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TABLE OF CONTENTS
I. COMMUNITY DEVELOPMENT 3
Product Development 3
Writing a Marketing Plan Worksheet 4
Educational Workshops 6
Grants Programs offered by the Arizona Office of Tourism 6
Native American Marketing Programs 9
II. VISITOR SERVICES 11
An Overview of the Hospitality Industry 12
Communication 15
Customer Service 16
Etiquette on Tribal Lands 18
III. MEDIA RELATIONS 19
The Basics 19
The Media Relations Plan 20
The Media Relations Tools 20
Putting It All Together 31
Press Release Samples 33
IV. TRAVEL INDUSTRY MARKETING 39
Understanding the Industry Distribution System 40
Preparing your Product 43
Researching the Market 44
Contacting Prospects 45
Group Tours 46
Sample Itinerary 49
V. TOURISM RESEARCH 53
Using Data for Strategic Decision Making 53
Research Methods 54
Conducting Visitors Surveys 55
Other ways to Measure Visitation 61
Database Managements 64
Attraction Visitor Counts and Admissions 64
Strategic Target Marketing Research 65
Advertising Effectiveness Research 67
Return on Investment 68
VI. ADVERTISING AND FULFILLMENT 71
Developing your Advertising Strategy and Positioning 71
AOT Advertising Initiatives 75
Fulfillment 81
Relationship Marketing in Action 83
Interactive Consumer and Business Web sites 86
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I. COMMUNITY DEVELOPMENT
The Communications & Community Development ( CCD) division assists communities in the development,
enhancement, and marketing of their destinations; provides education on AOT’s grant programs; conducts
topic- specific educational workshops through the Arizona Tourism University program; facilitates federal
and state interagency cooperation for rural and tribal communities; helps to improve existing tourism
products and encourages the development of new products; administers the operation of Arizona’s Welcome
Center; and assists communities and their Local Visitor Information Centers ( LVICs) in providing quality
customer service training, signage assistance, and collateral exchange.
In this section, you will learn the basics of writing a marketing plan as well as practical strategies to define
your target markets and your objectives to make your marketing dollars as efficient and cost effective as
possible. This section also provides information about grant and educational workshops, resource materials
and tools offered by the CCD division to help communities with their tourism marketing, promotion and
development.
Where do you begin?
Once a community has decided it wants to proceed with tourism marketing and development, a marketing
plan must be created. The marketing plan enables communities to see their ultimate marketing goal with
organization and clarity. The plan provides direction for all marketing activities and helps to communicate
the marketing vision to stakeholders, tourism partners, and visitors.
AOT requires that organizations seeking grant funding through the Teamwork for Effective Arizona
Marketing ( TEAM) submit a marketing plan with their application to demonstrate their efforts are strategic
and the organization has set future goals and direction. For more information, please refer to the Grant
section on page 6.
Product Development
The tourism product consists of all elements – physical, experiential and emotional – that contribute to a
destination’s experience.
AOT’s product development vision is to realize Arizona’s potential as a great place to live and visit by
ensuring that resources are enhanced, preserved, perpetuated and promoted in a manner that is
environmentally sound, and culturally and socially sensitive.
While statewide product development tracking is important, local product databases is of equal value.
Destination marketing organizations may find it helpful to have a list of all the tourism- related products that
are available in their communities. A list of tourism products is important from a promotional perspective
and can also help a community identify gaps or overloads in local tourism offerings.
An easy way to track local tourism products is to divide the products into sections using a spreadsheet or
matrix format. Separating your product into categories is a good first step. Typical categories include
attractions ( festivals and events, shopping areas, museums, theaters, recreational areas, parks, etc.), services
( accommodations, restaurants, guided tours, visitor information, etc.), and transportation ( private vehicle,
vans, motor coach, roads, airlines, jeep tours, trains, taxis, etc.). These categories can then be further
segmented into private, public, and non- profit tourism products.
Communities and organizations are encouraged to utilize grant programs offered by AOT to help develop
and implement new tourism products.
For example, the Teamwork for Effective Arizona Marketing ( TEAM) program can be used for strategic
planning, research, to identify new product development and to develop a marketing plan to incorporate new
product offerings into the mix.
The Rural Tourism Development Grant Program ( RTDGP) offers funding for infrastructure to build and
implement tourism products such as new attractions, enhancement of amenities and services, etc.
Please refer to the Grants Section for more information on these funding opportunities.
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Writing a Marketing Plan Worksheet
Marketing plans do not need to be long or expensive. The main goal is to think about what you want to
accomplish with your marketing strategy and how you are going to meet your objectives. A marketing plan
should contain the following: Objectives; Situation Analysis; Target Markets; Strategies; and Evaluations.
The following provides a step- by- step process for developing a marketing plan.
Objectives
As with any strategic initiative, a marketing plan should start with objectives. Your marketing objectives will
guide your entire marketing effort and will be used for evaluating the success of your marketing programs.
Without objectives, you may get off track and will not know when you have reached your ultimate goal. Your
objectives should focus on your specific target market( s). Objectives must be measurable in quantitative
terms, such as number of visitors, and sales volume. By having quantitative objectives, you will have a clear
target to strive toward and will know when the objective has been achieved. Objectives should also be framed
within a specific time period. Finally, objectives should be outcome based. In other words, what is the end
result you are looking for?
Examples of measurable objectives:
• Increase gross sales revenues by 10 percent.
• Increase visitor inquiries by 20 percent.
• Increase the total number of visitors by 2000.
• Increase hotel occupancy by 10 percent.
Situation Analysis
A situation analysis details the context for your marketing efforts. In this section of your marketing plan, you
take a close look at the internal and external factors that will influence your marketing strategy.
First, this section considers the rationale for your marketing efforts, the resources available within your
organization, and how these might facilitate or inhibit your marketing strategies. A situation analysis should
also contain a review of your past marketing efforts, with a focus on which activities were successful or not
successful. This will help you make decisions regarding your current efforts. Second, this section may
contain demographic, social, and economic trends and recent changes, regional, national or international,
which may influence your marketing strategy. Third, this section should include a competition analysis that
analyzes who your primary competitors, their target markets, and what they offer their visitors. Most
importantly, a competition analysis should show how you are different from your competitors.
Differentiation can be based on numerous factors such as price, product, quality of service, and location. In
this section, you also want to identify your partners and allies, and how you can work with them to achieve
your marketing objectives.
An example of situation analysis may include:
• Our organization has limited resources to effectively promote our destination.
• Our community has limited lodging and food establishments.
• Our region is perceived as a seasonal destination.
Target Markets
Determining a target market is one of the most basic, and most important, aspects of a marketing plan.
There is no such thing as the “ general public” and it is unrealistic to think that you can attract everyone.
Defining your target market helps you decide where to commit resources and what kinds of promotional
methods and messages to use.
The first step is to define your target market specifically in terms of demographics ( age, income, ethnicity,
etc.). Next, determine their geographical residence, social group ( young families, couples without children,
girls getaway, etc.), preferred activities ( sightseeing, visiting friends and family, cultural/ historical activities,
outdoor recreational activities, etc.), motives or benefits ( what are people trying to get out of their trip), and
whether you are targeting repeat or first- time visitors. The last step is determining your target market’s
planning frame. Specifically, are people in your market planning their trips one week or one month in
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advance, or are they spontaneous? Remember to focus on the target market that will most likely respond to
your destination or attraction and will offer the greatest benefit for your community or business.
Please refer to the Advertising and Fulfillment section for additional information regarding Target
Marketing.
Strategies
In this section, you address the manner in which you will achieve your objectives. This section should
incorporate your target markets, especially those that are primary, and take into consideration the “ 4 Ps”
and the “ 3 Cs” for marketing your tourism product.
The “ 4 Ps” are as follows:
• Product: the commodity or service offered to the consumer
• Place: the specific location where the product will be offered, or the general area served
• Price: the importance of “ correct” pricing
• Promotion and Packaging: strategies and tactics for building awareness and creating sales of
the product; includes packaging, or how the product appears to the consumer
The “ 3 Cs” are as follows:
• Customer: The focus of customer analysis is to develop a strategy for market segmentation and
ultimately target market selection. Marketers must develop profiles of each segment, focusing on
variables such as demographics, psychographic characteristics, geography and needs.
• Company: In company analysis, marketers focus on understanding who they are. What is the
product or service offered? What are the organization’s core competencies? What is the
company's cost structure and cost position relative to competitors?
• Competition: In Competitor analysis, marketers look at each competitor in the market,
focusing especially on their relative competitive strengths and weaknesses using SWOT analysis.
It is important to examine each competitor's resources and competencies, competitive
positioning, points of parity and points of differentiation.
An example of a strategy:
Our main target markets are reached through the following promotional efforts:
• Direct marketing campaign via regular and E- mail addressed to qualified consumers who meet
our core target market profile.
• Web advertising through banner ads or links that promote ecotourism and adventure travel.
• FAM tours directed to regional and national travel writers.
• Participation in trade shows.
• Customer relationship marketing campaign directed at attracting repeat customers.
Evaluation
This final section addresses the manner in which you will measure your success and in what ways your
objectives have been met. Although often overlooked, this section is vitally important as it helps determine
the success of your marketing efforts.
Methods for evaluating marketing efforts are different for each type of marketing project. For print
placement, you can measure the number of leads generated by a magazine or newspaper ad. For a Web site,
the number of page views or the number of Web- based requests for products or services can be measured.
Public relations efforts can be measured by the number of articles written about your community or business
in newspapers and magazines. The success of trade show attendance can be measured by the number of
consumers who requested information from your booth, or the number of tour operators or travel agents
who requested specific information on your destination or business. Additional evaluation techniques
include attendance at an event from year- to- year, or a visitor research study to determine who is visiting and
how they found out about you.
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An example of evaluation may include the following:
• Leads generated through our direct marketing efforts
• Number of inquiries as a result of advertising efforts
• Number of leads generated by attendance at travel show
• Number of visitors, hotel occupancy rates, or hotel sales tax revenues
The most important questions that should be asked are: “ Did we reach our goal?” and “ Was the marketing
campaign successful?”
Educational Workshops
Arizona Tourism University ( ATU)
ATU has been created to assist the tourism industry and public further their education in the field of
tourism. Each fiscal year ( July through June) AOT offers topic- specific educational workshops. All
workshops are complimentary and offered to the public. Each workshop topic is offered at different locations
throughout the state. All past workshop tool kits and presentations are available online.
Past workshop topics include:
• Branding
• Geotourism
• How to Conduct a Visitor Survey
• How to Build an Itinerary
• The Economic Impact of the Tourism
Industry in Arizona
• How to Work with Tour Operators & Travel Agents
• How to Create an Interactive Marketing Strategy
• How to Work with Tour Operators and Travel Agents
• Strategies for Successful Destination Marketing
For a full listing of current workshops, please visit AOT’s business- to- business Web site www. azot. gov under
Programs, Arizona Tourism University.
Grant Programs offered by the Arizona Office Tourism ( AOT)
From your marketing plan, you have probably determined that an appropriate amount of funding is needed
to execute your strategy. Grants are an excellent resource to help Destination Marketing Organizations
( DMOs), non- profit tourism organizations, statewide associations, and tribal entities stretch marketing
dollars. AOT two grant programs to assist tourism entities throughout the state: Teamwork for Effective
Arizona Marketing ( TEAM) and Rural Tourism Development Grant Program ( RTDGP).
At the end of the Community Development section is a list of additional grants available from state and
federal agencies that may help you meet your tourism needs.
For more information on the grants offered by AOT, please visit www. azot. gov and select Grants, or contact
the Community Development Manager are 602.364.3727.
Teamwork for Effective Arizona Marketing ( TEAM)
TEAM is a matching grant program offered to destination marketing organizations, statewide tourism based
associations, and tribal entities.
This program provides participants with opportunities and guidelines designed to assist with the
development of innovative and effective tourism promotion projects at the local and regional level. These
local tourism promotion activities, in cooperation with the national and regional advertising efforts of AOT,
are intended to maintain a strong tourism industry throughout Arizona.
