Advising a DMO on How to Transition Into a High Impact Destination Management Organization
Visit Anchorage
Alaska, United States
Engagement: 2022
Via a highly competitive selection process, Visit Anchorage retained Twenty31 to develop an evidence-based, multi-year strategic plan built, with the primary goal to transition the organization into a high impact destination management organization. Visit Anchorage understood they needed an external expert consulting partner to support their efforts to better prioritize optimize opportunities.
Discovery
We collected data-based evidence needed to prioritize strategic decisions and inform tourism recovery of the destination and longer-term strategic direction.
Stakeholder engagement
We interviewed 30 key stakeholders to uncover preliminary opportunities and challenges and facilitated a series of two-hour workshops to discuss principles, objectives, challenges, general opportunities, and opportunities for regional tourism alignment.
Site visit
We conducted a familiarization tour that included stakeholders interviews and workshops, and observation of the operations key tourism, infrastructure and community assets.
Strategy development
We crafted a strategic plan addressing COVID’s most critical impacts on Anchorage’s tourism industry and identified a number of options to package Anchorage’s offering for various traveller segments, year-round.
With approval from their Board of Directors and tourism industry members, Visit Anchorage adopted the strategy developed by Twenty31 and is currently working through implementation of the recommendations.
-
![]()
Designing and Managing a Business Intelligence Program to Support Tourism Recovery
-
![]()
Developing a Model to Quantitatively Prioritise Markets of Opportunities and Optimal Investment Levels
-
![MGM]()
MGM Resorts - Defining MGM's Bold New Positioning
-
![]()
Launching North America’s First Destination Health & Safety Certification Program (Skift IDEA Award Winner)
-
![image for decoration]()
FLYR - Defining Immediate Commercial Opportunities
-
![image for decoration]()
IHG Hotels & Resorts - Internal Strategy Framing
-
![]()
Developing a World-Class Analytical Framework to Measure and Track Ras Al Khaimah’s Destination Brand Health
-
![]()
Transforming Tourism Opportunities Across Identified Tourism Development Zones in Alberta, Canada
-
![]()
Benchmarking and Tracking Dubai's Global Brand Standing and Competitive Market Positioning
-
![]()
Crafting the Global Narrative for One of the World’s Most Spiritual Sites
-
![]()
Developing a Sustainable Tourism Development Strategy for Rwanda
-
![]()
Future-Proofing South African Tourism in the Wake of Covid-19
-
![]()
Advising a DMO on How to Transition Into a High Impact Destination Management Organization
-
![]()
The PEW Charitable Trusts - PEW Bertarelli Ocean Legacy Project
-
![]()
Creating a Whole-of-Government 10-Year Tourism Strategy for Alberta
-
![]()
Building a Tourism Framework for Three of Saudi Arabia’s Most Ancient & Valued UNESCO Heritage Sites
-
![]()
Repositioning Bent’s Old Fort as a Top Historical Tourism Site
-
![]()
Guiding the Future of Tourism Development and Management in Oman’s Capital City
-
![]()
Co-Creating a Business-focused Tourism Development Toolkit for America’s National Parks
-
![]()
Building an Evidence-based Tourism Development Decision-making Culture in Sri Lanka
-
![]()
Assessing Peru’s Potential as a World-class Adventure Tourism Destination
-
![]()
Assessing the Feasibility to Create a Homeported Small-ship, Experiential Cruise Line in Guam and Micronesia
-
![]()
Evaluating Abu Dhabi’s Approach to Measuring and Tracking Brand Standing
-
![]()
Co-Creating Kingston’s Integrated Destination Strategy
-
![]()
Co-Creating the North’s First Community-led Tourism Strategy
-
![]()
Creating a Training Platform to Support Tourism SMEs Access Global Markets
-
![image for decoration]()
AIG - Market Intelligence During COVID-19
-
![]()
Development Canada’s Winter & Shoulder Season Tourism Potential
-
![]()
Putting Jordan Front and Centre in the Minds of High-Value Travel Consumers and Travel Trade Partners
-
![]()
Accelerating 'Right-fit' Tourism in Prince Edward Island
-
![]()
Developing Palau’s High-Value Sustainable Tourism Growth and Management Strategy
-
![]()
Co-Creating Halifax’s Tourism Development & Management Strategy
-
![]()
Developing an Investment Strategy to Create a National Destination Management Company
-
![]()
Identifying Opportunities to Accelerate Growth of Canada’s Culinary Tourism Assets
-
![]()
Co-creating Egypt’s New Global Brand Strategy & Go-to-market Plan
-
![]()
Adventure Gear Company - Market Sizing
-
![image for decoration]()
Destination Canada - Visual Identity Refresh
