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April 14, 2021
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Slingshot
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Slingshot

At Slingshot we are driven, perhaps neurotically obsessed, by our belief that consumers have forever changed. Today people have more channels, more devices, more bright, shiny objects competing for their attention than ever before. How they spend their time has become fractured into bite size chunks, with advertising constantly surrounding whether they pay attention to it or not. This is why we refuse to follow the same old marketing approach. It's not about simply interrupting people. It's about engaging them in the places they're actually paying attention and delivering a compelling message that creates an impact.




Advertising
Slingshot Advertising Offers Spring 2021 Consumer Forecast: Fresh Signs of Normal?
SlingshotSlingshot Posted On March 31, 2021


It wasn’t even six months ago when marketers were scratching their heads trying to figure out how and when things might start returning to normal. What would it take to get consumers to start buying and behaving like they used to?

Today, as millions of Americans are being vaccinated against COVID-19 each week, we might at last have our answer. And that possibility is certainly reflected in Slingshot’s most recent consumer forecast.

It wasn’t even six months ago when marketers were scratching their heads trying to figure out how and when things might start returning to normal. What would it take to get consumers to start buying and behaving like they used to?

Today, as millions of Americans are being vaccinated against COVID-19 each week, we might at last have our answer. And that possibility is certainly reflected in Slingshot’s most recent consumer forecast.

We surveyed 210 consumers on a variety of topics, and the insights are telling for marketers in most every consumer category.

Here are our top five takeaways:

1. More consumers are feeling less worried.

Though concerns still exist among large portions of the population, consumers are showing less overall anxiety about COVID-19 than anytime in the past year. 45% of consumers are less anxious now about COVID-19 than they were at the start of the year, a trend certain to accelerate as the vaccine rollouts widen.

Consumer COVID Concern

And while younger audiences show less concern than older audiences, the numbers are noteworthy across the board as people begin to feel more confident about getting out again.

2. Travel intentions and travel budgets continue to rise.

After a year of consumers making fewer non-essential purchases, not only is there plenty of demand in certain sectors, there’s also the money to pay for it. For instance, in the travel sector, people who put off taking vacations during the lockdown are now eager to make up for lost time.

Travel intention is up a whopping 30% from the winter, with a full 60% of all respondents intending to take a leisure trip before summer. That’s great news for travel brands. What’s more, those numbers hold up across all age groups and income levels, pointing to some serious demand among consumers to get out of the house this spring.

Travel Intention Spring

Better yet for travel brands is that many of these consumers actually plan to increase their travel spending. 85% of respondents expect to spend more or the same amount as they did on their last trip, with only 15% expecting to spend less.

And there’s more good news for destinations: older audiences in particular are primed for longer trips, with more than half of travelers age 60 and older intending to travel for five nights or longer.

Casinos also appear primed for a comeback, with multiple respondents citing trips to Vegas or other gambling destinations for their next vacations. And while more people still intend to travel to destinations they’ve been to before, trips to new destinations are up over ten percent from the winter, suggesting more adventurous forms of travel may be in the offing this spring.

3. Hints of a brick and mortar comeback.

The desire to get out and spend more goes beyond travel. For example, the combination of the changing seasons and the continued vaccine rollout are driving more people back into restaurants, with intentions to dine out up 25% from the winter.

In fact, those who plan to dine out more often outnumber those who intend to scale back by nearly two to one. And among affluent audiences? A staggering 87% plan to eat out more often this spring.

But there’s a bigger story here, as people are also foregoing other services in lieu of more in-person experiences. Examples include:

  • Six in ten consumers plan to start shopping less for groceries online
  • 67% intend to shop in-person at grocery stores more often
  • 40% intend to get back in the gym, up nearly 10% from the winter

Put it all together and what we see is an ever-increasing desire among more consumers to get back out in the world and enjoy more of the experiences they were forced to forego during the lockdown.

4. Weekends are the gateway to getting out.

As the following graph makes quite clear, diners are most likely to venture back out to restaurants during the weekend, with the lunch and dinner day parts leading the charge.

Dining Behavior Spring

Retailers of all stripes should take note, as we believe this reflects a broader trend in the marketplace. Busy, time-strapped consumers, many of whom are still working from home, are most likely to venture out and spend more during the weekends when they’re off the clock.

5. Keep an eye on affluent segments.

While there is good news relating to consumer segments in all age and income groups, extra attention should still be paid to more affluent targets (HHI $175k+), especially as it relates to discretionary or elective spending. Not only is this the audience least impacted by the downturn, many also managed to save money over the past year as well.

In other words, they currently have the most cash to spend while also showing the desire to get out and spend it. Versus the general population, affluent audiences are:

  • Up to 15% more likely to dine out on weekends
  • 15% more likely to dine out at least once a week
  • 16% more likely to take leisure trips of five nights or more
  • 27% more likely to travel by air
  • 11% more likely to stay at a resort
  • 26% more likely to return to the gym or buy a membership
  • Nearly 20% more likely to purchase exercise equipment

In other words, following the money might be the smartest way of all to boost business this spring.

