cvb meaning in tourism

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What Is A CVB In Tourism

Published: December 12, 2023

Modified: December 28, 2023

by Tallou Hanson

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Introduction

Welcome to the fascinating world of tourism! Whether you are an avid traveler or a passionate explorer, understanding the mechanics behind the scenes is crucial to optimizing your travel experiences. One key player in the tourism industry is the Convention and Visitors Bureau (CVB). In this article, we will delve deeper into the role of a CVB and how it can enhance your travel adventures.

CVBs play a vital role in promoting and developing tourism in a specific destination. They are non-profit organizations dedicated to marketing and attracting visitors, both domestically and internationally, to their respective cities, regions, or countries. CVBs are experts in their local tourism industry and act as the primary resource for visitors seeking information, travel tips, and recommendations.

The primary goal of a CVB is to drive economic growth by increasing visitation to the destination they represent. They work closely with local businesses, hotels, attractions, and event organizers to facilitate tourism development and generate revenue for the local community. Moreover, CVBs serve as the liaison between travelers and various entities, ensuring a seamless and memorable travel experience.

By collaborating with CVBs, travelers gain access to a wealth of information and resources that can greatly enhance their trip. From insider tips on the best places to eat and explore, to detailed itineraries and event recommendations, CVBs are a treasure trove of knowledge that can help create unforgettable travel memories.

When planning your next adventure, consider reaching out to the CVB of your chosen destination. They have a vast network of industry professionals and are well-versed in the unique offerings of their location. From the moment you land, CVBs are there to welcome and guide you, ensuring that your travel experience is nothing short of exceptional.

In the following sections, we will explore the specific services provided by CVBs, the benefits of collaborating with them, factors to consider when choosing a CVB, and highlight some examples of successful CVBs around the world. So let’s dive in and unravel the exciting world of CVBs in tourism!

Definition of a CVB

A Convention and Visitors Bureau (CVB) is a destination marketing organization that promotes a specific location and works to attract visitors, both for leisure and business purposes. CVBs are typically not-for-profit entities and serve as the local tourism authority for their respective destinations.

The primary responsibility of a CVB is to market and promote a destination to potential visitors. This includes showcasing the unique attractions, events, accommodations, dining options, and other amenities that make the location worth visiting. CVBs act as the central hub for tourism-related information and resources, providing visitors with all the necessary details to plan their trip.

CVBs work closely with local businesses and industry stakeholders to develop and implement marketing strategies. They collaborate with hotels, resorts, restaurants, tour operators, and event organizers to showcase the destination’s offerings and create compelling tourism campaigns. By bringing together different entities, CVBs aim to create a comprehensive and appealing image of the destination, attracting a diverse range of visitors.

CVBs also play a crucial role in supporting and organizing conventions, conferences, and other events that bring in large groups of attendees. They help source suitable venues, coordinate logistics, and provide support services to ensure the success of these events. By attracting business travelers, CVBs contribute to the local economy and showcase the destination’s capabilities as a hub for meetings and conventions.

Furthermore, CVBs often collaborate with government organizations, local chambers of commerce, and tourism boards to align their efforts and bring about a cohesive approach to destination marketing. The ultimate goal of a CVB is to drive economic growth by bringing in more visitors and increasing visitor spending, which benefits the local businesses and community.

In summary, a CVB is a destination marketing organization that promotes a specific location and works to attract visitors through strategic marketing initiatives, event planning, and collaborative partnerships. They serve as the go-to resource for all tourism-related information and play a critical role in driving tourism and economic development for their respective destinations.

Role of a CVB in Tourism

A Convention and Visitors Bureau (CVB) plays a vital role in the tourism industry by serving as the primary organization responsible for promoting a destination and attracting visitors. The role of a CVB extends beyond just marketing; they act as advocates for the destination and work towards its overall tourism development and success.

One of the key roles of a CVB is destination marketing. They actively promote the destination through various channels, including digital marketing, advertising campaigns, social media presence, and participation in travel trade shows and events. By showcasing the unique attractions, cultural heritage, natural beauty, and amenities of the destination, CVBs aim to attract both domestic and international visitors.

CVBs serve as the primary source of information for visitors. They provide comprehensive and up-to-date information on accommodations, dining options, transportation, attractions, events, and more. From travel itineraries to local maps, CVBs ensure that visitors have all the information they need to plan their trip and make the most of their stay.

In addition to marketing and information, CVBs also play a crucial role in event planning and support. They actively seek out and attract conventions, conferences, sporting events, and other large-scale gatherings to the destination. CVBs assist in coordinating event logistics, providing venue options, arranging accommodations, and offering support services to ensure a successful and memorable event experience.

CVBs foster collaboration and partnership within the local tourism industry. They work closely with hotels, restaurants, attractions, tour operators, and other businesses to create a strong and cohesive tourism product. By bringing all stakeholders together, CVBs can develop comprehensive packages and itineraries that highlight the destination’s offerings and provide visitors with a seamless and enjoyable experience.

Moreover, CVBs play a crucial role in advocating for the destination and engaging in public relations activities. They work with government entities, community organizations, and media outlets to create a positive image and generate awareness about the destination. CVBs act as representatives and champions for their respective locations, promoting the destination’s unique features to a global audience.

In summary, the role of a CVB in tourism is multi-faceted. They are responsible for destination marketing, providing visitor information, facilitating event planning, fostering collaboration within the tourism industry, and advocating for the destination. By fulfilling these roles, CVBs contribute to the overall growth and success of the tourism sector, bringing economic benefits to the local community and enhancing the visitor experience.