Matching funds from AOT can be used for:
• Advertising
• Internet Web site development
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• Printed material
• Media communications and public relations
• Strategic planning and research
• Product development
• And other tourism- related marketing activities within the program guidelines
Funding is also available through the grant’s “ EZ Advertising” program, which provides funding for 50
percent of all print advertising placements in selected publications. In state, nationwide, and international
publications are available. An online advertising component is also available.
Funds are available annually based on AOT’s fiscal year appropriation. New guidelines are tentatively
available early- February, workshops are held in March, applications are due in April, and awards are
announced by mid- June.
One representative from each community or organization applying for a grant must complete TEAM training
conducted by AOT.
Please contact AOT for a listing of TEAM workshops or visit the agency’s business- to- business Web site,
www. azot. gov for more information.
Rural Tourism Development Grant Program ( RTDGP)
RTDGP is a matching grant program to provide coordinated funding for tourism- related economic
development projects in rural communities throughout Arizona with the goal of strengthening the regional
and local economies and expanding tourism development. All projects must be tourism related designed to
initiate economic growth and enhance future tourism development.
Funding is available for:
The development of new tourism products
The enhancement of the visitor experience
The enhancement or renovation of existing tourism products
“ Bricks and mortar” tourism projects
Grant recipients have until the end of the following fiscal year to complete the project. A 25 percent match is
required ( up to 10 percent may be in- kind; at least 15 percent must be a cash match).
The Centennial will be a year- long, statewide celebration culminating on Arizona’s 100th Statehood day
February 14, 2012. Beginning with the FY09 RTDGP grant cycle, AOT will be incorporating new guidelines
providing priority funding to projects that contain a Centennial component.
New guidelines are tentatively available mid- August and applications are due in September, and awards are
announced by mid October.
Smart Growth Initiative
Beginning January 1, 2009, the Smart Growth Scorecard, established by the Governor’s Growth Cabinet, will
be integrated into our program of work, including our grant programs. Any community or organization
applying for government funding must have a scorecard completed and on file with the Arizona Department
of Commerce. Smart Growth is a continuous planning process to guide the preservation, development, or
redevelopment of a neighborhood, community, or region to promote the goals and ambitions of its residents.
AOT encourages communities to learn more about Smart Growth, and how you can successfully integrate
this process into your community.
For more information on the Smart Growth initiative, please visit www. azcommerce. com/ SmartGrowth.
Additional Funding Sources
In addition to the grants offered directly through AOT, as a list of grants for a variety of tourism- and
recreation- based projects. This list below describes some of the programs and how to obtain additional
information, as well as some helpful grant- oriented Web sites.
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Agency Description/ Purpose of Grant Web site
Arizona Department of
Commerce
To support REDI ( Rural Economic Development
Initiative) accredited communities with development
programs.
www. azcommerce. com/ CommAsst/ R
uralDev/ REDI. htm
Arizona Department of
Commerce
To assist certified Main Street communities in
achieving marketing, training, and design initiatives in
revitalizing the central business district.
www. azcommerce. com/ CommAsst/
MainStreet
Arizona State Parks
The Arizona State Parks Grants Section administers
eight grant programs: the State
Lake Improvement Fund ( SLIF); the Law Enforcement
& Boating Safety Fund ( LEBSF);
the Recreational Trails Program ( motorized portion);
three components of the Arizona
Heritage Fund ( Historic Preservation; Trails; and Local
Regional & State Parks); the
Land and Water Conservation Fund; and the Growing
Smarter State Trust Land
Acquisition Program.
www. pr. state. az. us/ grants
Arizona Department of
Transportation
The Transportation Enhancement ( TE) program was
developed to enhance surface transportation activities
by developing projects that go above and beyond what
transportation departments typically do.
www. azdot. gov/ highways/ SWProjMg
mt/ enhancement
Arizona Commission on the
Arts
A variety of grants to assist Arizona communities,
organizations, and artists with the development of arts
and culture
www. azarts. gov/ organizations/ progr
ams. htm#
Arizona Humanities Council
To support community- initiated projects that help
Arizonans understand and appreciate the humanities
http:// www. azhumanities. org/ ggrant
s1. html
National Scenic Byways
Program
National Scenic Byways grants are available as
discretionary funds to undertake eligible projects along
highways designated as National Scenic Byways, All-
American Roads, or as State- designated scenic byways.
www. bywaysonline. org/ grants/
National Endowment for the
Arts
Provides national recognition and support to
significant projects of artistic excellence, thus
preserving and enhancing our nation’s diverse cultural
heritage
http:// www. nea. gov/ about/ index. ht
ml
The Catalog of Federal
Domestic Assistance
A comprehensive database of approximately 1,500
federal assistance programs, including a special section
for rural tourism
http:// www. cfda. gov
United States Department of
Agriculture
Business Programs ( BP). BP works in partnership with
the private sector and the community- based
organizations to provide financial assistance and
business planning.
www. rurdev. usda. gov/ rbs/ busp/ bpro
gs. htm
United States Department of
Agriculture
The mission of Cooperative Services Program is to
promote understanding and use of the cooperative
form of business as a viable organizational option for
marketing and distributing agricultural products.
www. rurdev. usda. gov/ rbs/ coops/ fun
d. htm
National Rural Development
Partnership
The Grant Seeker’s Guide to the Galaxy
A Compendium of Community Funding Resources
from the Community Development Program in USDA
www. ezec. gov/ Fundseekers Guide to
the Galaxy/ TheGrantSeeker. htm
Grants. gov
Grants. gov is your source to FIND and APPLY for
federal government grants. www. grants. gov
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Native American Marketing Programs
AOT offers a number of programs to support American Indian tourism development. Cultural Heritage
tourism, including the Native American experience, is an integral component of AOT’s marketing efforts.
AOT is dedicated to integrating and promoting Native American tourism and activities throughout Arizona,
as well as providing technical assistance and product development consultation to Tribes.
Through a variety of efforts, AOT continues to strengthen its relationship with the Tribes. Examples include
the following:
• A Native American delegation has traveled to select trade shows and participated in media missions to
highlight the various offerings and cultural uniqueness of Arizona’s Tribal Lands.
• A Native American photo shoot project was implemented to provide professional quality photographs for
use by Tribal tourism organizations and programs. In addition, AOT uses the photos in advertising and
marketing efforts to accompany stories written about Tribal tourism.
• The Arizona Tourism University ( ATU) provides free tourism education workshops to assist with tourism
development and marketing. Tribal participation is strongly encouraged.
• Tribal entities are encouraged to apply for agency grants, such as the Teamwork for Effective Arizona
Marketing ( TEAM) or the Rural Tourism Development Grant ( RTDG) program.
• AOT works closely with Tribal partners to provide information on current programs and services and to
receive information about Tribal events, projects and tourism initiatives. Outreach to various Native
American organizations is another avenue to further tourism to Indian Country.
• The Tribal Tourism Advisory Committee ( T- TAC) serves in an advisory capacity to the Arizona Office of
Tourism and the Native American Tourism Development Manager to enhance the marketing efforts and
cultural experiences offered to Arizona’s visitors. The committee provides an effective method of
communicating with Tribal communities.
If you are interested in working with a Native American Tribe, please visit Native American Tourism
Development at www. azot. gov, under Programs, for more resources.
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II. VISITOR SERVICES
What is Visitor Services?
Visitor Services is an important component of tourism marketing and can be one of the most important
aspects of promoting your organization or community. Word- of- mouth is one of the primary vehicles
through which consumers hear about your destination. Even if you have a great marketing campaign,
visitors who do not receive good customer service when they visit your community may not come back, and
they may tell their friends and family about the poor service that they experienced. Conversely, good
customer service promotes repeat visitation and positive word- of- mouth promotion.
AOT operates two state welcome centers and assists with the development of new state welcome centers. In
addition, AOT offers several programs designed to assist local visitor centers statewide with customer service
training, standardized operating procedures for visitor centers, collateral exchange programs, and highway
signage. Below is a list of ways in which your community can benefit from AOT’s visitor services program.
Welcome Center Program
AOT’s Painted Cliffs Welcome Center is located on Interstate 40 westbound near the Arizona/ New Mexico
border. The center phone number is 928.688.2448.
In January 2008, the Grand Canyon State Welcome Center, located at the AOT Washington street location,
was merged with the Greater Phoenix Convention & Visitor Bureau’s visitor center to create the Visitor
Information Center at the Phoenix Convention Center. The Visitor Information Center is jointly operated by
AOT and the Greater Phoenix CVB. The downtown Copper Square location has brought a greater visibility to
the Visitor Information Center. This center operates Monday through Friday and during special events from
8: 00 a. m. to 5: 00 p. m. Besides a full- time AOT employee, the Phoenix CVB operates the center with one full-time
employee and one part- time employee.
More than 100,000 annual visitors have access to a variety of brochures, maps, and additional information
about Arizona. The Welcome and Visitor Centers distribute brochures and promote special events or
festivals. Non- profit, city, county, state, and tribal government agencies are encouraged to distribute their
tourism- related materials through this Welcome Center brochure distribution program. For more
information, please visit AOT Welcome Centers at www. azot. gov under Programs, Visitor Centers Services,
or contact the Visitor Services Manager at 602.364.3694.
Local Visitor Information Center Program
AOT works in cooperation with the Arizona Department of Transportation to provide the blue and white
“ Arizona Tourist Info” highway signs throughout Arizona. This highway signage is responsible for directing
thousands of visitors to Local Visitor Information Centers ( LVICs) across the state. Communities and tribes
are required to meet statewide LVIC standards to obtain highway signage ( see reference section of this
workbook). New requests for signage for LVICs are reviewed annually in the spring by AOT’s Visitor Services
Committee. Tribal tourism offices who meet the standard requirements are encouraged to participate in this
program. Information regarding locations, dates, and venues will be sent electronically.
As part of the LVIC program, The Tourism Education & Development division administers a Visitor Center
Evaluation Program with the goal of maintaining the established standards for local visitor information
centers statewide. The inspection program assists LVICs by providing recognition for outstanding service
and suggestions for improvement when necessary. The program is supported by the Visitor Services
Advisory Committee, which consists of representatives from regions throughout the state. The Visitor
Services Advisory Committee meets twice a year to review the results of visitor center evaluations, review
applications for ADOT visitor center signage, and pro- vide comments and suggestions for the upcoming
year’s program.
Grand Impressions Customer Service Workshops
In an effort to continually offer the best in visitor services to the traveling public, AOT conducts a
complimentary certification program for Arizona’s visitor center staff and front- line hospitality employees.
The Grand Impressions program is designed to enhance customer service skills, present a unified message to
visitors, and to increase knowledge of the state and its attractions. Front line employees within the tourism
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industry and individuals in city, county, state, and tribal government agencies that deal directly with visitors
are strongly encouraged to attend these workshops. Workshops are open to the public. They are held
annually in late spring at locations throughout the state.
An Overview of the Hospitality Industry
The hospitality industry is one of the largest industries in the world. Components include the following:
• Tourist destinations: Government promotion offices, regional promotion offices ( chambers of
commerce, convention and visitors bureaus), and resort areas, convention centers
• Transportation: Airlines and ground transportation
• Accommodations: Hotel/ motels, resorts, bed and breakfasts, and guest/ dude ranches
• Foodservice: Full service, specialty/ themed, institutional, and fast food
• Attractions: Museums, attractions ( natural or cultural), theme parks, casinos, and festivals,
events, recreational activities
• Travel brokers: Travel agents, travel wholesalers, tour and charter operators, ground operators,
and travel incentive companies
• Travel- related services: Financial ( credit cards, traveler’s checks, travel insurance), travel
publications, guide books, and educational/ training services
What is Hospitality?
Hospitality is:
• Customer service delivered on the behalf of the entire community.
• Something everyone has the ability to extend.
• An attitude.