Judging by this forecast, it appears that springtime might bring some sunny days to marketers who have been in the dark for much of the past year. And the best news of all may be what’s lurking behind these encouraging numbers: COVID-19 anxiety is still the number one thing keeping most consumers from shopping, buying, dining, and traveling. That means there’s still plenty of upside ahead, and we may only be seeing the tip of the iceberg when it comes to consumer demand. We’ll be keeping a close eye on all of these trends to see exactly which way the marketplace is headed come summer.

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Advertising
Senior Tech Use After COVID-19 | CIRCA 46, A Slingshot Company, Tells us to Shed Biases
SlingshotSlingshot Posted On March 18, 2021


How and what we advertise to seniors will be different, thanks to COVID-19.

Conventional wisdom has historically dictated that best ways to deliver marketing communications targeting older adults is via traditional media, because the 65+ group looked to television, newspaper and radio before going to the internet for news and other programming.

Furthermore, it should not come as a surprise that the senior cohort has historically lagged behind younger demographic groups in its adoption of new technologies. This has certainly been the case as it relates to communications technology. For example, according to recent Pew Research, only 67% of adults 65+ have internet access. That compares to 90% of all adults. Just 42% own and use smartphones versus 77% of all adults. Older adults are simply more comfortable with the communications technologies they have grown used to.

Given their reticence to adopt new communications technology, seniors have understandably shied away from social media. Less than half of all Boomers participate with social media, and their social media participation growth had nearly ceased. As recently as 2019, Pew Research had pegged adults 65+ using Facebook at 46% as compared to Total U.S. adults at 69%. YouTube usage difference were even greater: adults 65+ at 38% versus Total U.S. adults at 73%. This gap broadens further where other social media channels are used.

That’s All Changing

That was all before COVID-19 and sheltering-in-place. Social isolation caused by quarantines and shelter-in-place orders has forced the older cohort to consider and use newer technologies to communicate with family and friends – platforms like FaceTime, Zoom and more. While it is too early to measure, it’s a good bet that now seniors have successfully mastered these technologies, they are not going revert back to old habits. Increased social media activity by seniors should follow, as well.

Other new technologies that aid seniors’ abilities to remain in their own homes as they age have also enjoyed a boost from COVID-19-imposed seclusion. Demand for non-invasive monitoring systems that allow adult children to know their aging parents are well will grow, as fresh recollection of the chaos created for in-home caregiving during the pandemic will move those adult children to invest in such products. The need for new technologies to help senior living communities better serve and care for their residents has also been highlighted as a result of COVID-19 resident lockdowns. Operators will have no choice but to invest in these technologies in order to stay viable and competitive.

Many recent lifestyle changes responding to COVID-19 are likely to continue after the pandemic risks subside. Consensus from the 2021 Consumer Electronics Show suggests four broad changes that will remain:

  1. Telehealth is here to stay – even for tech-challenged seniors. They have seen that the quality of their healthcare has not declined as a result of telehealth. At the same time, they are spending less time sitting in physician waiting rooms. Ultimately, telehealth is making the health care experience better for seniors!
  2. The highly contagious nature of Coronavirus has driven the development of new ways to ensure cleanliness and better hygiene. New hygiene-enhancing products like touchless appliances, automated lighting, shades and door locks – not to mention other AI-driven technologies employed in the home – have been and are being developed and introduced.
  3. Digital assistants are becoming more commonplace and are making homes smarter. As they have been shut in their homes for extended times, seniors are recognizing how digital assistants and other technologies can make their lifestyles easier and more convenient at home.
  4. In addition to telehealth, new products that support in-home healthcare are exploding onto the market. They not only aid a senior who desires to age-in-place, they are, too, making the whole healthcare experience better.

Needless to say, there will be more technologies that soar as they demonstrate the benefits they deliver to the senior market. And more opportunities to sell the wealthiest cohort in the history of marketing.

What Does This Mean for Advertisers?

Primary takeaways are that marketers need to shed their biases about advertising to seniors. COVID-19 forced new communications technologies on the 65+ crowd and they’ll continue using them – just like younger cohorts. And there are new tech products and services that need to be introduced and promoted to seniors. In short, there is a whole realm of new opportunities for marketers to reach and sell seniors – just like they do with younger cohorts.

This doesn’t mean the silver market will abandon traditional media and traditional products that offer qualities with which they are familiar (and like). Marketers shouldn’t abandon those media, either. Ultimately, marketers targeting seniors now enjoy more opportunities to sell them and a greater arsenal of weapons to deliver their selling messages to this highly desirable audience.


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Advertising
Slingshot Creates Sling Talks as Alternative to Their Traditional Slingternships
SlingshotSlingshot Posted On August 13, 2020



Bummed out by a cancelled summer internship? Us too. Thanks, 2020. So, in honor of all the summer’s lost internships, we’re hosting SlingTalks, a modified version of our 8-week Slingternship. That’s right, we’re jamming 8-weeks worth of industry experience into a 4-day advertising internship crash course. We’ll be talking all things account management, strategy, creative, media, SEO, content, leadership and how they all work together to connect people to our clients’ brands. Oh, and did we mention this is some serious insider knowledge coming from some of the most incredible (even if we might be a little biased) industry experts? Keep scrolling to sneak a peek at who they are and what they’ll have to say.