Services Provided by CVBs

Convention and Visitors Bureaus (CVBs) offer a wide range of services to both visitors and tourism industry professionals. These services are designed to enhance the visitor experience, foster collaboration within the industry, and drive tourism growth. Let’s take a closer look at some of the key services provided by CVBs:

• Visitor Information: One of the primary services offered by CVBs is providing comprehensive visitor information. They offer travel guides, brochures, maps, and other resources to help visitors navigate the destination. CVBs often have visitor centers or information booths where travelers can get personalized recommendations and assistance.
• Event Planning Assistance: CVBs specialize in assisting in the planning and execution of events, conferences, meetings, and conventions. They provide valuable support, including sourcing venues, arranging accommodations, coordinating transportation, and recommending local service providers. CVBs leverage their local knowledge and industry connections to ensure a successful event experience.
• Tourism Marketing: CVBs excel in destination marketing. They create and implement marketing strategies to promote the destination to potential visitors. This includes digital marketing campaigns, advertising, social media presence, and participation in trade shows and travel events. CVBs play a pivotal role in showcasing the destination’s unique attractions, activities, and amenities.
• Industry Collaboration: CVBs foster collaboration among local businesses and tourism industry professionals. They facilitate networking opportunities, encourage partnerships, and organize industry events and workshops. By bringing stakeholders together, CVBs create a cohesive and unified approach to tourism development, promoting the destination as a comprehensive and attractive package.
• Research and Insights: CVBs gather and analyze data related to tourism trends, visitor profiles, and market research. They provide valuable insights and reports that help businesses and organizations make informed decisions. CVBs stay up-to-date with industry trends and changes, allowing them to adapt their marketing strategies and offerings accordingly.
• Visitor Services: CVBs offer a range of visitor services to enhance the overall experience. This can include assistance with booking accommodations, recommendations for dining and entertainment options, arranging guided tours, and providing transportation information. CVBs aim to ensure that visitors have a seamless and enjoyable stay in the destination.

These services provided by CVBs contribute to the overall success of the destination’s tourism industry. They help visitors navigate the destination, provide valuable support to event planners, market the destination effectively, foster collaboration within the industry, and offer insights and assistance to the tourism community.

By utilizing the services provided by CVBs, visitors can make the most of their trips, businesses can benefit from enhanced marketing and collaboration opportunities, and the destination as a whole can thrive in the competitive tourism market.

Benefits of Collaborating with a CVB

Collaborating with a Convention and Visitors Bureau (CVB) can bring numerous benefits for businesses, event planners, and even individual travelers. Whether you are launching a new tourism initiative, organizing an event, or simply seeking travel recommendations, partnering with a CVB can enhance your experience in several ways. Here are some key benefits of collaborating with a CVB:

• Local Expertise: CVBs have an in-depth knowledge of their destination, including its attractions, amenities, and unique offerings. By collaborating with a CVB, you gain access to this local expertise, ensuring that you make informed decisions and recommendations for your visitors or event attendees.
• Marketing Support: CVBs are experts in destination marketing. When you collaborate with a CVB, you can leverage their marketing capabilities to promote your business or event. CVBs have access to various marketing channels, including digital platforms, social media, and visitor guides, allowing you to reach a wider audience and increase your visibility.
• Networking Opportunities: CVBs serve as a bridge between businesses, organizations, and tourism industry professionals in a destination. By collaborating with a CVB, you can tap into their extensive network, facilitating connections and partnerships with other entities. This can lead to new business opportunities, collaboration on marketing initiatives, and access to valuable resources.
• Event Support: If you are planning an event, collaborating with a CVB can provide invaluable support. CVBs have the knowledge and experience to help you choose the right venue, source local suppliers, arrange accommodations, and coordinate transportation. Their assistance can streamline the planning process and ensure a successful event experience.
• Visitor Referrals: CVBs are often the go-to resource for visitor information. When you collaborate with a CVB, you become part of their referral network. Visitors seeking recommendations for accommodations, dining, activities, and more are likely to turn to the CVB for guidance. By partnering with a CVB, you increase your chances of attracting visitors to your business.
• Access to Research and Insights: CVBs gather and analyze tourism-related data, providing valuable insights and reports. By collaborating with a CVB, you gain access to this research, allowing you to better understand your target market and make informed decisions. This information can help you tailor your offerings and marketing strategies to meet visitor demands.

Collaborating with a CVB can be mutually beneficial, as it allows you to tap into their expertise, marketing reach, and industry connections while supporting the destination’s overall tourism development. Whether you are a business owner, event planner, or visitor, partnering with a CVB can provide valuable resources, support, and opportunities to make the most of your experience.

Factors to Consider When Choosing a CVB

When selecting a Convention and Visitors Bureau (CVB) to collaborate with for your tourism-related needs, it’s important to consider several factors to ensure a successful partnership. Here are some key factors to consider when choosing a CVB:

• Destination Expertise: Look for a CVB that has extensive knowledge and expertise about the destination you are interested in. They should have a deep understanding of the local attractions, events, accommodations, and other amenities. A CVB with strong destination expertise can provide valuable insights and recommendations to enhance your experience.
• Marketing Reach: Assess the CVB’s marketing capabilities and reach. Look for a CVB that has a strong online presence, engages actively on social media, and utilizes various marketing channels. This ensures that your business or event receives maximum exposure to potential visitors.
• Network and Collaborative Approach: Consider the CVB’s network and their approach to collaboration. A CVB with strong industry connections and a collaborative mindset can help facilitate partnerships and networking opportunities that benefit your business or event. Look for a CVB that actively fosters collaboration within the local tourism industry.
• Event Planning Support: If you are planning an event, inquire about the CVB’s event planning support services. They should be able to provide assistance in venue selection, logistics coordination, accommodation arrangements, and local supplier recommendations. A CVB with experience in event planning can ensure a smooth and successful event.
• Visitor Services: Consider the range of visitor services provided by the CVB. They should offer comprehensive visitor information, including maps, guides, and travel tips. Look for a CVB that provides personalized assistance and recommendations to visitors, ensuring a memorable and enjoyable stay in the destination.
• Collaboration on Marketing Initiatives: Assess the CVB’s willingness to collaborate on marketing initiatives related to your business or event. Look for a CVB that is open to working together on promotional campaigns, joint marketing efforts, and cross-promotion. This can expand your reach and exposure to a wider audience.
• Support for Sustainable Tourism: Consider the CVB’s commitment to sustainable tourism practices. Look for a CVB that promotes sustainable and responsible travel, takes part in eco-friendly initiatives, and supports local community development. Partnering with a CVB that aligns with your ethical values can enhance your reputation and attract like-minded visitors.

