jobs
• Settlement
In addition to the overall destination goals, VISM has launched the DataLab project, which aims to generate updated data on the development and effect of tourism. This is necessary because there is often a long delay in obtaining tourism data, and it is not suitable for understanding the guests’ preferences or behaviour, the qualitative aspects of the experience of South Zealand and Møn or the effect of tourism on nature and the local environment. DataLab also plays an important role in extracting relevant goals from the UN’s 17 sustainable Global Goals to demonstrate how we contribute to these – for ourselves and our partners.
VISM'S ORGANISATIONAL GOALS
The organisational goals act as a framework for VISM’s work, deliverables and results as a destination management organisation. Our organisational goals are linked to the 5 strategic development paths that support our strategy.
STRONGER COMMUNITY
• Participants in tourist information network
• Establishing networks for municipal employees who deal with tourism.
• Facilitating network meetings for the destination’s tourism companies
• Participants in the New Year’s Conference
• Stakeholder satisfaction with network participation
• Net Promoter Score partner
NATURALLY VISM
• Project: Wild About Nature
• Collaborative relationships with green org.
OUR CALL IS LOCAL
• Cluster Meetings
• Visibility of tourism van and tourism bicycles
• Project: Action for local trade
MARKETING WITH MEANING
• Social media engagement
• Number of paying partners in campaigns
• Publicity and articles
• Press visits
TOURISM FORESIGHT
• Project: Data Lab
• Number of newsletters/press releases
• Participants in e-learning
• Participants in workshops
• Partners in the clusters
• Volunteers and ambassadors in guest services
• Course days and inspiration meetings
SATISFACTION
It is in our DNA that VisitSydsjælland-Møn is primarily responsible for ensuring strong destination work with a common direction and high level of participation across industries, sectors, municipalities and local communities. First and foremost, we are a collaboration and network organisation, and that is precisely why it is important that we regularly measure our partners’ satisfaction with our work and strategic direction. We will therefore continue to conduct methodical satisfaction measurements approx. every other year, with the next one in 2022. Going forward, we will also measure our support and progress in the five strategic paths that we have laid out in this strategy.