Check out the line up!


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Coronavirus
Slingshot Offers Insights to Marketers for the COVID Economy | A Different Kind of Slowdown
SlingshotSlingshot Posted On June 29, 2020



Last week, a major study was released that seeks to pinpoint the key drivers of the coronavirus economic slowdown and to gauge the effectiveness of stimulus efforts meant to combat it. The researchers mined vast quantities of consumer data from multiple sources, and the conclusions drawn by the study contain important insights for marketers tasked with navigating brands through these challenging times.

Perhaps most important for marketers is the oversized role affluent consumers play in the current economy. This is unlike the recessionary conditions we’ve witnessed in the past, so let’s take a look at what’s making the current situation so unique.

Who stopped spending the most?

To understand the nature of the economic slowdown, it’s important to understand where spending dropped off most rapidly as America went into coast-to-coast lockdown.

The study discovered that spending reductions were the greatest among higher income households who can typically be counted on to frequent local businesses, such as bars, salons, shops, and other small businesses, especially in more affluent urban areas. The study found that the more disposable income a household typically spent pre-COVID, the greater the toll that their reduced spending had on the economy.

In other words, the robustness of our economy before COVID-19 was largely built on high levels of discretionary, non-essential spending. The pandemic brought that purchasing behavior to a near standstill.

This is different from a typical recession, which is marked by a drop principally in spending on durable goods, putting more of the financial pinch on manufacturers and large retailers. Instead, it’s small, “non-essential” businesses that have shouldered the load.

In retrospect, this makes perfect sense, as the people with the most disposable income suddenly had no place to spend it. Like everyone else, they responded to the lockdown by spending largely on what they saw as essential for weathering life stuck at home, with far less spending on non-essentials. As of mid-June, high-income households had reduced spending by 17%, while low-income households saw a much smaller 4% overall reduction.

The result was a 70% drop in revenue among small, locally-owned businesses frequented by higher income consumers. The impact was felt even more acutely in urban areas that also bring in substantial revenues from the tourist trade. Cities such as New Orleans, Miami, and Honolulu were hit with a one-two punch and saw the greatest drop in small business earnings.

Where were the most jobs lost?

Montgomery County in Maryland is among the most affluent counties in the nation, and historically immune to the impacts of recession. During the dotcom recession of 2001, for example, unemployment there never went above 3%, and in the Great Recession, the county boasted one of the lowest unemployment rates in the country. Today, it stands at 12%.

Why? Because that 70% decline in revenue among small businesses in affluent areas like Montgomery County led to a corresponding (and cataclysmic) 70% reduction of their work forces, while businesses in poorer zip codes lost a smaller (though still painful) 30% of workers. But across the board, in rich zip codes and poor alike, unemployment is by far highest among lower-income service workers, many of whom work paycheck to paycheck.

Past recessions have been marked by wide scale layoffs at large companies, inflicting a heavy toll on salaried employees. This time, job losses are scattered across millions of small businesses– businesses that typically employ hourly workers at the lower income levels.

How well did the stimulus work?

There’s no question that people found the stimulus checks they received quite useful and the money most likely flew straight through their bank accounts and back out the door. And yet the study indicates that the economy didn’t get the widespread boost that was hoped for.

This appears to be because most of the stimulus money didn’t go to the businesses that were suffering the most—again, those small, locally owned business. Instead, most of the money went to pay for essentials, like food, rent, and mortgages, or to pay down credit cards. But comparatively little went to pay for services from those same small businesses that were hardest hit by the lockdown.

So while the stimulus did boost spending, that influx went primarily to brands like Amazon and Walmart, without ever reaching the parts of the economy that needed it most.

What it all means for marketers

The bottom line is that a return to higher rates of discretionary spending is the needed catalyst for increased consumer activity overall. In fact, a sustained uptick in non-essential spending should be a positive signal to brands of all stripes that the economy is headed in the right direction. As of now, such consumer behavior is directly related to the confidence that large segments of the population either do or don’t have in venturing out and engaging in all of their usual pre-COVID activities.

Marketers have a big role to play in this. As we’ve discussed before, clearly communicating the measures you’re taking to create a safe, comfortable buying experience is currently job one. This is particularly true for brands in the retail, hospitality and service sectors, but it extends to marketers in any industry that depends on in-person customer foot traffic.

Outreach to more affluent consumers is especially important right now, as they not only have the most disposable income on hand, they’re also exhibiting the highest levels of pent-up demand for many types of consumer goods and services. And with so many marketers making the short-sighted decision to lay low, brands that are proactive about addressing the needs of affluent consumers could find themselves in a surprisingly uncrowded marketplace filled with potential buyers.

In other words, now’s the time to reach out to those audiences we know are eager to start spending again… under the right conditions.


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Advertising  / Coronavirus
Slingshot’s /Explore Destination Marketing: Meeting the Rising Demand for Leisure Travel
SlingshotSlingshot Posted On June 4, 2020



Recent polling shows that leisure travel is the first major purchase more than half of Americans plan to make as lockdown restrictions are eased. But when, where, and how will they to do it? The answers will have profound implications for destination marketers in the crucial travel months ahead. Join us as we explore how to craft the right message and experiences to bring those visitors back.