By carefully considering these factors when choosing a CVB, you can ensure a fruitful and beneficial partnership that aligns with your goals and enhances your tourism-related endeavors.

Examples of Successful CVBs

Convention and Visitors Bureaus (CVBs) play a crucial role in destination marketing and tourism development across the globe. Let’s take a look at a few examples of successful CVBs that have made a significant impact in promoting their destinations:

• VisitScotland: VisitScotland is the national tourism organization for Scotland. They have successfully positioned Scotland as a top tourism destination by showcasing its breathtaking landscapes, rich history, vibrant cities, and diverse cultural experiences. VisitScotland has implemented innovative marketing campaigns, launched interactive platforms, and collaborated with local businesses, resulting in an increase in visitor numbers and economic impact for the country.
• Amsterdam Marketing: Amsterdam Marketing is the CVB for the city of Amsterdam, Netherlands. They have played a significant role in promoting Amsterdam as a vibrant and diverse destination beyond its well-known attractions such as the Anne Frank House and Van Gogh Museum. Amsterdam Marketing has focused on sustainable tourism initiatives, local community engagement, and digital marketing strategies to attract a wide range of visitors and ensure a positive visitor experience.
• CityPASS: CityPASS is a unique CVB that operates in several major cities across the United States, including New York City, San Francisco, and Chicago. CityPASS offers discounted ticket booklets that provide access to the top attractions in each city, making it a convenient and cost-effective option for visitors. Their collaborative approach with local attractions and tourism partners has resulted in increased visitation, enhanced visitor satisfaction, and sustained tourism growth in these cities.
• Hong Kong Tourism Board: The Hong Kong Tourism Board (HKTB) has played a crucial role in positioning Hong Kong as a leading global tourism and business destination. They have implemented strategic marketing campaigns, hosted major events and festivals, initiated partnerships with airlines and travel trade, and focused on promoting Hong Kong as a gateway to Asia. HKTB’s efforts have resulted in a steady influx of visitors, increased business opportunities, and a thriving tourism industry in Hong Kong.
• Tourism Australia: Tourism Australia is the national tourism organization responsible for promoting Australia as a tourism destination. They have successfully marketed Australia’s stunning landscapes, unique wildlife, vibrant cities, and indigenous culture through captivating campaigns and collaborations with global travel influencers. Tourism Australia’s efforts have resulted in increased international visitation, diversified tourism experiences, and economic growth for the country.

These examples highlight the important role that CVBs play in destination marketing and tourism development. Through strategic marketing initiatives, collaboration with local businesses, innovative campaigns, and a focus on visitor experience, these CVBs have successfully positioned their destinations and helped drive tourism growth and economic benefits.

In conclusion, Convention and Visitors Bureaus (CVBs) are invaluable entities in the tourism industry. Their role in promoting destinations, providing visitor information, facilitating event planning, fostering industry collaboration, and driving economic growth cannot be overstated.

By collaborating with a CVB, travelers gain access to a wealth of resources, including insider tips, itineraries, and recommendations, to enhance their travel experiences. Business owners and event planners benefit from the marketing reach, industry partnerships, and logistical support provided by CVBs, which help attract visitors and ensure successful events.

When choosing a CVB to collaborate with, factors such as destination expertise, marketing capabilities, network, event planning support, visitor services, collaborative approach, and commitment to sustainable tourism should be considered. Selecting the right CVB can make a significant difference in the success of your tourism-related endeavors.

Examples of successful CVBs, such as VisitScotland, Amsterdam Marketing, CityPASS, Hong Kong Tourism Board, and Tourism Australia, demonstrate the impact that strategic marketing, industry collaboration, and visitor-focused initiatives can have on destination promotion and tourism development.

In today’s competitive tourism landscape, CVBs play a critical role in showcasing the unique attractions, experiences, and cultural heritage of a destination. They act as trusted resources for travelers, industry professionals, and the local community, contributing to the growth and sustainability of the tourism sector.

Whether you are planning your next trip, organizing an event, or seeking support for your tourism-related business, consider the benefits of collaborating with a CVB. Their expertise, resources, and network can help you navigate the dynamic tourism landscape and create exceptional experiences for visitors.

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The Differences Between a CVB, DMO and DMC

By Beth Buehler

The world seems filled with acronyms, those pesky-yet-handy abbreviations formed from the initial letters of a group of words. Sometimes an acronym like NASA become more commonly used than the full name: National Aeronautics and Space Administration. The meetings and events industry, like many industries, has plenty so here is a brief insight into deciphering some of the alphabet soup combinations so you can communicate like a pro and know how Colorado CVB’s, DMO’s and DMC’s can help.

What is a CVB? A convention and visitor bureau (CVB) is a local tourism marketing organization that specializes in developing convention, meeting and group business as well as leisure travel to a city, county or region. The Colorado Springs Convention & Visitors Bureau, Boulder Convention and Visitors Bureau, and VISIT DENVER, The Convention & Visitors Bureau are a few examples of CVBs in Colorado.

VISIT DENVER, for example, describes itself a private, nonprofit trade association that is responsible for marketing metro Denver as a convention and leisure destination. The Bureau is contracted by the City & County of Denver to act as the official marketing agency for Denver, governed by a board of directors and employs a staff of more than 60 professionals, including several employees who specialize in convention sales and service and assist other groups as well. As is true for most, the CVB is funded through a voter-approved lodging tax, membership dues and fundraising efforts.

Courtesy VISIT DENVER, The Convention & Visitors Bureau.

What is a DMO? A destination marketing organization (DMO) often is the local CVB, but not every DMO is a CVB. Why the difference? Some destinations don’t have extensive meeting and event facilities or it isn’t a big focus for the local tourism office, even if a decent amount of space is available. In several smaller mountain towns, much of the function space is mainly at the ski resort, so that entity handles most of the convention and conference sales.