• Determines more than any other factor whether the visitor will return to your community
• The development of an intangible host/ guest relationship that extends beyond the service
provider to the pride, knowledge and politeness of the individual citizen and the appearance of
your city.
• A commitment to making a visitor’s stay as pleasant and enjoyable as that of an invited guest in
your home.
Hospitality is a team effort because all components of the tourism industry are interrelated. While operators
of hotels, restaurants, and recreational establishments may appear to work independently of each other,
visitors combine and sum them up as one industry, one product, one experience, and one memory. The
visitor’s memory of the trip is what concerns the travel industry most. So, if one business has a poor
performance, it will affect the tourism industry of the entire region.
The Need for Hospitality
The tourism industry is unique in that hospitality is one of its most important marketing elements. It is also
an important component of the “ product” itself.
Repeat customers are vital to the success of Arizona tourism. Tourists who are satisfied will return to your
region to experience the same or different events and seasons over many years. Regardless of when or why
people return, they are motivated in part by past encounters with courteous, considerate and friendly hosts,
residents, attractions, staff, retail clerks, hospitality and food and beverage service representatives.
Hospitality skills influence who returns and who does not return. It also affects what visitors will tell others
about their visit. The effect of one visitor telling others about an experience can impact whether several
dozen or several hundred people would want to visit your area or not.
The success of any business or community as a tourist destination depends on the attitudes of all individuals
who come in contact with the visitor. Retail sales clerks and food and beverage staff are as important as the
visitor information center receptionist and service station attendant. Tourism hospitality is not the
responsibility of a few isolated businesses, but rather that of the entire community and its residents.
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• Tourists travel to your region for many reasons and seek a wide variety of activities, so make sure
you know what the region has to offer.
• Different opportunities will appeal to different tourists. You are of great service to tourists when
you understand and help them find what they seek.
• Make it your responsibility to know about the opportunities in your area and inform the tourists.
Be polite, attentive and helpful, but don’t force information on them. If you don’t know the
answer to a question, refer them to someone who knows
• A visitor will respect your destination only as much as you appear to respect it. You are the
symbol for your community to a visitor, and any time you denigrate it, you discredit yourself. Be
proud of the positive events and situations, and work to improve those that are negative.
Tourist Hospitality Skills
Greet people with enthusiasm and a smile. Courtesy is contagious.
Whatever greeting you use, it should be natural and easy for you to say with courtesy and sincerity. How you
say something is often more important than what you say.
Asking questions of interest to a tourist or making a cheerful comment adds to the friendly atmosphere
during an interaction. Learning someone’s name and using it in a natural manner is a challenge to help you
recognize the tourist and establish a more personal basis for interaction. Look directly at people to establish
eye contact and to let them know that you acknowledge their presence.
A pleasant voice and manner combined with a well- groomed appearance suggests a professional atmosphere
that visitors respond to in a positive manner. The ability to be diplomatic and show concern for a tourist
when you have disappointing information is less difficult in such an atmosphere. Be courteous, helpful and
optimistic, especially when dealing with angry or dissatisfied customers. Be cheerful, pleasant, and helpful.
Remember, you are a representative of your community.
Effective Hospitality Habits
1. Make a Good First Impression
• Start with the right attitude and ask yourself: “ How can I be of help to the visitor?”
• Greet visitors promptly within one minute of their arrival.
• Smile sincerely, not with a false, pasted smile.
• Act naturally, but professionally.
• Be courteous and friendly.
• Maintain eye contact. You will come across as confident, honest and knowledgeable.
• Smile with your voice. The tone of your voice or how you say something makes more of an
impression than the words you use.
• Put visitors at ease and establish rapport with them.
• Always try to look your best; be well- groomed.
2. Know Your Job
• Know the full name and correct spelling of your employer’s business.
• Know the correct address, telephone number, E- mail address or Web site address, location
and directions for finding the business.
• Know what products and services you have available.
• Be able to use all the equipment properly.
• Know the guest/ customer relations’ policies and practices.
3. Know Your Region
• Know how to get around the community and how to give correct and easy- to- follow
directions to other places.
• Be able to describe the main attractions in your region.
• Keep informed of main events, special and seasonal activities, when they occur, and whom to
contact.
• Be able to use the visitor information resources.
• Know about other businesses in the community, what they offer, and their locations.
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4. Communicate Clearly
• Listen carefully for clues as to what visitors want.
• Recognize customers’ feelings and concerns.
• Ask questions. Find out what visitors are really looking for. Continue asking questions until
you are sure of their needs and wants.
• Answer visitors’ questions or concerns, providing clear information, explanations and/ or
directions. Avoid using slang or technical terms which might be confusing; take action to
meet visitors’ needs.
• Be reliable. Do what you say you are going to do. Do it when you say you are going to do it.
Do it right the first time. Get it done on time.
• Ask visitors if all questions were answered clearly and completely.
5. Handle Problems Effectively
• Listen carefully to customers in order to identify problems.
• Use common sense to identify possible solutions.
• If you cannot solve the problem, connect visitors with someone who can; give customers
his/ her name, title and phone number. When possible, introduce visitors personally.
• Be responsive; show concern for visitors’ problems and act quickly.
• Work cooperatively with others to solve the customers’ problems.
• Go the extra mile. Deliver more than you promised to make sure visitors have been
completely satisfied.
6. Make a Good Last Impression
• Ask how everything was.
• Ask if the visitors were taken care of and if they received everything they needed.
• Make them feel good about their choice to do business with you.
• Thank them for coming and invite them to come back.
Quality of Service
Service is the most important part of the hospitality industry. Guests base their overall experiences on the
service they received while visiting an area.
Elements of Quality
• Tangibles
Those physical aspects of the service that we can see and with which we interact: physical
appearance of facilities, the equipment used, appearance of uniforms, signs, brochures, etc.
• Reliability
Refers to the ability of service personnel to perform the promised service accurately and
consistently.
• Responsiveness
Involves employees’ willingness to help customers and their promptness in providing service.
• Assurance
This is a catch- all quality dimension that involves the faith we have in the service personnel. Are
they well- trained? Knowledgeable? Do they seem trustworthy?
• Empathy
This is the warm, fuzzy piece of service quality. It shows that service personnel care about you
and understand your needs. It involves setting operating hours for the convenience of guests, not
management or employees. It involves caring about waiting times and fairness in waiting line
systems.
Guest Expectations and Satisfaction
Guest expectations include cleanliness, courtesy, responsiveness, reliability, and friendliness. Guest
expectations are formed through a variety of ways. They include word- of- mouth, personal desires, past
experiences, and marketing communication. Many guests hear about a business from another person and
base their expectations on what the other person tells them. Other visitors set their expectations on what
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service they received in the past; they have visited the business before and expect the same service they had
last time. Others base their expectations on what they want. Still others base their expectations on what they
read in brochures or see on television.
Satisfaction may be described in the following ways:
• When actual Services are less than the visitor’s expectations, you will have a dissatisfied visitor.
• When actual Services are equal to the visitor’s expectations, you will have a satisfied visitor.
• When actual Services are greater than the visitor’s expectations, you will have a delighted visitor.
The goal of a service- oriented business is to delight visitors. When visitors are delighted, they are more likely
to become repeat visitors and to tell others about their experience.
Communication
Communication plays a major role in the service encounter. It is the messages and thoughts being sent from
the employees to the guests or vice versa. If the sender’s idea is the same as what the receiver understands,
then effective communication has taken place. If the ideas are different, then the message was not properly
translated and problems could occur. Communication develops a relationship between the employee and the
guest, which makes the guest feel more comfortable in an unfamiliar environment.
Some ways that you can communicate to make the guest’s experience a happy one are by listening,
remembering names, making conversation, and reaching out. When an employee listens and “ reaches out,”
the guest feels that the employee cares about him or her and demonstrates empathy. Remembering names
makes the guests feel special, and making conversation shows an interest in the guests.
How Do We Communicate?
Verbal: 7 percent Vocal: 38 percent Non- Verbal: 55 percent
Tips for Effective Communication:
• Concentrate on Listening
• Use attentive body language.
- Maintain eye contact.
- Be aware of your body language.
- Observe the speaker’s non- verbal clues.
• Think while you listen.
- Keep your mind from wandering.
- Make mental notes.
• Listen with an open mind.
- Avoid the tendency to resist ideas that are of no personal interest to you.
- Don’t exercise emotional censorship.
- Don’t blank out ideas you would rather not hear.
• Don’t jump to conclusions.
- Listen all the way through to ensure a complete understanding.
• Let the speaker know that you hear and understand.
- Give encouraging responses.
- Paraphrase the speaker’s message to share your understanding.
- Reflect the feelings of the speaker, not just the words.
• Be an active listener.
- Clarify what you hear, and say “ What I hear you saying is… Is that correct?”
- Let the speaker know you understand.
- Paraphrase.
- Separate the problem from the person.
- Be concerned with “ what is right,” not “ who is right.”
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Customer Service
Dos and Don’ts of Customer Service
Do:
• Be observant.
• Notice visitors right away.
• Greet visitors right away and cheerfully.
• Use a pleasant tone of voice.
• Anticipate your guest’s needs.
• Be available.
• Make the visitor feel important.
• Take pride in your work ( service vs. servitude).
• Dress appropriately.
• Be empowered.
• Know as much as you can about your
community and area.
• Invite the visitor back.
Don’t use the following responses when dealing
with guests:
• “ No.”
• “ I don’t know.”
• “ I have no idea.”
• “ That’s not my job.”
• “ I agree, this stinks.”
• “ That’s not my fault.”
• “ You need to talk to my manager.”
• “ You want it when?”
• “ Calm down!”
• “ I’m busy right now.”
• “ Come back later.”
Handling Difficult Guests
Here is an effective approach:
1. Give the guest your undivided attention while they explain their challenge.
2. Express empathy to the guest and apologize for the situation.
3. Repeat the guest’s challenge to them to make sure that you understand what needs happen to
satisfy the guest. Offer reasonable solutions that will satisfy the guest.
4. Mutually agree on the solution.
5. Follow up. Don’t be afraid to offer something extra to really make an impression on the guest.
If these steps are followed, a bad situation can be turned around. Guests are often satisfied with the results of
service recovery. If things are settled to their satisfaction, customers have shown to be very forgiving.
Remember that most of the time, people just want someone to express their frustrations to, and that a good
sincere smile can go a long way.
Dos and Taboos of Serving International Visitors
Do:
• Be patient.
• Be observant.
• Be creative.
• Be empowered.
• Be diplomatic ( compromise, satisfy, do what is
best).
• Care ( loyalty, rapport before money).
• Deliver quality/ value ( independent of price).
• Anticipate unfamiliar situations.
• Recognize the reality that values, customs and
expectations will differ.
• Be aware of non- verbal clues and gestures.
Taboo:
• Do not talk about guests’ peculiarities to
colleagues.
• Do not touch guests.
• Never use first names.
• Do not chew gum.
• Do not walk and eat.
• Be cautious with hand gestures.
• Never pass things over someone’s head.
• Stick to safe questions.
• Speak clearly. Do not raise your voice to
emphasize.
• Avoid “ popular” expressions ( slang,
idioms, jargon).
• Avoid backing out on promises
Some Diet Eating Habits To Consider
• One fourth of the world does not eat beef or pork.
• No beef for Hindus, no pork for Muslims or Orthodox Jews.
• Consider chicken or fish when hosting internationally.
• Arabs do not serve with the left hand.
• Japanese place utensils on the opposite side of the eating area.
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General Tips
• Use multilingual signs and brochures at your establishment.
• Use flags in your facility to make visitors feel welcomed and at home in you business.
• Accept and give items ( gifts, business cards) with both hands.
Persons with Disabilities
Persons with disabilities have taken a proactive stance in the mainstream of life and are participating
regularly in activities previously thought reserved for the “ able- bodied” majority.
Some considerations for serving persons with disabilities include:
• Persons with disabilities should be informed of the accessibility of major tourist attractions and
services.
• Wheelchairs or artificial limbs can break down. Information regarding emergency repair may need to
be provided.