As the COVID-19 lockdown has unfolded, pent-up demand among American consumers has begun to reveal itself. And nowhere is that demand greater than in the leisure travel space.

Consider this: A new Harris poll found that for over half of all Americans, travel is number one on their list of major purchases when things return to normal. Further, this demand is most prevalent in families led by parents in the 35-49 age group, with household incomes of $75k or more. If that sounds like the visitors you seek to bring in each year, read on.

In what could be great news for domestic destinations, multiple studies point to those travelers heavily favoring over-the-road travel. No surprise there. With all the negative press associated with flying, and inconsistent responses from the airlines as the pandemic unfolded, much of the traveling public is still leery of travel by air.

So, we know they’re going to travel, and likely by road. But where? Indicators, such as a recent report from Skift, show great preference for non-urban beach and rural destinations. This may be attributed to a combination of health concerns and a desire to make up for those postponed Spring Break trips to the mountains and the coast. The same study also shows potential travelers with strong preferences towards rentals and independent accommodations over chain hotels—lodging they perceive as either more self-contained, easier to keep clean, or more flexible should their travel plans change again.

This all adds up to good news for drive destinations–especially those that allow for some continued measure of social distancing. But are destination marketers as ready as the traveling public to re-engage?

In a separate Skift study, it was reported that almost all destinations deserve high marks for altering their marketing campaigns during the lockdown. But it’s a different story when it come to what happens next. Indeed, as of May, only about half of all destinations had even begun planning for outreach in the months ahead. Many destinations, it seems, are unsure of what to do next. Potential visitors, meanwhile, have already begun researching and planning their next trips, with more than half intending to hit the road within the next six months.

Click here to learn how the travel marketing team at Slingshot has helped other destination marketers rebound from times of crisis.

The pent-up demand for leisure travel is real, and certain destinations could see a real surge in visitations in the coming months. So how can destination marketers make the most of it as they seek to recover from the spring lockdown? And how can they do so at a time when marketing budgets have likely been cut?

Here are four steps we believe destination marketers can take to begin attracting visitors eager for a safe, rewarding travel experience:

1. Put transparency first.

As potential visitors plan their next trips, their excitement for travel is mixed with lingering health concerns. Destinations that appear indifferent to these feelings stand to lose tremendous potential business from people who want to visit, but also want to know you’re taking their safety seriously.

If there’s an official destination response to COVID-19, make it easily accessible for all to see. Include a link on your DMO homepage, and promote it to your entire email list. And make sure hoteliers, restaurants, and attractions are all on board. The information should be comprehensive but not overwhelming, letting people know just what to expect in the places where they’re most likely to spend time and money. The more they feel you’re taking a proactive stance, the more comfortable they’ll be vacationing with you.

Ask yourself: what are the most important questions to answer for visitors as we seek to give them the confidence they need to choose our destination?

2. Prioritize loyalists.

That open and transparent approach should be felt above all else by your loyal repeat visitors. This is your chance to make this critical audience feel wanted and welcome. So reach out to them as directly as possible, letting them know you’re open for fun and that it just wouldn’t be the same without them. Make sure they know that the great experiences they’ve come to know and love are still there waiting for them. Not only are your core loyalists vital to your business, they often serve as your best advocates for getting the word out to a wider audience.

Ask yourself: what can we do to make our destination as appealing as possible to the visitors who know us best?

And speaking of wider audiences…

3. Cast a wider net.

Just as demand for drive destinations is on the rise, it’s falling for air travel to spots both within and outside of the country. What’s more, 65% of travelers in a just released report from Mintel stated they will not consider travel to any one-time COVID hotspots. Less frequented destinations can be the solution for those potential visitors who are rethinking how they want to vacation during uncertain times.

As we mentioned earlier, travel intentions seem to be highest among people with incomes of $75k and more, and according to Ipsos, that extends right up to more affluent travelers. Indeed, this is the number one target audience when it comes to pent-up demand for leisure travel today. And just like everyone else, they’re gravitating towards destinations they deem safe for travel at this unique time.

Make sure that your more upscale accommodations are well represented in any communications. Affluent travelers will be looking for seclusion and self-sufficiency as well as luxury, and will be happy to pay for any services that add to this mix of demands.

Many other potential visitors have chosen to travel this year by RV, with rentals and sales soaring in recent months. This represents a reliable audience of travelers who will be on the road looking for great destinations and experiences. RV travelers may not book lodging, but they’re just as willing as anyone to shop and dine while visiting a destination. And since they tend to stay longer in places where they feel welcome, they can often mean even more to the local economy.

Ask yourself: How can we reach the widest possible audience of potential visitors who may be traveling differently in 2020?

4. Showcase family friendly (and uncrowded) experiences.

Parents of young children will have two big concerns as they plan their travel: how to keep the kids safe, and how to keep them busy. You can provide the answers to both.

Again, this is where clear, upfront messaging about your destination’s COVID-19 response comes into play. We know that moms do their homework, and if they don’t find what they’re looking for from you, they’ll quickly look elsewhere. You might even consider launching a travel hotline or online chat feature that potential visitors can use to ask direct questions about what to expect at your destination.