Chambers of Commerce in some towns are the DMO, with examples being the Aspen Chamber Resort Association and Visit Greeley (also the Greeley Chamber of Commerce). In Vail, the organization is Vail Valley Partnership, which focuses on destination sales and marketing, Chamber activities and economic growth and advocacy.

Courtesy Aspen Chamber Resort Association.

Courtesy Greeley Chamber of Commerce/Visit Greeley.

How do CVBs and DMOS help? Both offer many services for free to meeting and event planners and should be among the first points of contact in a destination, as they can offer a helpful overview of their geographic area, insights and an extensive network of local contacts and partners. Staff can help planners save a ton of legwork by directing them to properties, venues, restaurants, outfitters and destination management companies that work with groups. Some also have a request for proposal (RFP, yes another acronym!) process that planners can use to avoid all the time necessary in contacting individual entities.

What is a DMC? A destination marketing company (DMC) is totally different than a CVB or DMO. DMCs are businesses that specialize in meetings and events, work in particular destinations and charge for services. The Association of Destination Management Executives International defines a DMC as “a professional services company possessing extensive local knowledge, expertise and resources and specializing in the design and implementation of events, activities, tours, transportation and program logistics.” I also like ADMEI’s description of DMCs as “architects and general contractors for meeting professionals.”

Courtesy AXS Group.

Courtesy Destination Services Corporation (DSC).

What is Destination Colorado? Now you are probably asking, how does Destination Colorado (there is no acronym!) fit in? Destination Colorado is a nonprofit organization designed to provide Colorado resources and information for meeting and event planners. Among Destination Colorado’s more than 120 members (including several CVBs, DMOs and DMCs) and within the organization’s website, planners can find solutions to every requirement and planning challenge. So essentially, Destination Colorado is Colorado’s CVB!

Don’t get too bogged down in the acronym jungle. Use this brief overview to understand some of the key ABCs of the meeting and event industry in Colorado and beyond.

Beth Buehler is editor of Colorado Meetings + Events and Mountain Meetings magazines, has planned numerous meetings and events and enjoys exploring Colorado in all seasons.

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CVB/DMO/DMC: What’s the Difference?

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Section 1: Minnesota Lodging Tax

• Statute 469.190
• Lodging Tax History
• Summary of Attorney General's Opinions

Section 2: Organization Structure / Models

• CVB/DMO/DMC: What's the Difference?
• Organization Structures
• 4 Major Benefits of Working with a CVB
• DMO Organization Structure
• What does an Ideal DMO look like?
• Sample By-Laws

Section 3: MACVB Resources

• Tourism & Economic Impact Template
• Frequently Asked Questions
• Value Proposition for Meeting Planners
• Value Proposition for Community
• Hospitality and tourism facts (image 1)
• Hospitality and tourism facts (image 2)

Section 4: Public Policy

• MACVB Process for Taking a Position or Action
• Legislative Priorities/Position
• Sample City Ordinances
• Letter to City Council
• Public Policy/TID letter of support template

Section 5: Quick Links

Section 6: best practices / marketing, section 7: covid-19 resources.

• MN Critical Business List 3/26/2020
• FAQ for Executive Order 20-04 issued 3/16/2020
• Destination Organization Recovery Plan Outline
• Explore Minnesota's Week 2 Survey Results
• Explore Alexandria Tourism Lodging Support Document

(This is the 2nd Edition of this article, August, 2016)

It has long been said, the meetings and hospitality industry is an acronym soup on steroids! Industry jargon plagues us. Many of our associations and even corporations bear their initials first. Our professional organizations follow suit: PCMA, ASAE, IAEE, MPI, and CIC, just to name a few. In fact, we as an industry are so steeped in the use of acronyms that the Convention Industry Council (CIC) even  provides a glossary , developed by the meetings, conventions and exhibitions industry through the Accepted Practices Exchange, of more than 1,400 terms, acronyms and abbreviations.

So, while those in the know might know just where to look to find the right resources and trusted partners, what if you are new to the industry or simply confused by all the alphabetical offerings.

And here is irony personified, even the organizations who are here to help you FIND just what you’re looking for in any destination add to the confusion. If you want to work with a destination expert to find the perfect fit for your next meeting do you contact a CVB, DMO or DMC?

In order to demystify the acronyms, the following brief primer explains the unique role and structure of convention and visitors bureaus (CVBs), destination marketing organizations (DMOs) and destination management companies (DMCs). You’ll never have to vaguely mutter initials under your breath again!

Convention & Visitors Bureaus (CVBs)

CVB experts have been helping meeting planners, business travelers and leisure tourists find the perfect location and fit for more than 100 years. They are the quintessential source of information about hotels, facilities, attractions, restaurants and activities, and should always be the first contact when planning your event. All CVBs are not-for-profit organizations primarily funded by their local governments, usually through a portion of hotel occupancy taxes. Their mission is to promote the long-term development and marketing of a destination, focusing on convention sales, tourism marketing, and services. As the tourism marketing arm of the destination, the CVB is responsible for creating public awareness about their destination and, ultimately, booking the meeting and event business that feeds the economic engine of the region. And, because their services are funded by local stakeholders, they are  free  to the planner.

Why would the local community invest its dollars in the CVB? Because travel and tourism enhances the quality of life in their destination by providing jobs, bringing in tax dollars for improvement of services and infrastructure, and attracting facilities like restaurants, shops, festivals, and cultural and sporting venues that cater to both visitors and locals. Travel and tourism is one of the world’s largest service exports and largest employers. In the United States, for example, travel and tourism is the third biggest retail sales sector, contributing more than $599.2 billion annually to the nation’s economy and generating $99.4 billion in tax revenues (2004 figures from the Travel Industry Association). Indeed, travel and tourism is an economic engine and CVBs are the key drivers.

