In 2010, Iceland’s government & tourism sector, launched a joint marketing campaign called Inspired by Iceland. The initial goal was to counteract the negative impact of a large-scale volcanic eruption on visitor arrivals. Given the positive results of the campaign, it was decided to use Inspired by Iceland as an umbrella brand for tourism in Iceland.
The objectives are to create awareness of Iceland as a destination all-year round, increase tourism in all regions, provide higher yield per traveller, encourage responsible travel behaviour and maintain a high level of visitor satisfaction, as well as among Icelanders. The Inspired by Iceland campaigns such as Iceland Academy and Icelandic Pledge have driven uplift in consideration and searches for the destination. Between 2017 and 2018, they generated more than 970 articles in foreign media with an estimated media value of over £15 million and more than 25 million video views, with the hardest karaoke song in the world being one of the most popular ones. Since 2012 there has also been 133% uplift in considering off-season travel to Iceland.
Tourism has grown rapidly in recent years, with an average year- on-year growth of over 25% since 2013, peaking in 2016 with 38% growth, most of it off season. In 2017, the growth slowed down to 24% and in 2018 to 5.5%; an indicator for more sustainable growth for the future. In 2017, 65% of tourists visited during autumn, winter and spring combined, while 35% visited during summer. This is a complete reversal since 2011 when over 60% visited in the summer.
WTTC estimates that policies prioritising the sector contributed to the growth in international arrivals from 488,622 to 2.4 million between 2010 and 2018, which enabled the creation of 22,000 new jobs.
Colombia, once infamous for drugs and violence, has managed to become an “It” destination. The country has been extremely successful in changing its image over the past decade. While rebranding required clever public relations, it could not have been done without sweeping societal transformations and the implementation of enabling policies. In effect, Colombia made significant investments in infrastructure and changes to the way it did business. Colombia understood the lag between people’s perceptions of the country’s past and the new reality, as a safe, welcoming, culturally rich destination, with unique biodiversity.
To improve the safety and security of individuals, the government showcased the 2,234 internal routes that had been “reclaimed” as safe (Rutas Seguras). This nation-wide commitment to security gave first domestic and then international travellers the confidence to travel throughout the country. The increased level of security led foreign governments to downgrade the security advisories, showcasing to visitors that Colombia was safe.
On this basis, Colombia’s tourism board launched a campaign in 2008 focusing on the nation’s natural and cultural wonders, with the tag line, “el riesgo es que te quieras quedar” or “The risk is that you’ll want to stay”. In light of its 50 years of civil conflict, Colombia’s word-play on risk revealed a self-awareness, which was essential. Overall, the number of visitors to Colombia grew by 400% between 2006 and 2017, from 1 million to over 4 million to international arrivals.
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