Of course, the peace of mind you provide will only go so far if they don’t see the potential for plenty of family fun as well. Be sure to show parents how they can pack the day full of experiences that the family will love and will leave the kids ready for a great night’s sleep.

Ask yourself: how can we strike the right balance between the top two concerns on the minds of parents traveling today: safety and fun?

As unsettled as the recent times have felt in the travel sector, you can be sure that the demand for leisure travel is very real. All across America, families are planning for their first foray away from home since the lockdown began. Those destination marketers who move quickly to engage them and respond to their concerns should be in for a busy, and profitable, travel season in the months ahead.

For more on how Slingshot can help your destination prepare for what’s next, reach out to our team of travel experts today.


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Advertising
There’s a Big, Captive Audience at Home Thanks to COVID-19 | Check out Slingshot’s Blog
SlingshotSlingshot Posted On March 16, 2020


And with big audiences come big opportunities.


There’s little doubt that as COVID-19 continues to spread, uncertainty is spreading with it, adding confusion to the marketing landscape like few times in recent memory. Marketers are scrambling to figure out the best course of action. Do we pull back? Shut down? Or do we go into a purely tactical, hard sell mode?

Before you hit the panic button, consider this. As we speak, millions of Americans are settling in at home. Kids are out of school and bored. Moms and dads are either working from home or just stuck there. Everyone online, eyes glued to their screens. And appointment television like sports and other live programming is all but gone. Think about those cruise passengers, stuck in their rooms, attached to their phones, tablets, and televisions. For many people, it’s going to be like that.

In other words, they’re a captive audience that can be reached more readily than at just about any other time. The challenge, then, is not if they can be engaged, but what to engage them with.

Our advice? Instead of basing decisions based on whether or not you think people will buy, think first about what it is you can provide them, right now, in their current state, at this extraordinary time. You may be surprised at the value you can offer.

We suggest you start by asking these four questions:

  1. How has their behavior changed?
  2. What are their current needs?
  3. What can we do to fulfill those needs?
  4. What can we do to provide reassurance?

How has their behavior changed?

In many ways, as we mentioned above, it has changed substantially. People will be staying home more. A lot more. Out-of-home activities such as restaurant dining, movies, and shopping will all be curtailed. And yet, they’ll also be doing everything they can to maintain as much normalcy as possible. It’s true for businesses as well. While conferences are getting postponed and travel is cut, business leaders are seeking solutions to keep things humming along.

And every last one of them will be keeping an eye on the horizon, for the moment they can return to regular life. You can play a role in helping them make it happen.

What are their current needs?

Even in unusual times, people have needs that brands can fulfill. And what they need now, more than ever, are solutions to make life better in the new normal. That means ways to keep the kids entertained, or way to put comforting meals on the table. And they’ll no doubt be shopping Amazon and other online outlets for everything from necessities to anything that might provide some sense of relief.

Think of the anxiety that comes from a moment like this. People are worried about everything from shortages to cleanliness to how they should invest for the future (hint: don’t sell now). At Slingshot, we have clients who produce everything from toilet paper to shelf-stable milk. As store shelves empty out, the need for both those items and many others will continue to grow.

Meanwhile, more time also means time to spend learning about places, products, and brands they might not dig into otherwise. That’s another great opportunity.

What can we do to fulfill those needs?

Their lives have changed, so as marketers, we’ll need to change what we offer to them. Are there over the phone, delivery, or online services that can replace similar in-person offerings? What about a temporary subscription service that can be waived or transferred once the crisis is over?

Perhaps they were forced to cancel that bucket list Spring Break vacation but aren’t yet ready to give up on a trip. Can your destination be the drive-market alternative?

How many young families who rarely cook at home are now looking at their ovens and thinking, what do we do with this thing? Can you provide the recipes, the inspiration, or better yet, the meals?

What else can you do to adapt your offerings to meet their rapidly evolving needs? Different people have different needs, but make no mistake, they all have them. We can sit on the sidelines, or we can be the solution.

What can we do to provide reassurance?

Perhaps more than anything else, what people need now is to know that you get it. You understand what they’re going through, and care more about helping them than selling to them. Airlines and hoteliers have addressed this by waving change or cancellation fees. Major internet providers are postponing the cancellation of services to people behind in their payments. And other brands are reaching out proactively, through email, text, or online, to let customers know how they’re responding to the situation.

This sort of authentic, empathetic behavior is a must. Not only is it the right thing to do, any brand that appears tone deaf to the unique need state of their customers right now is at risk of losing their business for good. If you do nothing else, make sure you do this.

Let’s put our heads together.

At Slingshot, we believe that this is no time to lay back or shut down. Your customer are still your customers, and they have real needs to be addressed. Someone is going to step up and provide the solutions they’re looking for. Let’s work together to make sure that it’s you.


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Advertising
Slingshot’s /Explore: How to Drive Bookings with Today’s Young Families
SlingshotSlingshot Posted On September 23, 2019


With contributions from Special Contributor Tyler Anderson

When families plan travel these days, they seek value above all else. But that can mean much more than just a great price. It can impact when they travel, how long of a trip they take, and even who goes with them. Check out the latest from the /Explore team to learn more.