To quantify the impact of the sales and marketing efforts of the CVB to its community, Destination Marketing Association International (DMAI) commissioned a study by Tourism Economics, an Oxford Economics Company, entitled  Measuring the Impact of the DMO Group Sales Channel.  The findings for the 2014 calendar year show   22.5 % of all group room night demand in the U.S. comes through CVB sales channels. The DMO share has increased 2%,   with 41.5 million group room nights booked for future events.

Thousands of savvy meeting planners make the CVB their first point of contact. You can too by visiting  empowerMINT.com  for information about more than 135 top meeting destinations.

Destination Marketing Organizations (DMOs)

Essentially, the terms CVB and DMO are interchangeable. Referred to as CVBs for many decades, destination marketing organizations began identifying themselves as DMOs in an effort to convey a less bureaucratic connotation to the traveling public.  Similarly, many CVBs, such as  VisitPittsburgh ,  Meet Minneapolis  and  San Francisco Travel , have replaced the traditional “Convention & Visitors Bureau” portion of their name with a more descriptive, action-oriented name.  Like many other re-named CVBs, “Experience Columbus” now identifies with the more contemporary DMO designation, but is still happy to acknowledge that it is the region’s convention and visitors bureau.

In 2005, the International Association of Convention & Visitor Bureaus  (IACVB) changed its name to Destination Marketing Association International (DMAI), partly in recognition of its international members which are often structured and named differently than their US counterparts. DMAI’s website, e-information, and printed materials consistently refer to DMOs.

Every CVB is a DMO, but, technically, not every DMO is a convention  and  visitors bureau: some destinations have no meeting facilities and consequently market to leisure travelers only; some focus solely on meeting and convention business and leave transient tourism marketing to other entities.

Changing a brand takes time and most meeting professionals automatically refer to “CVBs,” so we anticipate continued use of “CVB” into the future. The important point is no matter what you call them, CVB/DMOs are uniquely qualified to be the  best first point of contact  for any meeting or event because of their comprehensive view of the destination, local expertise, extensive in-market relationships, and  complimentary  services.

Destination Management Companies (DMCs)

DMCs provide their services to the customer  for a fee.   According to ADME , the  Association of Destination Management Executives , a DMC is a  “professional services company possessing extensive local knowledge, expertise and resources, specializing in the design and implementation of events, activities, tours, transportation and program logistics.”

You may choose to engage the services of a DMC after you have confirmed the hotel and facilities in a specific destination to “manage” the destination for you. Planners may have a multi-year contract with a large destination management company to organize events and provide transportation regardless of the chosen destination, similar to how they contract with audio-visual providers and decorators.

DMCs are often valuable members and/or supporters of the local convention and visitors bureau.

As seasoned meeting professionals know, the success of any one program is contingent upon many successful collaborations and partnerships. A unique perspective comes into play from  Annette Gregg, CMM, MBA,  Vice President of AlliedPRA Corporate West, who also severed in a CVB management role for a number of years and understands the valuable connection between a DMC and a CVB.

“A DMC can play an important role in the relationship between the two destination arms when attracting and securing potential business leads for the market. First, DMCs provide CVBs with the latest, detailed information about destination products and assets. This can help a CVB frame the destination to a client, and create the best possible site inspection or familiarization (FAM) trip experience. AlliedPRA partners with CVBs on sales missions and tradeshow presence to provide valuable tools and information about the destination experience. Likewise DMCs rely on CVBs to drive business to the overall destination, so an organization will choose a particular location over another. The relationship also helps keep the destination top of mind in marketing efforts by both sides, often times as a collaborative effort for a dual win-win.”

While there are numerous reasons, the benefits of using a well-established DMC allows meeting planners to partner with a team of creative people who can offer firsthand destination knowledge, as well as local buying power.   A reputable DMC vets its local program suppliers for ease of mind in regards to risk management, saving planners time spent researching, negotiating and qualifying suppliers on their own.  They also provide added value through local connections and key suppliers relationship and can be a meeting planners’ best resource for creating an unforgettable destination experience. Getting the assistance of a local, knowledgeable resource significantly reduces risk and allows event planners to focus on more strategic aspects of their meetings.

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What is a CVB?

What is a cvb (convention and visitor bureau).

*Provided by the Ohio Association of Convention & Visitors Bureaus (OACVB)

A convention and visitor bureau is a "destination marketing" organization. Both in Ohio, and nationally, most convention and visitor bureaus are not-for-profit organizations that work independently under the auspices of a board of trustees. The fundamental mission of a convention and visitor bureau is the promotion of visitor and business travel, which generates overnight lodging for a destination. Convention and visitor bureaus are the most important tourism marketing organizations in the State of Ohio. They are directly responsible for travel and tourism "product awareness" to visitors. Billions of direct and indirect revenue, and taxes are generated into the state and local economy due to the prevailing marketing expertise of Ohio's convention and visitor bureaus. 

How is a Convention and Visitor Bureau Funded?

The primary funding source is usually derived from a tax (transient lodging tax) that a hotel guest pays on lodging in the community of the convention and visitor bureau. In some communities, the convention and visitor bureau also offers a membership program to enhance its revenue. Because bureau funding is directly linked to how many hotel rooms there are in a community, budget sizes vary greatly. The underlying mission, however remains the same -destination marketing.

How Does a Convention and Visitor Bureau Work?

A convention and visitor bureau's marketing initiatives typically are achieved through some or all of the following: trade association marketplaces, advertising, distribution of promotional and collateral material, direct sales, hosting familiarization tours and other hospitality functions. The target decision maker of the marketing initiative is not typically a resident in the community. Most often, if the visitor is going to spend the night in a hotel, they are from at least 100 miles away. Therefore, the marketing activity usually takes place or is directed outside the convention and visitor bureau's community.

Tourism Counts For Hamilton County

The Cincinnati USA Convention & Visitors Bureau is the region’s destination marketing and management organization. The CVB encourages travel to the region through convention sales and marketing, leisure travel marketing and… Read More

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Convention and Visitors Bureau (CVB)

An organisation defined and recognised by its status as an incorporated, non-profit agency or local government entity, which promotes economic development of the community through travel and tourism. CVBs assist planners by providing information on local resources and services, site selection, and other pre-conference and post-convention services.

