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.

1. ENERGISE2-0.COM
Malta/Gozo – The
Social Destination
Dr Jim Hamill
www.energise2-0.com
www.twitter.com/drjimhamill

2. Opportunities
and Challenges
for Malta/Gozo
Tourism and
Hospitality in becoming a
Social Destination?
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3. Agenda
Morning
•Impact of the Social 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’
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4. The Social
Media
Revolution
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5. Social Media Revolution
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6. Infographic
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7. 168 Million DVDs
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8. 294 Billion E-Mails
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9. 2 Million Blog Posts/172m FB
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10. 4.7 Billion Minutes
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11. 532 Million Status Updates
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12. 864,000 Hours of Video
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13. Mobiles > People
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14. Sources
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15. ENERGISE2-0.COM

16. Revolutionary Impact on World
Tourism and Hospitality
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17. The Rules of Business Have Changed
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18. The End of Business 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
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19. The Connected Consumer
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20. Social Media is a 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
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21. It’s Social
A conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?
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22. Power Shift
Social media empowers
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
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23. ENERGISE2-0.COM

24. Declining Effectiveness
Declining effectiveness of 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’.
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25. Advertising – Customer Breakup
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26. Marketing RIP
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27. The End of Business as Usual
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28. The End of Business 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
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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
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30. Be Social
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31. How Have Tourism
Destinations Responded?
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32. ‘Doing Social’ but not ‘Being Social’
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33. www.twtrland.com
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34. www.twtrland.com
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35. What is a Social Destination?
Summary of Module Outline
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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’.
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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
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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
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39. Key Questions to Address
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40. Group Ideation
• Do we 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?
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41. Coffee then Ideation
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42. Afternoon Session
Feedback and Discussion
Agree Key Actions and Initiatives
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43. Social Strategy
and Action Plan
A Roadmap for the Future
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44. A Roadmap for the Future
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45. Use a Simplified Balanced 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
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46. Social Media Balanced Scorecard
• 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……
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47. Social Media Balanced Scorecard
• 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
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48. Social Destination Strategy Map
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
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49. Key Questions to Address
• 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?
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50. Key Questions to Address
• 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?
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51. Organization, Resource and People 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
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52. In Summary……..’Social Media
Planning Pays’
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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’
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54. Thank You
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