• People who are hearing impaired and rely on sign language for communication purposes may require
information regarding interpretation services.
• Parents with severely disabled children may require an evening or day temporary respite care for their
children to enjoy certain attractions, events, and activities.
Mature Travelers
Mature adults, aged 55 or older, average the longest stay away from home ( 4.9 nights, excluding day trips),
with 18 percent staying seven or more nights away. Conversely, this group also has a higher share of day trips
( 21 percent). Even when including day trips in the average, mature travelers continue to rank first over other
age groups, averaging 3.9 nights in trip duration. Half ( 52 percent) of mature travelers stay in hotels or
motels on their trips, and four in 10 stay at the homes of friends and relatives ( 43 percent). Mature travelers
are the most likely of all groups to travel alone or with someone from outside their households ( 49 percent).
They are also most likely of all age groups to have household travel party sizes of two members ( 41 percent).
Their growing numbers, coupled with their financial power and availability of time, make them a very
attractive market for the U. S. travel industry.
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Etiquette on Tribal Lands
Each Tribal reservation operates under its own unique governmental structure and establishes its own rules
for visitors. One should not assume that what applies in one native community is the general rule for all
native communities. Please observe all tribal laws and regulations. It is highly recommended that visitors
contact the individual tribe( s) prior to their visit to obtain information specific to the particular Tribe. Below
are some basic guidelines for visiting Tribal Lands:
• Taking photos, video, and audio recordings, as well as sketching is a particularly sensitive issue. Permits
may be required, and fees and restrictions vary, particularly for professionals. There- fore, it is important
to contact each individual Tribe regarding its policies. Do not attempt to engage in any of the mentioned
activities without prior authorization. Failure to comply with tribal regulations could result in fines,
confiscation of equipment, and expulsion from Tribal lands.
• Dances are sacred ceremonies. Observe them as you would any other religious function by dressing and
acting appropriately. Actions such as pushing to the front of a group and blocking others’ views are
considered inappropriate. Be mindful of where you sit, stand, and walk. For example, at certain Hopi
dances men and women sit apart; during pow wows it may not be appropriate to stand beside a drum; and
it is inappropriate to walk across the pow wow arena during a dance. Never pick up any object that is
dropped during a ceremony. Please refrain from talking to the ceremonial dancers. Applause after
ceremonial dances is considered inappropriate.
• Some of the tribal buildings and structures may be several hundred years old and damage easily; do not
climb on walls or other structures. Do not disturb or remove animals, plants, rocks or artifacts including
pot shards, as tribal and federal law prohibits the removal of such items.
• Use caution when driving, especially at night. Much of the reservation land is open range, and small herds
of sheep, goats, cattle and horses move freely along and across roads.
• Like any community, a reservation is home to those who live and work there and should be respected as
such. Although most reservations are open to the public during daylight hours, the homes are private and
should be entered only by invitation.
• Alcohol use is only permitted in designated locations, such as a casino. Drug use is not tolerated.
Note: The Arizona Office of Tourism would like to thank Professor Jan H. van Harssel, Ed. D, Niagara
University, College of Hospitality and Tourism Management, for providing the information in this section.
Special thanks also goes to Texas Hospitality Training, Texas A& M University, “ A Hoosier Hospitality
Training Seminar,” Indianapolis CVB, and the Canadian Tourist Association for allowing usage of its
materials.
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III. MEDIA RELATIONS
What is Media Relations?
Media Relations, or public relations, is often confused with advertising. While both are functions of
marketing, that is where the similarities end. The Public Relations Society of America ( PSRA) states that
“ Public relations helps an organization and its publics adapt mutually to each other.” This simply means that
practicing effective media relations helps develop an open line of communication with everyone that affects
or is affected by an organization. From constituents and travel writers to potential visitors and lawmakers,
communication is the basis for all public relations.
Whether it is the largest hotel chain in the world or a 10- room bed and breakfast in rural Arizona, an
organization depends on people. Their attitudes, attention, understanding and motivation are critical to the
success or failure of an organization or idea. Media relations is designed to help shape the attitudes,
attention, understanding and motivation of your target markets, thereby creating a positive image of your
business or destination.
The Basics
How is Media Relations different from Advertising?
In its simplest form, media relations is unpaid advertising. It is receiving publicity in magazines, news-papers,
television, Web sites, etc., without paying for it. Media relations allows an organization to receive
coverage in a media outlet that it may not otherwise be able to afford via traditional advertising. For
instance, while a half- page advertisement in Travel & Leisure may cost upwards of $ 20,000, there is no cost
associated with a half- page of editorial coverage and it has the potential to generate thousands of dollars in
business for an organization. In addition, this third- party endorsement is considered so much more valuable
than paid advertising that the Public Relations Society of America has set a standard for calculating publicity
value by multiplying three to 10 times the advertising rate to determine the editorial value of the third- party
endorsement of news coverage. For example, if a magazine is sitting in a doctor’s office, it is likely that more
than one person will read it. So, if the advertising rate for one page in the magazine is $ 1,000, a one- page
article in that publication has an advertising equivalency value of at least $ 3,000 ( note: AOT does not use
multipliers).
Of course, the downside is that editorial coverage is relayed through the eyes of the writer. An organization
has no control over the words the writer opts to use. An organization can control the information sent to the
media, but it has no control over how they use it or what they say. On the other hand, advertising is
completely controlled by the organization and will get across the exact message desired. Each marketing
function has its benefits and drawbacks, but the key is to use them in tandem to get the most from your
marketing dollars. Media relations and advertising often combine and overlap to maximize the publicity
your organization receives. For instance, if an organization has an advertising buy with a certain publication,
perhaps a sweepstakes or contest can be negotiated to provide added value and garner more publicity.
Why should you do media relations?
Media relations should be part of an overall marketing plan because it is much more effective to be proactive
as opposed to reactive. It is more rewarding to proactively develop a media relations plan and direct efforts
into securing positive publicity. Well- planned, effectively handled communication is essential to the success
and existence of organizations in today’s changing world. In the tourism industry, dealing with the media is
inevitable. The key is to be prepared and know how to work with journalists.
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The Media Relations Plan
The ultimate goal of most tourism media relations efforts is a beautiful travel article in a key publication that
draws visitors for years to come. Unfortunately, those articles don’t just happen. They are usually the result
of a very targeted and precise media relations campaign. But once an organization sets a goal, it can step
back and develop a plan which will systematically accomplish that goal and achieve results.
The first step is to develop a written media relations plan – a blueprint for the year. If there is a limited
budget, it is extremely important to get everything in writing to account for all of the dollars throughout the
year, and to prioritize the programs to spend money most effectively.
A media relations plan should be a working document that can be updated from year to year. It should have
objectives to keep an organization on track and measurable goals to chart progress. Writing the plan is
simple if a few key questions are considered beforehand. Who are your target audiences ( media, potential
visitors, lawmakers, etc.)? What message do you want them to receive?
Where are your audiences located? When do you want to reach them?
A basic media relations plan should include the following elements:
• Situation Analysis – What is the current state of the industry and your particular business on a local,
national and global scale? List the trends affecting your business and the industry as a whole. Look to the
past and see where you’ve been, so that you can better determine where you want to be. The Travel
Industry Association of America’s ( TIA) Web site is a great resource for industry trends – www. tia. org.
• SWOT Analysis – This element of the plan lists the internal Strengths and Weaknesses of your business
as opposed to the external Opportunities and Threats.
• Target Audience – Describe your target customers using both demographics ( geography, age, income,
education level, etc.) and psychographics ( what they like to do in their free time, travel patterns, etc.).
Think about their life stage – are they young singles or baby boomers?
• Key Messages – Develop a short list of core messages which will be the basis of every communication
you direct toward the media and your target audience. These messages should be based on the strengths
and opportunities found in the SWOT analysis.
• Media Relations Objectives – All objectives should relate back to an organization’s overall marketing
goals. The objectives should be attainable through media relations, such as building awareness, enhancing
image, or broadening the customer base. These objectives will be how you measure your success.
• Strategy – Once objectives are established, the next step is determining how to accomplish them. This is
the real meat of the plan and will likely be the most detailed.
• Tactics – Identify the specific ways in which you intend to carry out the strategy. Typical media relations
tactics are outlined in the following pages.
The Media Relations Tools
Once the media relations plan is in place, the next step is to begin developing the tools that will put the plan
into action. These tools are the cornerstone of any media relations operation, whether it is in the tourism
industry or any other type of business.
1. The Media Contact List
There is no comprehensive list of every single travel writer in the world. Every organization needs a media
list that is tailored to its specific needs. While there may be some overlap, a five- star resort wouldn’t have the
same list as a working cattle ranch.
There are many types of travel writers. Most daily newspapers and many consumer magazines have a full-time
travel editor and sometimes have an entire travel staff. In addition, many publications will allow
reporters from other departments to write travel articles so that business writers, food writers, arts and
entertainment writers, and even political writers produce many travel articles.
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It is difficult to get travel editors to visit a destination, since their primary responsibility is producing the
travel section each week or month. Some travel editors do not travel at all. Instead, they will assign other
reporters from the publication, or allow freelance writers to file the story. Therefore, it is imperative to keep
travel editors up- to- date on your product or destination, but keep in mind that they may never see it
firsthand.
Dealing with freelance writers presents unique challenges. A good freelance writer will draft a story then
attempt to sell it to a variety of publications. The upside is that one writer might produce an article that
appears in dozens of publications. The downside is that freelance writers cannot guarantee their work will be
printed. Often a freelance writer takes a sponsored trip with the best intentions, writes an article about the
trip, but is unable to find any publication to buy it. Working with freelance writers is a live- and- learn
situation, but it is important to not let one bad experience affect your willingness to work with these writers
in the future.
Developing a list of productive writers you trust and want to work with is the first and most important step
in producing publicity. Here are some tips for developing a media list:
• READ! The more you read, the more familiar you will become with the world of travel writers. If a certain
writer is writing a lot of stories about your area, add that writer to your media list. If you read a story in
which you think you should have been included, make sure that writer is on the media list to receive future
information. When a freelance writer authors a story, contact the publication for his or her address. If you
cannot subscribe to certain publications, the public library is an excellent resource for magazines and city
newspapers. Alternately, the Internet usually offers online versions of these publications.
• Don’t neglect the in- state media. The current trend in travel is for people to stay closer to home.
Therefore, travelers are more likely to explore their own state or travel within driving distances. Make sure
the travel editors and writers from the major daily newspapers and local magazines are on the list. They
are often searching for information on the state and have to work hard to find it because this information
is not readily available.
• The Society of American Travel Writers ( SATW) is the most respected group of travel writers in
the world. The society sells its membership directory which lists more than 400 travel editors and
freelance writers, all of whom are screened for productivity. In addition, the directory sorts the writers by
their interests so you can easily pull out the writers who might be interested in your product. To purchase
the guide, call ( 919) 861- 5586 or log on to www. satw. org.
• The Finder Binder is Arizona’s quick and easy reference guide to every media outlet in the state. This
updated news media manual includes more than 500 pages, with a page or more dedicated to each
publication or station. Finder Binder has recently added an online version, allowing users to quickly create
a customized media list, print mailing labels or send an E- mail. To purchase the binder and/ or the online
guide, visit www. finderbinderaz. com or call ( 480) 967- 8714.
• The North American Travel Journalists Association ( NATJA) was formed in 1991 and is the
American affiliate for the World Federation of Travel Writers and Journalists headquartered in Belgium,
with affiliate organizations in 43 countries. Their membership requirements are not as stringent as the
Society of American Travel Writers, but associate memberships are available. For more information: 310-
836- 8712 or www. natja. org.
• Cision is one of the most comprehensive media guides for national print and broadcast media. Cision
offers its media guides in several formats, with the least expensive option being the print directories. The
downside to the print directories is that much of the information becomes outdated before a new directory
is printed. Cision also offers an online media database that is updated daily and allows the user to create
specialized and targeted media lists. For more information, visit www. bacons. com.