RELATED TERMS: DESTINATION MARKETING ORGANISATION .

CONVENTION & VISITORS BUREAU

Tourism 101: What is a CVB?

What is a convention and visitors bureau (cvb) in this blog, grace caswell, executive director of the noble county convention and visitors bureau, explores the many benefits of destination management organizations..

April through November is Visit Noble County's "business time" of the year, as the area welcomes over 75% of all visitors during this period. As we await the arrival of another summer season, it's a great time to pause and share some insights about the tourism industry and what kinds of services a convention and visitors bureau (CVB) or destination management organization (DMO) has to offer residents, visitors, and tour partners.

Tri State Indiana Bluegrass Festival, Sylvan Cellars Event Center, Hemmingway Wetlands and Gazebo at Gene Stratton Porter State Historic Site, Tiger at Black Pine Animal Sanctuary, Baker Hall Wedding Venue at the Mid America Windmill Museum, Front door of Kimmel House Inn Bed and Breakfast

Visit Noble County is Noble County, Indiana's official CVB, established under statutes. Many counties and cities in Indiana have CVBs. These organizations may also be referred to as destination management organizations, or DMOs. Sometimes, DMOs are not CVBs, but it's safe to assume any CVB is a DMO.

No matter what you call us, our primary responsibility is to promote a town, city, state, or region in an effort to increase the number of travelers, overnight stays, and to spur commerce.

While we are great at promotions and marketing, most CVBs and DMOs do significantly more than that. Think of us as a marketing, management, and relationship department for a geographic region, an extra tool in a destination's leadership toolbelt.

My job, as a director, is to develop and execute strategies that raise awareness about all of the beautiful things Noble County has to offer, like our 117 lakes. To do this, I create and publish articles, blogs, videos, guides, and social media content. I aim to help travelers and local tourism partners (those who make our region truly a "destination") connect to create a rejuvenating vacation experience.

You may already know that we create beautiful guides and flyers, engaging websites, and informative and timely blog posts. Sometimes, we also invite travel writers from other areas to tour our region in hopes our destination will be highlighted and promoted to their readers. We are active on all forms of social media, too. But wait, there's more!

A CVB is another lane for economic development

CVBs and DMOs are the home of the "visitor economy." Our clients are the residents and partners that reside within our destination. We partner with visitors to our destination as investors in our community. We drive economic development by flipping the script, by driving in a separate lane towards the same goal as our local economic development organization (LEDO), which focuses on other contributors and partners that help create a thriving local economy.

Our motto is Visit, Play, Live, Work. The perceptions of visitors drive enhancements to quality of life and quality of place in our community. Sometimes, when we're most successful, visitors later become permanent residents!

We promote and support local events and festivals

We are partnership-driven. We have tour partners who can help support and expand almost any local event to be bigger, better, and more impactful. We work to tackle challenges and help find solutions to meet community needs for transportation, entertainment, food, and more to help ensure a successful, sustainable outcome.

We provide information about local offers found nowhere else

At any given time, we may be able to offer rebates, discounts, and VIP tour options that are not available anywhere else, enhancing - and possibly extending - a traveler's stay. We are well-versed in our region’s “hidden gems,” too. When on a family trip or scoping out a possible vacation destination, we encourage you to ask the local CVB or DMO at your chosen destination how to find the best offers available there.

We market small and large meeting spaces

With the word “convention” in our name, you might guess we also market local venues for group meet-ups. Small meetings represent 70% of all meetings (those with less than 50 attendees) in the U.S. and more than $10 billion annually in spending. We strive (and compete) for planners to choose Noble County to host their next event!

Noble County has a variety of small meeting venues to offer, and we are here to help you find them! Like The Reception Room inside the Community Learning Center, Baker Hall at the Mid America Windmill Museum, and The Madison Rose inside Black Creek Ridge Flower Farm.

We ❤️ to help go above and beyond to fulfill special requests

CVB Board Members and Staff celebrating our graduates at the Engage Noble Leadership Academy graduation.

Suppose a visiting group wishes to collect food for a local pantry, spend a half-day volunteering on a local service project, or contribute to a local non-profit cause. We are here to help make that extraordinary experience a reality!

Maybe, while visiting, you want to learn more about wine, beer, and food pairings, or kayak down a river, across a lake, or through a chain of nine lakes. These experiences are great for a team bonding or training day. Whatever your wish, we will work with you to make it happen.

We can provide helping hands and other support services

Visit Noble County Staff volunteering to work informational booths and help set up NoblePalooza 2024, and Grace Caswell, Executive Director of the Noble County Convention & Visitors Bureau, along with the ITA Academy graduating class of 2024

Visit Noble County's staff goes above and beyond in our role as your destination concierge. We are ready to assist visitors, as well as local partners, to enrich experiences across Noble County and the greater region!

If you are a local tourism partner in need of additional "boots on the ground" at an upcoming event registration table, or to stuff visitor goodie bags, to judge a parade or food recipe, make commemorative tee shirts, or serve as tour guides to VIP guests and guest speakers, call us! Our team can help to provide or rally the support you need.

We are community leaders and partners

CVBs and DMOs are typically great connectors within a community. We partner with our neighbors in the greater region and state to multiply and enhance efforts that support local, regional, and statewide economic development and vitality.

We are in the trenches alongside other leaders in tourism, arts and culture, festival planning, talent recruitment, recreation, main streets, towns, cities, and economic development. We do our best and learn the most while being a part of an extensive network of leaders who join us in our desire to drive tourism and improve the quality of life.

"CVBs are destination marketing and managing departments for our counties and communities. We are intentional stewards of our communities' greatest assets and resources." - Grace Caswell

My job, and the job of Visit Noble County, is to propel awareness of Noble County and Northeast Indiana as a destination - one to visit and one to in which to live.