Modern travelers are like detectives. They pour over online pictures and reviews, make spreadsheets to compare prices, and explore every back alley in Google Maps street view. Certainly, the digitization of trip planning has forever changed the way many people make their travel choices.

And no generation has embraced this approach to travel planning like Millennials. For a variety of reasons we’ll discuss later in this article, Millennials don’t always research and book the traditional types of vacations many travel brands have historically offered. For this generation, value is everything, though the meaning of “value” might not be what you think it is. And this is especially true as they mature into marriage and family.

Here are five factors millennial families are using to choose where and when to travel.

1. Timing isn’t everything
Think young families only want to travel during the peak spring break and summer vacation periods? Think again. Indeed, one of the first things that a value seeking millennial family discovers is that there are amazing deals to be had on travel during off peak times of the year. As such, many vacationers are now just as likely to plan travel for non-traditional seasons like late fall and winter as they are spring and summer.

TravelZoo reports that lodging is at a 60-70% discount already for most major destinations during off-peak seasons. That’s big savings for a value-conscious vacationer. Packaging these low prices in a way that connects with the type of trip they’re looking for is the secret sauce for driving bookings. Now more than ever, it’s important for a destination to define itself as a genuine year-round option for travel.

2. Shorter is sweeter
It’s a sad fact that Millennials not only take fewer vacations than other generations, they take shorter ones, too. This study on family travel trends from Alamo points to the rise of an alarming behavior: workplace vacation shaming. Today, over half of parents planning a family vacation are made to feel some degree of shame for taking the time off at all, according to the study. One direct result of this? Shorter trips.

But that doesn’t mean you should count young families out. Because the good news is that they still fully intend to travel in the coming year. Travel brands that offer up great packages for trips of two or three days will find themselves garnering a fair bit of attention from this up-and-coming travel audience.

3. Putting family first
Over half of Millennials are already married, and nearly half of them have at least one child, with more trending that way every year. This means that when they travel, they look for family friendly options to keep the kids occupied and happy.

The good news here is that studies show that as they age, many Millennials start to exhibit the same habits as their parents when it comes to creating memories with their kids. They want safe, kid-friendly options that fill the day, keep the little ones happy, and leave them wiped out and ready for bed at night. For most travel brands, all it takes is a little creative packaging of what they already offer to appeal to these young parents.

4. Activities galore
We mentioned family friendly options that fill the day. Let’s unpack that, because you simply can’t have too many of them. In fact, this recent Think With Google report shows activities and tours to be the third largest expenditure in family travel, at 10% of total vacation spend. And it’s growing faster than any other segment in the travel industry, as well. And online searches for experiences in the weeks before a trip outpace hotel related searches three to one, and air travel related searches by eight to one.

Small wonder. If there’s anything that spells value to a millennial vacation goer, it’s having lots of activities to busy minds occupied. This is key, because it’s not simply price that Millennials equate to value. It’s what they get for that price. And what they want above all else is stuff to do.

 

5. Multigenerational appeal
Money, or the lack thereof, is the number one reason why Millennials don’t travel. With so many carrying student loan and credit card debt, and so few able to save money, it’s a wonder they’re able to pay for travel at all. But guess who can pick up the tab? Their parents. Which has led to a surge in multi-generation travel.

Once upon a time, when the grandparents took a vacation with their adult kids, it was the younger generation flipping the bill. These days, the opposite is true– and the reason is clear: today’s older generations simply have more disposable money than their aging children.

For travel brands, this makes it paramount to offer travel opportunities that appeal across the generational divide. So while the young parents are hunting for all those kid friendly activities, their own parents are going to be more focused on quality of accommodations, food options, and cultural activities. And the number one desired keepsake for a multi-generational trip, according to Virtuoso? A family portrait. No, not a selfie. They want a real, professionally shot portrait. The more able a destination is to fulfill these multigenerational needs, the more bookings will come their way.

With all of these considerations, perhaps the most important takeaway is knowing that value is about more than offering a low price. It’s about giving your visitors more to do and experience for that price, no matter when they choose to travel.


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Podcasts
Slingshot’s /Explore Podcast: Travel Planning Trends 2019: A Conversation with Mintel
SlingshotSlingshot Posted On July 10, 2019


On this edition of Slingshot’s /Explore Podcast, we talk with Mike Gallinari, Leisure & Travel Analyst at Mintel, and the author of Mintel’s new 2019 Travel Planning Report. Mike shares the latest insights on today’s key traveler segments, how they plan for leisure travel, what they look for throughout the process, and the real role social media plays. We hope you’ll join the conversation.

On the key segments of vacation planners:

We identified four key segments that we call Relishing Revisitors, Extemporaneous Empty Nesters, Foraying Families, and Generational Globetrotters. With the Empty Nesters and Globetrotters, they tend to be older and have more time on their hands. The children are grown, and they don’t have that family travel mindset.

The Globetrotters are interested in going places around the world, more independently than the other older group. This group likes planning the trips themselves, whereas the Empty Nesters want a professional to take care of everything.