• Divide the media list into groups. Not every writer will want to receive every piece of information an
organization distributes. For instance, not all publications cover events, so it is only necessary to send
events announcements to those publications that will potentially cover it. Don’t waste their time ( or yours)
with items they do not cover.
• Keep the list updated. In media relations, there is no tool more valuable than an accurate media list.
Set aside some time every few months to place phone calls to make sure the list includes the correct
editors, writers, and contact information.
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2. Press releases
The press release is the most basic and widely used public relations technique. Press releases come in many
forms, but no matter the message, make sure it has a “ news angle.” A press release without news value will
likely be dismissed or ignored. Travel writers need press releases, but make sure to give them information
they need. They are inundated with releases from all over the world, so you have to make sure your release
does not get lost in the shuffle.
The following are different types of press releases:
• Standard Release: This release follows the “ journalism pyramid” of trying to get as much information
in the first sentence and paragraph, with more detailed information following. The first paragraph should
answer: Who, what, where, why, when, and how. The following paragraphs will fill in the details. When
writing a standard release, assume that the journalist might only read the first few paragraphs, so anything
that is at the bottom of the release should be of less importance in case it is never read. See SAMPLE A
( page 33) for an example of a standard release.
• Feature Release: This release opens with a “ grabber” – an attention- getting sentence designed to
“ hook” the reader into being interested in the rest of the story. The success or failure of the release
depends on the first “ hook” sentence, which must create questions and interest in the reader’s mind. All
the same questions, “ who, what, where, why, when, and how,” must still be answered in the release. See
SAMPLE B ( page 34) for an example of a feature release.
• Media Advisory: This release dispenses with any type of narrative and just presents the facts as cleanly
as possible. This release is generally employed when announcing a press conference or some type of event.
A media advisory is most useful when attempting to present information to broadcast media in a clear and
concise manner. Usually, the release consists of a left column that has simply, “ Who, What, Where, Why,
and When,” with a brief paragraph for each category giving the facts. In addition to the above categories,
you might also include “ Photo Opportunities,” “ Visuals” and “ Interviews.” The entire point of this release
is to provide detailed information about a complicated event in as simple a manner as possible. You want
the media to attend this event, so include all the information you can to entice them, including who will be
there that they can interview, what type of photos or video they will be able to get, etc. See SAMPLE C
( page 35) for an example of a media advisory.
• Backgrounder Release: This release also dispenses with a flowing narrative and simply presents the
facts in categories. It is designed to make it easy for the journalist to find simple facts without having to
read and reread through a long release. Frequently, a feature release will be accompanied by a
“ backgrounder” release so that the feature hooks the reporter’s interest and the backgrounder makes it
easy for him or her to write his story by presenting all the facts in a quick reference. The type of facts on
this release might include: name of company, when founded, how much business is done, type of business
done, how large the business is, why there is a news story, who works there, description of the business,
etc.
The following items MUST be included on every press release:
1. The date on which the story was prepared.
2. A contact name for the media to receive more information.
3. A phone number for the general public to call, an E- mail and a physical address for more
information.
4. All pages must be numbered and a marker ( either - 30- or ###) must indicate when the release
ends. All pages should have the title of the release and the page number in the upper right hand
corner because pages sometimes get separated.
Generating ideas for and writing press releases:
At the beginning of each calendar or fiscal year, create a press release schedule. Brainstorm about possible
release topics that are appropriate for your tourism product– holiday values, fall colors, summer festivals,
Tribal events, etc. Keep in mind that many magazines work at least three months in advance, so releases
must be sent out in a timely manner.
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Here are some additional ways to generate interesting story angles:
• A Local Twist on National Events: Tying into holidays and national observances is a great way to
promote local attractions. For instance, if National Family Week is in May, create a roundup of special
events and attractions in your community related to families.
• Editorial Calendars: When compiling the media list, be sure to ask the publications for their editorial
calendars, which are outlines of the major stories and features planned in the upcoming year. If your
product fits into a certain story they have planned, draft a press release and send it to the publication in a
timely manner, keeping their deadlines in mind. Knowing the publication’s editorial plans enhances the
chances of being included in the story.
• Numbers: One of the easiest ways to grab an editor or producer’s attention is to have a “ Top 10” or “ 10
Ways to…” release. This gives the editor or producer a broad look at an organization, all neatly presented
on one piece of paper.
• Brag: If your organization receives an award or an accolade, don’t be afraid to toot your own horn.
Writing a press release about a special recognition keeps your organization ‘ top of mind’ for residents,
visitors and decision- makers.
• Write the Release for the Publication or News Station: This tactic is particularly successful with
the broadcast media. Write a media advisory that essentially outlines the segment as it should appear on
the news station. Creating a visual image of how the segment will run for the producer decreases the
amount of research he or she has to do, and also increases the chances the pitch will get picked up.
• Always think about how something can be turned into a press release. Don’t stretch it to write about
something that is not newsworthy, but be on the lookout for potential releases. Awards, new hires and
interesting programs are all examples of good subjects for press releases.
• Make the lead ( first sentence) direct and to the point. Editors often make judgments about the value of the
release within the first two sentences. Make them want to keep reading.
• Use short sentences and paragraphs and keep everything brief and to the point. Don’t try to show off
vocabulary; use common language.
• Write the release assuming the reader has no prior knowledge of the topic.
• Make all quotes conversational. If you write how you would talk, the release will be much easier to read.
• Use the phrase “ For Immediate Release,” indicating that the editor can publish it immediately, or
whenever they wish.
• Delay sending the release out if it cannot be published as soon as it is received.
• Double- check everything for accuracy. Check phone numbers, addresses, times -- it can be disastrous
when incorrect information is published. Assume that editors will publish the release as written and not
take the time to fact- check.
• Limit the release to two pages – it is possible to say everything in plenty of detail in less than two pages.
• Follow the Associated Press style of writing news releases. The Associated Press Stylebook and Libel
Manual is available at many bookstores and Web sites ( www. amazon. com), and is a great investment if
you plan to write press releases.
3. Contacting the Media
From sending a press release or press kit to placing a phone call or asking for a personal meeting, there are a
variety of ways to contact travel writers. There are no rules for what is the best approach, but here are some
guidelines:
Sending a Press Release
• It is generally acceptable to E- mail a press release, unless the writer has specifically indicated that he or
she prefers not to receive correspondence electronically – which is increasingly rare. Always paste the text
of the release in the body of the E- mail — NEVER send it as an attachment. Freelance writers often work
on their home computers and will not open attachments for fear of receiving a virus.
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• Indicate that images are available upon request as opposed to sending them as attachments.
• If you are mailing the release, take the time to find the correct name of the travel editor, rather than just to
the title, “ Travel Editor.” Almost all travel editors report that they divide their mail into two categories:
those addressed to them personally, and those addressed to “ travel editor.” Obviously, they are more likely
to pay attention to a release that is addressed to them personally. On the other hand, if the correct name is
not available, it is safer to address it to Travel Editor” as opposed to the wrong contact.
• Some travel writers appreciate a personal note and will be more receptive to a release if accompanied by a
note or letter. This is particularly effective when suggesting a department in the publication where the
information is relevant. This shows you did your homework and are familiar with the publication, thereby
giving you credibility.
• In most cases, do not fax the release to travel editors. It ties up their fax lines and runs the risk of it
never getting delivered to the correct person. Unless the writer is on deadline and E- mail is not an
option, it is best to mail the release.
• Be mindful of deadlines. Newspapers work one to two months ahead of time and magazines work six to
nine months ahead of time. If you are preparing a release for summer, have the materials ready before
March or April to make many of the magazine sections. This is when a press release schedule comes in
handy.
Sending Press Kits
• Don’t blindly send out press kits – it is a waste of time and money to send them unsolicited. If you have a
new product, it is acceptable to send press kits to very targeted media that will definitely be interested in
your business.
• Send a personal cover letter with the press kit, highlighting the story ideas that might be appropriate for
that particular publication. In addition, provide a brief summary of the contents of the kit.
• Post the contents of the press kit online to cut down on costs.
Phoning Travel Writers
• Always ask the writer if now is a good time or if you should call back later. Travel writers are busy and you
never want to launch into a pitch when they are on deadline.
• Never ask if they have received your release, if they are going to run your release, if they have already run a
release or if they will send a copy of the printed release. It is your job to monitor the publications, and you
will put your reputation on the line by calling a publication asking these questions.
• Don’t call writers by their first names, giving the perception that you know them. Start with your name
and organization and ask for a moment of their time.
• If you have a hard news story that is so current a press release won’t work, it is acceptable to phone a
travel writer. It helps to almost write yourself a “ script” to work off of so you remember everything and
don’t get sidetracked.
• It is acceptable to phone a travel writer to follow up on a press trip invitation. This gives the writer the
opportunity to ask specific questions, so be prepared to answer them.
• Pitch one story at a time. Don’t call a travel writer with a list of things to pitch. Be focused and concise and
you will be more successful.
The Personal Call
• Never “ drop in” on a travel editor. Have the courtesy to call ahead and schedule an appointment.
• When scheduling an appointment, make sure you have news to share that cannot be relayed through a
press release or phone call. There has to be a very distinctive reason to meet the editor in per- son.
• One- on- one appointments are a great way to get to know travel editors, but first impressions are
everything. Be organized and maximize the short amount of time you will have in front of them.
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4. Press Kits
A press kit is simply a collection of press releases and photography, put together in one neat shell. Its
primary purpose is to break up your story into a series of short releases all detailing just one aspect of the
community or destination, rather than having one long release that covers everything.
A good press kit should be timeless. The information can be changed and updated for accuracy, but the core
of the press kit should really be basic information that does not change. Great amounts of money are spent
on press kit design and printing, but some people use just a common plain- color shell. A great cost- saving
way to make a press kit is to have stickers printed with your logo and place them on the front of a sturdy,
high- quality folder.
Most travel writers state that more money is wasted on press kits and press kit shells than on any other
aspect of the business. They complain about the weight, the waste of paper and the waste of money. This is
further proof that simple is better when it comes to press kits. The content of the press kit is far more useful
than the packaging.
Tips for a successful press kit:
• Include backgrounder releases that are updated and accurate.
• Include current and seasonal press releases, all with clear headlines so it is clear what type of
information is in each release.
• Attach the business card of the primary contact.
• If budget permits, include photographs or slides. Spending money on photography is much more
effective than spending money on fancy press kit shells.
• Make good reproductions of previous articles written about the organization – this validates what
you are trying to tell the writer.
• Include some background brochures, but keep in mind that press materials are much more
important than a marketing piece.
5. Photography
It is becoming more and more of a visual world, and today a press release is not enough to obtain good
publicity for your business. Top quality, professional photographs can earn more publicity in better
publications than any other single technique. A picture is worth a thousand words and it can also be worth
thousands of dollars in publicity.
Professional photographs are not easy or inexpensive to shoot. If budget permits, hire a professional
photographer and the cost can be paid back very quickly in publicity. Additional options are to use the
services of a photography student or hobbyist who might be willing to offer photography services in
exchange for the cost of supplies, the experience and a chance to get a published photo credit. Once a good
original photo exists, it will make the cost of duplication much more worthwhile. When hiring a
photographer, try to purchase all rights or all personal use rights to the photos. At any rate, be sure to
understand the rights you are buying from the photographer so that this is not an issue at a later date.
Color Photographs:
• Only send photos via E- mail if they are specifically requested.
• The vast majority of publications accept digital photography. Any image that is E- mailed to a
publication should have a resolution of at least 300 dpi ( dots per inch). Anything less than 300
dpi is not suitable for most publications.
• Download digital images onto a CD- rom, creating a photo CD. This keeps all of your images in a
central location and it is simple to “ burn” a copy when the media is requesting images.
• Most publications also accept color slides or color transparencies. Transparencies are the same as
slides, only larger, coming in sizes of two inch squares or 4x5 inches. They are the best because
they provide better quality for reproduction, but slides generally work fine. Some publications
can use color prints, but most still prefer slides.