I encourage you, if a tourism partner in Noble County, to get in touch and remain current on free and low-cost advertising opportunities, upcoming events, learning opportunities, and other news. Consider applying for a Visit Noble County Tourism Grant today to help boost tourism at your location and our destination!

I am excited to be here and look forward to serving you!

Grace Caswell Executive Director Visit Noble County

• Tourism Industry
• Current Happenings
• Traveler Tips

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Tourism grows in Noble County

CB vs CVB – what is the difference between the tasks and roles of European and North American convention bureaux?

International Journal of Tourism Cities

ISSN : 2056-5607

Article publication date: 7 June 2021

Issue publication date: 15 October 2021

The purpose of this paper is to analyse the divergence between the tasks and roles of convention bureaux (CB) in North America and Europe.

Design/methodology/approach

A survey among 55 CB’ managers was conducted. A total of 75% of respondents represented institutions operating in European cities, 25% – in North American ones. This research mainly focused on managers’ opinions about the importance of tasks and roles performed by CB and the degree to which the institutions manage to fulfil them. Therefore, importance-performance analysis was used in the study.

CB in North America and Europe broadly differ as to the characteristics of both groups of institutions. They include their time of operation, number of employees, annual budget and types of events that CB try to attract to the cities that they represent. There are no such differences when it comes to the importance and performance of institutions’ tasks and roles. The way in which managers evaluate them is quite similar because the respondents pay the closest attention to the roles of a marketer and an agent of a city played by a convention bureau. Differences lie in the meaning assigned by managers to the particular tasks of surveyed institutions.

Originality/value

The survey was carried out on a relatively small sample dominated by European institutions. However, the study attempts at investigating the roles and tasks of CB, with only few previous studies on this topic, including the ones comparing CB’ activity in different countries or on different continents. Moreover, proposed recommendations might be useful for a large group of managers and do not have to be limited only to institutions from Europe and North America.

• Convention bureau
• Meetings industry
• North America

Latuszek, N. (2021), "CB vs CVB – what is the difference between the tasks and roles of European and North American convention bureaux?", International Journal of Tourism Cities , Vol. 7 No. 3, pp. 622-639. https://doi.org/10.1108/IJTC-11-2019-0206

Emerald Publishing Limited

Copyright © 2021, Natalia Latuszek.

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

Business tourism is an important topic in scientific literature; however, not enough attention is paid to convention bureaux (CB). The Scopus database has almost 40 scientific papers on CB [ 1 ]. Most of them deal with a particular activity of these institutions like online marketing, especially the performance of CB’ websites ( Cobos et al. , 2009 ; Davidson and Keup, 2014 ; Feng et al. , 2004 ; Ha and Love, 2005 ; Harrill and Stringam, 2008 ; Stepchenkova et al. , 2010 ; Xiang et al. , 2010 ) or overall use of information technologies ( Yuan et al. , 2006 ). Other research areas include relationships with stakeholders ( Ford, 2011 ; Ford et al. , 2011 ; Lee et al. , 2015 ), with meeting planners ( Weber, 2001 ) or the types of research conducted by such institutions ( Masberg, 2000 ). However, there are only few papers considering CB activity in a more complex way ( Getz et al. , 1998 ; Morrison et al. , 1998 ; Wang and Fesenmaier, 2007 ) and even fewer studies compare CB’s operation in different countries or regions ( Palmer and Bejou, 1995 ). Although there are relatively not many investigations referring to CB, their analysis proves that it is hard to have a homogeneous point of view on these institutions.

The research presented in this paper is focused on CB in North America and Europe because of their divergent genesis and development ( Crouch and Weber, 2002 ; Ford and Peeper, 2008 ; Gartrell, 1988 ; Ogonowska, 2017 ; Rogers, 2013 ; Spiller, 2002 ). Therefore, the organisations on these two continents may play other roles in cities and local meetings industries. The roles of CB are discussed in scientific literature ( Getz et al. , 1998 ; Morrison et al. , 1998 ; Wang, 2008 ), but the investigations are focused mainly on entities in North America. Moreover, it has not been stated yet which CB’s functions and tasks are the most important. These issues were taken into consideration and a survey was carried out to answer the question, “What are the differences between the roles of CB in North America and Europe?”

2. Literature review

2.1 definitions and roles of convention bureaux.

First, the nature of CB should be defined because there is no complex and universal/general explanation of its role in the meetings industry and in cities. Even the former vice president of Destinations International [ 2 ] claims that “A lot of consumers use CVBs, but don’t have any clue what they do” ( Slaton, 2013 ). Therefore, several definitions are collected in Table 1 to illustrate subtle differences between them. According to these definitions, CB can be seen as, for example, forms of tourism alliance ( Palmer and Bejou, 1995 ), umbrella organisations ( Masberg, 1998 ), information providers ( Beaver, 2005 ) or brokers ( Park and Kim, 2017 ; Yuan et al. , 2006 ), destination developers and liaison between visitors and meeting planners and the host destination ( Ha and Love, 2005 ) or a destination representative ( Ha and Love, 2005 ; Maier and Johanson, 2013 ; Rogers, 2013 ). A misunderstanding can also arise because CB are often identified with destination marketing or management organisations, known as DMOs ( Cobos et al. , 2009 ; DMAI’ s empowerMINT.com, 2016 ; Fall, 2004 ; Feng et al. , 2004 ; Getz et al. , 1998 ; Wang and Russo, 2007 ; Xiang et al. , 2010 ). Such an approach may be reasonable, because destination marketing or promotion lies at the heart of many definitions of CB ( Ford and Peeper, 2008 ; Golden-Romero, 2007 ; Maier and Johanson, 2013 ; Marques and Santos, 2017 ; Palmer and Bejou, 1995 ; Rogers, 2013 ; Swarbrooke and Horner, 2001 ).