The Relishing Revisitors are more inclined to revisit destinations they’ve been to before… they have less of a “see the world” attitude.

The one most marketers want to know about is the Foraying Families, because this is where those young Millennial parents fall. They still have that Millennial mindset of wanting to see the world, only now they’re trying to figure out ways to bring their kids along.

On the even split between these four groups:

You’ve got one quarter of travelers out there that want to revisit destinations, and that’s a huge opportunity. But one group that many overlook is older generations. They’ve accumulated a lot of wealth, the kids are grown, and they have a lot to spend on travel. They have the means and the ability, so it’s a mistake to overlook them. This is especially true as we see more multi-generational and “skip” travel.

On the distinct nature of repeat visitors:

The key is they want the same place, but not the same experiences. So you have to lure them with new offerings. That’s how you get them back, by presenting a new and interesting experience every time.

On the travel planning process:

It’s important to remember that for many people, planning a trip is something they enjoy. It isn’t a burden. Instead of having tools that do everything for people, it’s important to have stuff that works. A booking engine that streamlines the process, for instance.

And brands need to be present on the ground as well. One of the big things we found is that travelers are willing to change their plans if a good deal pops up when they’re on vacation.

Travelers are inclined to maximize the time they have. So being able to give them options once they’re on the trip is important.

On the evolving role of social media:

It’s not as big of a factor in inspiration and planning as many of us want it to be. Of the people we surveyed, Facebook was a factor for only about 15%, Instagram only about 11%. But that skews by generation. And it plays an important role in bragging when on vacation. We find that a lot of people have trouble disconnecting from social media, even when they say they want to.

There has also been a lot of friction between (social media) influencers and suppliers about the value of it… and even among legitimate influencers, how much are we really moving the needle? That’s a question we have to ask.

On what makes a destination sharable:

There are destinations that do the work for you, like the Leaning Tower of Pisa. Everyone wants that picture. There are also plenty of things resorts can do to put people in places where they’ll share.

One clever way to do it is just figure out what people are already doing with your resort on social media. You can’t force it. If they’re doing it a certain way, work with that. If you force it, you lose the authenticity and make it less fun.

Don’t let go of the original tenet of the hospitality industry, which is do it really well. That’s the most important thing for getting repeat travelers. It’s easy to get caught up in influencers or new technology, but don’t forget to know what the guest wants and provide it to them.

About Mintel:

Mintel is a global supplier of marketing intelligence, focusing on consumer insights, CPG brands, and marketing performance analysis. Check them out at www.mintel.com.

 


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Thought Leadership
Resorts and Influencer Marketing: The Good, the Bad, and the Annoying
SlingshotSlingshot Posted On April 17, 2019


The Internet was recently abuzz when a surfing and beach resort in The Philippines posted a message on Facebook clapping back at so-called social media influencers. Though the White Banana Beach Club had used influencers as part of its marketing mix before, a steady uptick in dubious influencers reaching out to cut deals on travel was wearing on the destination. Here’s what they posted:

White_Banana

White Banana isn’t the first travel brand to question the merits of influencers. In 2018, a hotel in Ireland publicly shamed a well known blogger who had reached out seeking free accommodations in exchange for posts. The incident went viral, leading to backlashes against both the blogger and the hotel, and ironically ended up generating publicity and social media followings for both.

So why all the tension between travel brands and influencers? The problem may simply lie in the number of people out there who call themselves influencers in the first place. A marketing manager at the five-star Dusit Thani Resort in the Maldives, for example, receives at least six inquiries a day from self proclaimed influencers on the hunt for freebies. It’s a common reality among destinations. Upon investigation, many of these “influencers” turn out to be people with no real following beyond normal social media circles.

Nevertheless, influencer marketing is for real. Consider that 88% of consumers cite having made purchases directly because of influencers according to BizJournals, and nearly 80% have purchased by clicking on a link posted by influencers themselves. Small wonder that most marketers plan to up their influencer spending in the coming years. Already a $2 billion a year industry, spending on influencer marketing is expected to hit $10 billion by 2020. And with such a visually stimulating product, travel and tourism brands can especially benefit from a well thought out influencer approach.

Let’s take a look at five big rules of thumb when thinking about adding influencers to the marketing mix.

1. Bigger does not equal better

Influencer news tends to be dominated by the big fish in the pond, like Kendall Jenner, Emily Ratajkowski and Bella Hadid, all of whom charge hefty six figure sums to post on a brand’s behalf. But there are scores of niche influencers out there with smaller, possibly more relevant audiences, and smaller price tags to match. Think a few thousand very loyal followers. For many brands, these are the influencers that can make a real difference. Instead of putting all your eggs in one big basket, cultivate a long list of micro influencers, then measure and optimize like you would with any other online channel.

Social_Influencer_Skiing               Do you know who's following your influencers?
2. Know your audience, and theirs

The beauty of focusing on micro influencers lies in the ability to gain a clear window into who your brand is reaching. A Kardashian fan base may seem swell until you consider that many are kids under fifteen. And they’re not likely to book travel anytime soon.