• Original slides ( that is, the slide which consists of the film that was actually in the camera) will
reproduce the best of all, and for your own printing you should always use the original, if
possible. How- ever, never supply originals to a publication, as they are frequently lost or
damaged and an original slide is irreplaceable.
• Make duplicates of the original slide at a quality custom photo processing shop. Be sure to make
duplicates from an original to maintain the quality of the slide.
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• Always label a slide with the name of the business, phone number, and description – write it
directly on the slide mount. This prevents the slide from getting lost in the shuffle and becoming
unidentifiable.
• Good duplicates are expensive, so it is not necessary to send slides with every release. Just put at
the top of the release and again at the end, “ Images available upon request.”
6. Video/ B- roll:
An increasing amount of consumers are receiving travel information from video, thanks to cable television.
In addition to the Travel Channel, there are travel programs on TNN, CNN, Discovery and other networks.
There are syndicated travel shows picked up by local news stations on all four major networks. The Phoenix
and Tucson affiliates of the major networks also use destination videos for a variety of reasons. Many
independent travel videos are being produced for travel agents, meeting planners, group tour planners and
motor coach operators. Although some organizations might want to create a complete video of their business
for other marketing needs, usually the broadcast media is looking for generic footage. Here are some tips:
• News and video crews always use 3/ 4 inch video or broadcast quality beta ( b- roll). If the video
needs to be used internationally, it will have to be converted to PAL format.
• The most practical video to have for publicity purposes would be:
- Generic shots with pans in and out, sweeps and steady shots showing action, people,
excitement.
- Offer as many variations as possible: start in and pull out. Start out and zoom in. Pan left. Pan
right. This gives the editor or producer the most possible choices and several shots to choose
from.
- Obtain all rights to the video so that it can be used for any purpose.
• Never give 2 1/ 4 inch or VHS video. It cannot be used and edited for broadcast purposes.
• Take advantage of film crews who are visiting your community, and see if it would be possible to
use any of the leftover footage.
• The Arizona Office of Tourism has scenic b- roll of the entire state. If you receive a request for
video footage and are unable to provide what they need, AOT’s Trade and Media Relations
Division can assist. For more contact the Trade and Media Relations Coordinator at
602.364.3725.
7. Online Press Rooms
A well- designed and informative online press room is as useful to an organization as its consumer Web site.
A press room is available to the media 24 hours a day, seven days a week, while the average media relations
representative is only in the office eight hours a day. This resource also saves the media a great deal of time
and energy, as most writers are more inclined to go to their computer instead of their telephone.
A press room can simply be an extension of an organization’s consumer Web site. This keeps the branding
consistent and provides writers with a comprehensive look at a company.
Here are some tips for creating a Press Room:
• Try to find a company that can design a press room with a simple back end function. This gives
the organization the power to change and update information with the click of a mouse. It is time
consuming and expensive to have to call the Web site designer each time a change needs to be
made.
• Make contact information easy to find. Sometimes all a writer is looking for is a phone number –
be sure he doesn’t have to dig too far.
• If an online image bank is included on the site, have the images available at high resolution. Low
resolution images are of no use to the print media.
• Include contact information for other public relations professionals in your area. A press room is
much more useful to the media when it is a broad resource, rather than just a snapshot of a
particular company.
• Keep the information updated and timely. Archive old information and keep the home page fresh
with new information.
• Date your press releases so the writer knows how current the information is and if it is still
appropriate for a story.
• If you require the media to sign in to view your press room, make it a very simple process and a
task they only have to do one time.
• Download the contents of a press kit onto the press room to save on printing and shipping costs.
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8. Press Trips
Press trips, often referred to as media tours or FAM ( familiarization) tours, are one of the most difficult and
rewarding aspects of tourism media relations. Press trips fall into a variety of categories. The two that are
most frequently encountered in the tourism industry are:
1. An organization sponsors the entire itinerary from beginning to end and oversees every aspect
of the trip; or
2. An organization participates in a trip sponsored by someone else, and the organization is solely
responsible for planning its part. The most successful press trips are usually about five days
long and include no more than eight writers.
The single most important thing to remember when planning a press trip is that no writer can guarantee
coverage of any kind. It is imperative that the hosts and everyone involved know that by offering
complimentary services to the group, it does not guarantee they will receive coverage. Of course, that is the
goal, but it is best that all participants in a press trip understand each other upfront. Some publications will
give a writer a specific assignment, which essentially guarantees the story will be printed. Other times, a
writer will participate in a press trip “ on spec,” meaning that they will attempt to sell the story to a variety of
publications, but have no firm assignment. This does not mean the writer should not be accepted for the
press trip, but the destination should ensure the writer has a history of producing articles in quality
publications.
Organizing a press trip from the ground up is a large financial and organizational undertaking. The media
generally expect to incur very few costs on a press trip, which means that services need to be provided on a
complimentary basis or paid for by the host. If the trip is not smoothly organized, organizations run the risk
of actually generating negative publicity or stories that are not overly flattering to their business. If
successful, however, a press trip can generate space in publications which might cost hundreds of thousands
of dollars if purchased as advertising space. A press trip is the best way to secure large feature stories, and it
helps develop and foster relationships with travel writers you might not have been able to meet otherwise.
The optimal press trip situation is to tie in with a trip being organized by someone else. This will save a lot of
time and money and usually makes more sense. Large tourism organizations like the Arizona Office of
Tourism regularly sponsor press trips and are looking for businesses willing to participate. Log on to
arizonaguide. com/ pressroom for a copy of the trips planned in the upcoming year.
Whether you are organizing your own press trip or developing a portion of an itinerary for a press trip
organized by someone else, here are some tips:
Before the Trip:
• If the business or community is too small to be the subject of its own press trip, partner with other
tourism- related businesses in the area to give an overview of the community and make it a more well-rounded
press trip.
• Develop a theme. Think about what the area is known for and develop a press trip around that. For
instance, if an area has several vineyards, develop a food and wine press trip, highlighting the cuisine and
wine of the area.
• Establish a budget from the beginning so you know what you have to work with. Most travel writers
assume that all meals, housing, transportation and entertainment will be paid for by the hosting
organization. If there is no budget for this, indicate in the itinerary what items will be the responsibility of
the travel writer. Work up a price for the trip if the travel writer must pay for it.
• Send out invitations at least three months in advance. Include a basic itinerary so the writer knows what to
expect. Spell out exactly what will be included for free and what will be the writer’s responsibility. Some
newspaper writers are not allowed to accept free trips, so include a price for the trip in those instances. It
is important to know who cannot accept these trips and send the pricing information only to them.
• Make the invitation as clever as possible to make it stand out from other invitations. But don’t waste time
and money on anything too intricate. A well- worded E- mail invitation can be just as effective.
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• Know how many writers can be accommodated. It is necessary to invite many more than can be accepted,
but if there is only room for three writers, don’t invite 300 on the first go- round. It is never a good idea to
turn down a writer who received a personal invitation. Six to eight writers is an ideal number for a press
trip.
• Research everyone on the invite list. If a writer just covers cruises, he or she obviously would not be a good
fit for an Arizona press trip.
• Be sure to let writers know what type of clothes will be needed for the trip ( formal, business, warm, cool,
etc.), and let them know any other important information ( strenuous activities, special packing
instructions, etc.)
• Find out as much as possible about the writers beforehand to avoid awkward situations on the trip. It is
easiest to have the writers fill out a standard form that asks if they have any allergies, physical limitations,
etc. The form should also ask the writers to designate an emergency contact person.
• Adopt a policy on spouses beforehand, in preparation of answering the question when it inevitably arises.
Most press trips do not allow writers to bring spouses. However, writers frequently ask if a spouse can
attend. Many couples say they work as a team with the spouse acting as a photographer. Some writers will
bring dates, claiming they are photographers. This is a difficult call which can only be done on a case- by-case
basis. Many times, couples do work as a team and you benefit by having two writers sharing one
room.
• If the itinerary changes drastically, inform the writers immediately. They may have already sold one aspect
of a trip to a certain publication, and it will affect their willingness to join the trip if that aspect is no longer
included. Provide the writers with contact information for all of the hotels ahead of time so they may give
their co- workers and families phone and fax numbers.
• Do a run- through of the itinerary to make sure there is enough time for transportation, parking, traffic,
etc.
• Check and double- check with key contacts all the details of the trip, so that all those involved know what is
expected of them at what time. Bring these phone numbers with you on the road in case of unexpected
schedule changes. Carry a cellular phone and have a back- up phone if possible.
• Make a master list of the schedule and a contact list of everyone who is helping to organize the trip.
Everyone involved should have an itinerary and a list of the participating writers. The host’s copy of the
schedule should include detailed directions to every stop on the press trip.
• Communicate with all of the hosts ahead of time. Let them know exactly how much time they will have
with the writers and what is expected during that time. Tell them to prepare press kits, image CDs, rate
cards, menus, etc. so they are not scrambling to retrieve these items while they could be talking to the
writers. Don’t load them down with press kits – offer to mail these to them afterwards instead.
• Expect the unexpected. Plan on the people you are counting on to let you down. If you are prepared for the
worst, you will be able to react much more effectively. Quite often, press trips run smoothly, but never
assume that things will go as planned.
During the Trip:
• Allow free time in the schedule. Most people want to cram as much as possible into each day, but that will
only result in cranky travel writers. Give writers at least one - two hours a day before the evening meal to
freshen up and collect their thoughts.
• Don’t schedule many activities for the first day. Flights are delayed, luggage gets lost, people fail to make
connections, etc., all delaying the arrival time of the travel writer. The best option for the first day is to
offer free time after you get the writers checked into the hotel, with activities beginning that evening at a
cocktail reception, bringing the group together for the first time.
• Greet the writers at the airport, or have a reliable form of transportation from the airport to the first
destination.
• When the writers arrive, immediately give them a detailed itinerary. The itinerary should spell out: what
time they have to be at each event, where they should meet the group, what type of clothes they should
wear, what will happen at each event, and when they will be back. Make plenty of copies of the itinerary
because someone will inevitably lose his/ her copy.\
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• Pre- register each writer at the hotel to promote easy check- in. Even with a complimentary room, most
hotels will require a credit card for incidentals. Be sure to communicate the need for a credit card to the
writers before they arrive.
• Although it is tempting, do not create anything for the travel writers that would not be available to the
general public. If a traveler can’t do it, they can’t write about it. For instance, don’t cook a special meal for
the writers unless the general public is able to purchase the same meal. An exception to the rule would be
when an attraction is only open on the weekend, but the writers are there on a Wednesday. If that
attraction is willing to open just for them on a Wednesday that is perfectly fine so long as the writers know
it is normally just available on the weekend. Box lunches are a great time- saving technique, especially
during long driving distances.
• Don’t waste their time. While everyone in your community may be interested in meeting the writers, this is
not a good use of time. Offer to send your boss or city council representative or anyone else who wants to
spend time with the writers a detailed recap of everything that occurred.
• Don’t tell writers about your product – SHOW THEM! Many hosts will sit writers in a room and show
them a video or give them a speech about their museum instead of showing it to them. Writers have very
short attention spans and will only tolerate this for so long. Explain the organization to them as they walk
around it, and allow them free time to explore on their own.
• Make sure to have the best guide available on the day of the tour. While everyone appreciates volunteers, it
is imperative that there is someone available who is able to answer the tough questions the writers will
pose.
• Don’t forget gratuities. A restaurant might provide a free meal for a group of travel writers, but the staff
still needs to be tipped. Arrange these details beforehand so there are no awkward moments in front of the
writers. Travel writers generally will not leave a gratuity.
• Psychology plays an important role in press trips. Usually the writers and hosts will all be meeting each
other for the first time and will be spending a considerable amount of time together in tight circumstances.
This can lead to many new friendships. It can also lead to nightmares when groups simply don’t “ gel,”
resulting in what is referred to as “ the press trip from Hell.”
• It is the organizer’s responsibility to be the ultimate host. If two writers do not get along, try to keep them
separated as much as possible. Circulate the room and talk to everyone. Hosts will undoubtedly have a few
favorites, but it is their job to make sure all of the writers receive attention.
• Don’t bend over backwards to pamper the writers. Their biggest concern is time and getting the most
accomplished in the least amount of time. Pampering the writers with needless things they cannot write
about is a waste of time. Make an effort to stick to the schedule; this will make it much easier on everyone
involved. But flexibility is also important. If there are real problems with a schedule and everyone hates it,
don’t stick to it just because there is an obligation to adhere to the schedule. Be prepared to change it by
having contact numbers easily accessible. If certain writers are particularly interested in staying at a
certain attraction, offer a time in the schedule when they can return on their own.
• Trust the writers. They know how they work and what they have to do to produce an article. If they want to
skip certain parts of the trip, let them. If a writer does not want to accompany the group to some scheduled
activity, that is fine. But don’t let the writer order you to create an alternative activity for him or her alone.
Writers accept a trip knowing what the schedule is. Try to be helpful, but be firm if problems arise.
• Have cash on hand for entry fees, parking charges, tips, etc. Ask for receipts or keep a log book to record
tips, time and date so it is easier to be reimbursed.
• Writers will get inundated with press kits, information and gifts on a media tour. Think ahead and bring
boxes to ship the information back to them. This way, they won’t feel compelled to throw it away because
they don’t have room. Encourage the hosts to offer to mail press kits directly to the writers.
• Keep track of the writers. Hosting a press trip is amazingly similar to babysitting. Count heads every time
they return to the van to ensure that no one gets left behind.
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• Include food and beverage provisions in the van – this will prevent you from having to make unnecessary
stops. It is a nice gesture to offer the writers individual gifts, but it is not necessary. If you choose to offer a
gift, make sure it can be used on the trip and does not take up too much space.
• Don’t trust your memory. If a writer requests something, get one of his/ her business cards and write the
request on the back of the card immediately.
After the Trip:
• Immediately send any press kits, releases, brochures, or photos that the writers have asked for or asked
you to mail. They should receive these materials as soon as possible.
• Develop a feedback form for the writers to complete. This will encourage the writers to give constructive
criticism so you can learn what works and what doesn’t work for future press trips. Please see SAMPLE D,
( page 36) for an example of AOT’s Press Trip Assessment Form.
• Send a handwritten thank you note to each writer on the trip. It is extremely practical to include this with
a press kit after the trip so the writer does not have to tote the kit around for the entire media tour.
• Wait a few weeks, and then begin sending them regular press releases to remind them of your destination.
• Don’t call every two weeks to see if they have written anything yet. If you have not heard back from them
in six months, it is acceptable to call to see if there is anything you can do to help them with their article.
This will usually lead to them saying that it has already come out and they didn’t send clips, or it will be
coming out soon, etc. If they don’t indicate anything, it is okay to ask when it will be coming out, but it is
not a good approach to call demanding to know when the story is coming out.
• If the months continue to go by and no article appears, continue to call until it becomes awkward and
obvious that writer is not going to produce a story. At this point, the best constructive thing to do is find
out why. Was there a problem with the trip, did the destination not meet expectations or was there some
other difficulty? Learn from experience and be cautious when working with that writer again.
Troubleshooting
Anything and everything can go wrong on a press trip. It is impossible to anticipate everything that could
possibly happen, but here is a list of potential problems and how to react:
• The most common problem is delayed or missed flights. This can complicate things right off the bat,
especially if you have a tight schedule. HOW TO AVOID PROBLEMS: Plan a relaxed schedule for the first
day, have extra volunteers ready to work late and pick up writers no matter when they arrive.
• Lost luggage can be a problem, especially if the group is moving from location to location. HOW TO
AVOID PROBLEMS: Make sure that the person greeting the writer at the airport has the complete
itinerary with all stops and contacts. This way, information can be given to the airline letting them send
the luggage to the proper destination once it arrives.
• It doesn’t happen often, but sometimes a writer will bring along a spouse, brother, sister or friend who is
not expected. They will say something like, “ Oh, don’t worry, they’ll pay their own way.” This causes many
problems. In a quiet moment after he/ she is checked into the hotel, sit the writer down alone, explain that
you had not expected them to bring a guest, and spell out exactly what the costs will be. It is a difficult
situation because you don’t want to antagonize the writer. Each situation will be unique, but the best
solution to avoid this in the future is to report the writer to all other public relations professionals you
know. This type of behavior is not acceptable, but it does happen.
• Cars and motor coaches do break down, but it can be awful when it involves a load of travel writers. The
only way to avoid this is to have mobile phones and another car following the motor coach. If a car does
break down, get the writers off the road and to a restaurant, town or unscheduled story opportunity as
soon as possible. Waiting on a highway is dead time and writers will get impatient very fast. Quickly decide
what to do, but don’t feel obligated to stick with the schedule. If the writers are saved from two hours of
wasted time, they will be grateful. There is no greater sin to commit on a press trip than wasting the
writer’s time.
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• Illness and emergencies are a problem when people travel. People of all ages get sick when experiencing
different foods, water, etc. Be flexible. Know beforehand the names of medical clinics that can take
patients without an appointment. Never make a writer feel guilty about missing part of a tour if he or she
is tired or not feeling well. If a writer has an emergency at home and needs to return immediately, be
prepared to help him or her get home. Worry about sorting out the financial details later.
• Some writers consume large amounts of alcohol. It is the host’s responsibility to monitor these activities
and stop them if it is becoming annoying to the group. Every individual should be free to do what he/ she
wants; but if someone’s drinking is bothering the rest of the group and interfering with the group’s ability
to gather story material, the host must step in and take action. Other frequent complaints include cigarette
smoking, pipe smoking, and cigars. If someone’s smoking is bothering other writers, the host should ask
him or her to stop. Learn from experience and be cautious when working with that writer again.
• Writers sometimes get into disputes with hotels. Things are stolen, their rooms are not cleaned, there is a
mistake on the bill, etc. In every case, the host should become the intermediary. Tell the writers at the start
of the trip that if they have any complaints about any part of the trip, they should bring them to you rather
than going to the host of the business.
9. Working with the Arizona Office of Tourism and Your Local CVB
The Arizona Office of Tourism ( AOT) and your local CVB offer many valuable media relations tools that are
available to tourism businesses around the state. First and foremost, introduce yourself and make it known
that you are willing to work with these agencies. Make sure both of these agencies are on your mailing list to
receive press releases and press kits so they can be up- to- date on your latest happenings.
There are also a variety of ways to become involved with AOT:
What’s New: AOT keeps ongoing documentation of what is new in Arizona. This document is often used
in lieu of a press kit at trade shows and on media missions. It is much easier to transport and contains the
information journalists need to know. AOT collects this information from press releases and E- mails, so
make sure to include the Media Relations Division on media contact lists.
Calendar of Events: AOT has a statewide master Calendar of Events posted on www. arizonaguide. com,
and is used to provide information to media requesting events information. Direct all event information to
the calendar of events contact the Public Relations Manager at 602.364.3695.
ArizonaVacationValues. com: AOT created this consumer Web site for tourism businesses from
Arizona to post deals that can be accessed by potential Arizona visitors. It is extremely easy to post an offer
and this site generates a great deal of traffic each day. In addition, several of AOT’s advertising and media
relations efforts guide traffic to the site. Visit www. ArizonaVacationValues. com for more information.
Press Trips: AOT sponsors approximately four press trips each year, which attract six to eight top travel
writers each. AOT has a commitment to visit each of the regions in Arizona every two years, so chances are
a press trip is coming to your area soon. Visit pressroom section of www. arizonaguide. com for a list of
press trips and contact the Media Relations Manager if you are interested in participating at
602.364.3698.
Putting it All Together
Now that you have all of the elements, how do you put it all together and make it happen? The following five
steps to professional public relations are a good starting point:
Step 1: Know Your Product
The most important thing in practicing public relations is to know your product. Read everything about the
business you are trying to promote. Tour every section of it, trying to see it as outsiders or visitors will see it.
Talk to employees in the business and learn what they do and how they do it.
Memorize many facts and details about your business, and develop a list of contacts who can quickly answer
any questions that you can not. The most valuable service to writers is the ability to help them generate story
ideas and answer questions. To do this, you must know your business well.
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Step 2: Take a Broad View of Your Business
In most cases, a business will not be big enough to warrant an article on its own. Combine your business with
other elements to create a story. This requires knowing your industry as well as your business.
If the product is a restaurant, know the competitors and the trends taking place in food service. A hotel or
resort should know everything about the entire destination including arts, history, attractions, shop- ping,
entertainment and food. An attraction must know similar attractions in the area and across the country.
Writers are looking for sources of information. The more you know about an entire subject, the more you can
help the writer and generate press.
Step 3: Find or Create “ News” About Your Product
Writers are looking for news. This is the basis of every publication. Even history magazines are looking for
“ new” interpretations of old stories.
In order to get publicity, generate “ news” about your product; just existing is not enough. There is always a
fresh way to look at anything; find it… or create it by establishing packages and sales promotions around your
business. Without a “ news” hook, it is difficult if not impossible to get publicity.
Step 4: Know the Publication You Are Pitching
Knowing your product is important, but it is just as important to know the publication you are trying to get
into.
Know the types of articles and news they print, the type of columns they have, who writes them, what
sections of the country they cover, and – most importantly– who reads the publication.
It is difficult to do this for each of the thousands of publications that exist; but the more you know about a
publication, the easier it will be to get a placement in it. Blanket mailing the same press release to a thousand
different publications will not be as successful as targeting publications, learning about them and targeting
releases to them.
Step 5: Pitch Your News to Publications in a Professional Way
This manual has detailed dozens of tips on how to prepare news via professional news releases, how to
prepare professional photographs and video, how to present them to travel writers, how to organize press
trips, how to work with writers during the trip, and how to do follow- up.
Each writer is different, but these guidelines give a general overall viewpoint on how to project yourself and
your news in a professional manner. If you adhere to these guidelines, you will be respected by travel writers
as a professional public relations person, and the news stories you pitch will have a much greater chance of
success.
Lastly, When In Doubt, Call Your Local DMO for Assistance
A local DMO is an incredible resource dedicated to promoting tourism in your area. Make yourself known to
them, and reap the benefits of having a great working relationship with your local DMO.
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Press Release Samples
SAMPLE A – STANDARD RELEASE
FOR IMMEDIATE RELEASE
July 9, 2008
Contact: Tina Miller, Director of Communications and Community Development
602.364.3697, tmiller@ azot. gov
Kiva Couchon, Communications Manager
602.364.3724, kcouchon@ azot. gov
Governor Napolitano Announces $ 1.1 Million in Tourism Matching Grants
PHOENIX ( July 9, 2008) — Governor Janet Napolitano announced today that the Arizona Office of Tourism
( AOT) is awarding $ 1.1 million in matching grants to tourism organizations and tribal entities across the
state for fiscal year 2009.
AOT Director Margie A. Emmermann joined Governor Napolitano in recognizing the recipients of AOT’s
Teamwork for Effective Arizona Marketing ( TEAM) grants, a program that enables communities and
organizations throughout Arizona to promote their tourism offerings. TEAM grants fund advertising, public
relations campaigns, research, strategic planning and other tourism- related marketing.
The grants are awarded to communities, regional tourism partnerships, tribal entities and statewide
associations that meet the program requirements and are able to match the requested funds. Fifty
communities, including seven Native American organizations, will receive grant awards, which range from
$ 899 to $ 87,437.
“ Every county in Arizona benefits from the travel and tourism industry,” said Governor Napolitano. “ The
TEAM grants are a direct investment into our communities and contribute to the economic vitality of the
entire state.”
Previously, all applicants were required to attend one of the annual TEAM workshops held statewide by AOT
to gain eligibility. This year, a new program feature was introduced allowing the 2008 grant cycle applicants
who had previously attended a workshop to become certified via an online exam. In future years, AOT will
offer both the online certification as well as the in person workshops to accommodate the needs of all
applicants.