By going micro, however, you can match the experiences your brand offers to the passions of any given influencer’s followers. Got a golf course designed by Pete Dye or Robert Trent Jones? There are micro influencers with audiences who would eat that up. Offer unforgettable scuba trips? Look for influencers of dive enthusiasts. The list can be as varied as the experiences you provide.

3. Choose the right metrics

Beware vanity metrics, i.e. any metrics that might look good on paper but doesn’t point to anything truly tangible. An influencer with 100,000 followers might seem great, but if their posts garner relatively little active engagement, watch out.

Believe it or not, there’s an entire cottage industry that helps “influencers” pump up their online creds. Some time back, Quartz famously showed readers how to create instant Internet fame, complete with 50,000 followers, for only $68. A few smart peeks behind the curtain can reveal if that fame is real or if it’s baloney.

4. Do your homework

If someone reaches out claiming to be a well known influencer, they should indeed be, you know, well known. Google them. Check them out on Facebook and Instagram. Go back and see how long they’ve been posting, and the sort of responses their posts garner. Make sure those responses are genuine, too. A lot of basic, one-word replies might be a sign of fake audience engagement, so look for comments that are thoughtful and unique. Also, pay careful attention to the nature of the posts themselves. How good is the photography? How well thought out is the writing? How are they tagged? Then ask yourself if that style is appropriate for your own brand and audience.

You can also farm some of the legwork out to the influencers themselves. Check out this form on the website for Hurawalhi,another high-end resort in the Maldives that actively pursues advantageous influencer relationships.

Social_Influencer_Golf
The more you know about the influencer, the more you know if they're right for you.
5. It’s a tactic, not a strategy

Perhaps most important of all is to see influencer marketing for what it is: a tactic best considered as one part of a comprehensive marketing strategy. It’s important to view it in this context, and not as some short term, quick fix solution. Make no mistake– a carefully curated influencer list can reap rewards for travel brands. With the right approach, you can use influencers to generate real returns, while keeping the fakers where they belong—off your property and out of your marketing plan.


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Podcasts
Slingshot’s /Explore Podcast | Dealing with Disaster
SlingshotSlingshot Posted On March 14, 2019


A Conversation with Jeff Hentz, CEO Port Aransas and Mustang Island Tourism

From natural disasters to political turmoil, how prepared is your tourism brand to handle the unexpected? Join the Slingshot /Explore team for an insightful look behind the scenes of Port Aransas’ remarkable comeback from one of the most destructive storms to hit the Texas coast in generations.

On this episode of the /Explore Podcast, Donnie and David talk with Jeff Hentz, CEO of Port Aransas and Mustang Island Tourism, about what it takes to bring a destination back from a disaster. 

Your inventory is gone. Now what?

Jeff Hentz:

“Our lodging had gone from 4,200 rooms down to two or three hundred. The tough decision was when do we turn the marketing on, because you don’t want to spend that money when you can’t squeeze them into your lodging, and you end up filling up other destinations on your dollar.”

Making sure the timing is right

“A lot of folks who make the decision for where to go for the summer make those decisions in February or March, and we couldn’t be in the market then, because I wasn’t sure we were going to have any inventory open.”

“Once we turned on the advertising, it was like day and night, with website traffic and business flying in, and we had many days in town that were like the old times.”

Getting more out of a reduced budget

“Our budget this year is way down, because last year’s inventory never peaked above 50%, and so now last year is biting us this year, because this year’s budget is based off of last year’s revenue. Having our grant program underway is going to help us financially recoup some of these dollars.”

“If you don’t have enough inventory, you still have to keep the town busy. Day drives are not where we usually spend money, but we found a way to do it through social media, P.R., and strategic advertising without killing those dollars you really need to put into your overnight marketing. And we found the right balance. Our day drives went way up and it helped us tremendously.”

The importance of media relations in a crisis

“When we began our recovery, all I did was reach out to the media just to get the word out that we need help and you can help us. Then as we began to see that we would be able to get our first summer season in, we leveraged that media to get the word out that we’re open. You have to manage it to make sure they’re not getting the wrong message out. We had a lot of success making sure they position it in the right way.”

Back in business: how to change the narrative

Most places say ‘We’re open for business.’ We went with ‘We’re open for fun,’ and it really caught on because that’s what Port A is all about. We used that through the summer and fall. Then we started to pull it out of there, so as we launch the spring campaign, there’s going to be nothing related to (Hurricane) Harvey. I don’t think we need to keep playing that card, because it might create doubt.”

The keys to DMO disaster planning

 “You’ve got put that emergency kit together, establishing who your partners are in the community, from all your non-profits, key city players, council members, regional and state officials, and create what I call my tree. You go to the media– who do you have that’s local, regional, state, and national? Then you determine, in the event of a disaster, is it about rebuilding, or is it more of an issue about reputation? Know your players and what role they play.”

Understanding who is truly invested in the community

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“This was a wild card for me, understanding who is invested in the community, either as a business investment, or if they happen to have a second home there. I was amazed at the players were living in Port A or invested in Port A. And we found ways for them to get involved and help.”

What’s next for Port Aransas

“Boy, it’s exciting. This year it’s business as usual. Our core assets, the beach and fishing, are off the charts. We expect a great weather year… and folks are going to see a brand new Port A.”

Listen here.


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