The workshops educate the participants on developing a marketing plan with measurable results and writing
an effective grant application. AOT also encourages organizations to create regional partnerships, making
them eligible for more TEAM grant funding.
Attached are the list of recipients and a map of awards by county for fiscal year 2009. For more information
on TEAM and other grants, please visit the Grants section of www. azot. gov.
Created as an executive agency in 1975, the Arizona Office of Tourism is charged with enhancing the state
economy and the quality of life for all Arizonans by expanding travel activity and increasing related revenues
through tourism promotion and development. AOT works to serve the Grand Canyon State’s travel industry
and related businesses, the traveling public, and the taxpayers of Arizona.
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SAMPLE B – FEATURE RELEASE
FOR IMMEDIATE RELEASE
Media Contact: Erica Rich, Media Relations Manager
602.364.3698
THIS HALLOWEEN, VISIT ARIZONA FOR A SCREAMING GOOD TIME
Phoenix, Ariz. ( July 15, 2008) – If you’re looking to really be scared this Halloween, then put away
those rented horror movies and throw away your tickets to the local school turned haunted house. Instead
travel to a place where headless ghosts roam free, abandoned prisons remain almost untouched and ghost
towns are alive with spirits. For a truly terrifying and frighteningly fun Halloween, come to Arizona where
its “ Wild West” history has made it a hotbed for ghostly activity.
Haunted Hotels
The Gadsden Hotel, Douglas
The Gadsden Hotel is home to a headless ghost who has been seen in the hallways and in the basement.
Some believe it to be the ghost of Pancho Villa. The five- story hotel was built in 1907 and later burned, only
to be rebuilt in 1929. In 1988, it was restored and it was at about this time that the ghost started showing up.
Employees, staff members and guests alike have seen a rather startling apparition wearing old- fashioned,
khaki army clothing and with a cloth cap perched on its headless shoulders. For more information, visit
www. hotelgadsden. com.
The Monte Vista Hotel, Flagstaff
The Monte Vista Hotel opened on New Year’s Day of 1927 and during the 1940’ s and 1950’ s was a popular
spot for Hollywood guests as more than 100 westerns were filmed nearby. Some guests included Bing
Crosby, Jane Russell, Gary Cooper, Spencer Tracy and many others. One of the ghosts here is that of a
phantom bellboy who knocks on doors and then vanishes. This annoying phantom has been experienced by
dozens of guests over the years and he is joined by the ghost of a woman who has been seen outside of the
Zane Grey suite and a man who endlessly paces in one of the rooms. He is often reported coughing and
clearing his throat. Another ghost, a former bank robber, is said to haunt the saloon. For more information,
visit www. hotelmontevista. com.
San Carlos Hotel, Phoenix
The hotel was built in the 1920’ s on the site of the first elementary school in Phoenix. Some believe the place
is so haunted because of a well that was dug for the school in 1874. This well tapped into a spring that had
been considered sacred by the Native Americans for centuries. The well still operates in the hotel basement
today. One resident spirit is believed to be that of Leone Jensen, who committed suicide at the hotel in 1928
by jumping off the roof of the seven- story building. She is encountered as a white, cloudy figure who is often
accompanied by an eerie moaning noise. And she is not alone.... the noisy ghosts of three young boys have
been reported running through the halls and the inexplicable sounds of children playing are sometimes
heard coming from within empty rooms. For more information, visit www. hotelsancarlos. com.
Eerie Prisons
Yuma Territorial Prison State Historic Park, Yuma
The first seven inmates entered the Territorial prison at Yuma, Arizona on July 1, 1876. They were locked
into cells that they had constructed with their own hands. In the coming 33 years, a total of 3,069 prisoners,
including 29 women, lived in the prison. Their crimes ranged from murder to polygamy, with grand larceny
being the most common. During that time, 111 of the prisoners died, mostly from tuberculosis, but even so,
the stories say that some of them never left this place, even in death.
Remains of the prison include cells, an entrance gate and a guard tower. A museum at the park houses
artifacts and interpretive displays of prison life a century ago. Park hours are 8 a. m. – 5 p. m. daily.
Entrance fee is $ 4 for visitors 14 or older. Those 13 or younger get in free. For more information, visit
http:// www. pr. state. az. us/ Parks/ parkhtml/ yuma. html.
Ghostly Towns
Williams
Williams, coined by the International Ghost Hunters Society as “ Arizona’s Living Ghost Town,” was founded
in the late 1800' s by ranchers, railroaders, and lumbermen. The town developed a reputation as a rough and
rowdy frontier town by the turn of the century. Its saloons, brothels, opium dens and gambling houses
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catered to the cowboy, logger, Chinese laborer and railroad worker seeking entertainment. Many of these
businesses of vice and pleasure were restricted by ordinance to Railroad Avenue's ' Saloon Row.'
Visitors can take a tour of Saloon Row with host Dr. Suz aka “ the Hearse Whisperer.” The 90- minute Saloon
Row Ghost Tour takes participants through William's historic downtown, which is full of paranormal tales
from the Banshee of the Mountain, the East End Ghoul and tales of the soiled doves of Whiskey Row. Tour
prices are $ 20 for adults and $ 10 for children, ages 2 – 12. Tours start at 8: 00 p. m. For more information,
visit www. saloonrowghosttour. com .
Bisbee
Bisbee is thought to be one of the most haunted towns in southern Arizona. Founded in the late 1800' s as a
mining town, Bisbee has seen its share of mining accidents, barroom brawling gone bad, and tragedy in
general. This has paved the way for a veritable cornucopia of hauntings, sightings, and other miscellaneous
paranormal activity.
Visitors can take a walking tour of 125- year- old town. The 90- minute guided Old Bisbee Ghost Tour tells the
stories of local haunts, including Nat the miner who owed money and paid with his life; and the lady in
white, who saved three children’s lives. Tour prices are $ 12 for adults and $ 7 for children younger than 12.
Tours start at 7 p. m. Private tours are available upon request. For more information, please visit
www. oldbisbeeghosttour. com .
To plan your haunting vacation, visit www. arizonaguide. com.
SAMPLE C – MEDIA ADVISORY
Contact: Tina Lynn Miller, Director of Communications
602.364.3697
Date: July 1, 2008
MEDIA ADVISORY
WHAT: The 28th Annual Governor’s Conference on Tourism
WHEN: Wed., July 9 – Fri., July 11, 2008. Please see attached for a daily agenda of conference
activities.
WHERE: Grand Ballroom at the Westin La Paloma Resort & Spa
3800 E. Sunrise Drive
Tucson, AZ 85718
WHO: Hosted by the Arizona Office of Tourism, Arizona Tourism Alliance, Arizona Hotel &
Lodging Association, and Arizona Restaurant & Hospitality Association, and attended by
tourism industry leaders from throughout Arizona.
WHY: Tourism is one of Arizona’s leading industries and generates $ 19.3 billion dollars in direct
visitor spending for the local Arizona economy, and the Governor’s Conference on Tourism is
the industry’s largest annual event.
Highlights: Wednesday, July 9 at 6: 30pm: AOT Director Margie Emmermann delivers the “ State of the
Industry” address, revealing industry accomplishments over the last year, 2007 Arizona
visitation data.
Thursday, July 10 at 11: 45am: AOT Director Margie Emmermann presents the 2008
Governor’s Tourism Awards for outstanding achievements in the industry
The agenda is attached or can be viewed at www. aztourismconference. com.
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SAMPLE D - PRESS TRIP EVALUATION
Arizona Office of Tourism
Press Trip Evaluation
We are delighted to have had the opportunity to introduce you to the attractions and hospitality of Arizona -
The Grand Canyon State. To ensure that we provide journalists, photographers and broadcasters the most
positive and productive programs, we request that you take a moment to evaluate your experience and share
your thoughts. It is only with your valued input that we can continue to provide the best possible experience
for our friends in the media.
Please return this evaluation to the Arizona Office of Tourism media relations department: Director of Trade
and Media Relations, 1110 W. Washington St. Ste 115, Phoenix, AZ 85007 or fax to ( 602) 364- 3702. Thank
you.
YOUR NAME: ________________________________________
ORGANIZATION: ________________________________________
CITY/ COUNTRY: ________________________________________
DATE( S) OF VISIT: ________________________________________
Please evaluate the following:
Lousy Terrific!
1. Communication prior to visit 1 2 3 4 5
2. Your travel to and from Arizona 1 2 3 4 5
3. The Arizona itinerary in general 1 2 3 4 5
4. Accommodations 1 2 3 4 5
5. Pace of your visit 1 2 3 4 5
6. Any specific comments on the above areas?
_________________________________________________________________
_________________________________________________________________
Please rate the importance of the following items as they relate to a productive, high quality media tour:
Don’t need Must have
7. Group tours 1 2 3 4 5
8. Individual guided tours 1 2 3 4 5
9. Individual self- guided tours 1 2 3 4 5
10. Detailed ( hour- by- hour) itineraries 1 2 3 4 5
11. Luxury accommodations 1 2 3 4 5
12. Hotel/ resort site inspections 1 2 3 4 5
13. Group meal functions 1 2 3 4 5
14. Free time 1 2 3 4 5
15. Use of an automobile 1 2 3 4 5
16. Stock photography available 1 2 3 4 5
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17. Access to shopping 1 2 3 4 5
18. Access to cultural attractions/ events 1 2 3 4 5
19. Hosted ( complimentary) accommodations and/ or meal functions 1 2 3 4 5
20. Multi- lingual press materials 1 2 3 4 5
21. What did you enjoy most about your experience?
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
22. What was your least favorable Arizona experience?
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
Please communicate any additional information that could enable us to improve our media tour pro- grams:
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
_____________________________________________________________
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IV. TRAVEL INDUSTRY MARKETING
What is Travel Industry Marketing?
AOT’s Travel Industry Marketing division strives to increase Arizona’s share in the tourism marketplace by
assisting tour operators and travel agents in developing new and/ or expanding existing tour and travel
programs. The division also assists Arizona destination marketing organizations and tourism suppliers in
their efforts to target the travel trade. Representatives from this division are available to discuss trade show
and sales mission efforts, familiarization tours, collateral fulfillment, product inventories, lead reports,
general industry terms ( i. e. receptive vs. wholesale operator), partnering and product packaging, and
international marketing and representation.
Please Note: A complete FY09 Marketing Plan is posted on www. azot. gov ( under Programs, click on Trade
Shows and Sales Missions, Trade and Media Relations). This Marketing Plan lists all scheduled activities
and provides details on ways you can partner with the Arizona Office of Tourism to market to domestic
and international travel trade representatives.
Tradeshows
Tradeshows are events/ marketplaces that allow DMOs and suppliers to meet with buyers ( operators or
agents) in a set location to conduct business. Although sometimes expensive, the format, which often
includes pre- scheduled appointments, is an efficient way to meet with top buyers in a short time period.
Tradeshows can also include other networking opportunities and educational seminars. Partnership and
booth share opportunities through AOT are occasionally available.
Sales Missions
Sales Missions are pre- planned events for an Arizona delegation to call on tour operators/ travel agents in the
region in which they are located. Missions may be simple and cost- effective with the delegation going
directly to the office of the buyer with information, or may be more complex and expensive with scheduled
meal functions and entertainment.
Familiarization Tours/ Site Inspections
Familiarization tours/ site inspections attract top travel trade professionals to experience Arizona, therefore
making it easier for them to “ sell” it. Hosting familiarization ( FAM) tours and site inspections is still
considered to be one of the most effective ways to educate buyers about a destination. A tour operator often
requests FAM tours for their product managers or top- selling travel agents. Partnership opportunities with
AOT, airlines, and other destinations are often requested through local CVBs and Chambers.
International In- Market Representation
AOT contracts with in- market representatives in Germany, UK, Japan, Canada, and Mexico. Representatives
act on behalf of AOT to assist the local travel trade, conduct many of the activities listed above, provide
market updates, and produce product inventory reports detailing tour operator activity in Arizona. For
complete