In contrast, in the UNWTO’ s (2010) report these two types of institutions are differentiated. Here a convention bureau is defined as “a specific form of destination governance at local or regional level” and as an “entity responsible for promoting and organizing conferences, exhibitions, conventions, incentives and various events at the destination”, whereas DMOs are entities which unite the local tourism industry “to develop and promote the destination” ( UNWTO, 2010 , p. 4). Moreover, Gartrell (1988) and Masberg (1998) underline that city marketing is only one of CB’ responsibilities. A similar point of view is held by Destinations International – convention bureau focuses mostly on marketing, but its main mission is to develop cities in a long-term perspective (DMAI’ s empowerMINT.com, 2016 ).

In their operations, CB primarily deal with destination marketing, but many authors add wider context and indicate what purpose the marketing efforts should serve ( Table 1 ). They should attract a higher number of events and visitors ( Getz et al. , 1998 ; Maier and Johanson, 2013 ; Marques and Santos, 2017 ), thus encouraging operation of local entrepreneurs ( Lee and Lee, 2006 ) and finally contribute to fostering destination development ( Gartrell, 1988 ). Another point of view is that a convention bureau acts as an information broker ( Park and Kim, 2017 ; Yuan et al. , 2006 ). Not only does it bring together local industry ( Lee and Lee, 2006 ; Palmer and Bejou, 1995 ) but also supports communication outside the destination by providing information to meeting planners and visitors ( Beaver, 2005 ; Ha and Love, 2005 ; Yuan et al. , 2006 ). Moreover, a convention bureau can provide other services encouraging organisation of events ( Baloglu and Love, 2005 ; UNWTO, 2010 ).

coordination of destination stakeholders;

destination marketing; and

destination sales.

destination/community marketer/promoter;

destination image/brand developer;

industry coordinator;

advocate/supporter/facilitator of tourism projects;

economic driver;

quasi-public representative;

builder of community pride;

partnership/alliance builder;

destination planner/manager; and

destination product developer.

Subject matter authors concentrate mostly on roles of CB in the local environment (except for Weber, 2001 ), whereas practitioners also stress their role for meetings organisers ( DMAI’s empowerMINT.com, 2016 ; Loomis, 2018 ). This is summarised by the President of Destinations International: “CVBs can show advantages to a destination that a planner may not have been aware of and wouldn’t find anywhere else” ( Loomis, 2018 ). All the issues mentioned previously show that convention bureau has a wide scope of activity and the differences among CB can be observed not only in the range of responsibilities but also organisational issues ( Beaver, 2005 ; Palmer and Bejou, 1995 ; UNWTO, 2010 ).

2.2 History of convention bureaux

Differences in how the role of CB is understood may result from divergent genesis of this institution all over the world. Such organisations originated in the USA at the turn of 20th century ( Figure 1 ). Many factors (like urban development, transportation improvement, associations’ foundation and growth) caused cities to attempt to attract association meetings because of the expected benefits from their organisation. Therefore, they started to employ full-time salespeople to travel around the country and encourage decision makers to organise their events in a particular city. For the first time this happened in Detroit in 1896, the year in which the first convention bureau is believed to have been founded. Soon the solution was applied in other cities. In the second half of the 20th century the institutions broadened the range of their activity and also focused on leisure travellers ( Figure 1 ). This transformation manifested itself in the change of the organisations’ name – from “convention bureaux” to “convention and visitors bureaux” ( Ford and Peeper, 2008 ; Gartrell, 1988 ; Rogers, 2013 ; Spiller, 2002 ).

The meetings industry had similar growth potential in Europe. Even earlier the Congress of Vienna took place (1814–1815), which according to Rogers (2013) can be regarded as one of the first international congresses. However, further industry development was inhibited especially by the First and Second World Wars. This was also the case for the foundation of CB ( Figure 1 ). Although the first European convention bureau was established in 1905 in London ( Marques and Santos, 2017 ), such organisations began to be established in the second half of the 20th century on the Old Continent and even later in Eastern Europe – after 1989 ( Ogonowska, 2017 ; Rogers, 2013 ; Spiller, 2002 ).

Before the foundation of CB, DMOs were started in Europe. First entities were established at the same time as first CB in North America, because at the end of the 19th century DMOs started to operate in three Swiss cities – in Zurich, Basel and Bern ( Seiser, 2008 ). As previously mentioned, the history of CB in Europe is shorter. Moreover, they were formed mostly as independent organisations specialised in the meetings industry. In consequence, two institutions existed in a number of cities: one responsible for leisure tourism (DMO) and the other – for business tourism (convention bureau). Thus, two ways of CB’ formation and evolution may be seen: the North American and the European ones, both presented in Figure 1 .

2.3 Differences between European and North American convention bureaux

size of institution and destination which it represents;

funding patterns; and

specific operational activities.

However, detailed analysis of authors’ considerations shows that there are many more differences ( Table 2 ). They especially result from distinct operational areas, which is caused by two other ways of CB’ foundation and evolution (both ways are described in the previous part of this paper). European CB’ activities are focused mostly on business tourism or the so called meetings, incentives, conventions or conferences, exhibitions or events sector, whereas North American institutions also concentrate on the leisure tourism segment [ 3 ].

This means that entities in Europe operate in B2B relations ( Leszczyński et al. , 2015 ) and US CB also capture the B2C market. However, research conducted by Destinations International on 521 institutions from all over the world shows that almost 75% of organisations capture both markets ( Destinations International, 2019 ). According to Ford and Peeper (2008) European institutions are involved mostly at the stage of marketing and bidding for meetings, with a smaller contribution made to organising events. CB in the USA and Canada offer a wider set of services and need a higher annual budget and more employees than other CB ( Ford and Peeper, 2008 ; Palmer and Bejou, 1995 ). According to Destinations International (2020), convention and visitors bureaux (CVBs) had a total budget of US$3.28m (it is the median destination organisation budget). Data on the budget of members of European Cities Marketing are not widely available.

Also, a funding pattern is different in Europe and North America. A common basis of American institutions’ budgets is bed tax revenues (also called room or tourism tax – Ford and Peeper , 2007, 2009 ). However, they can receive funding from other public or private sources ( DMAI, 2015 ). The idea of bed tax was firstly reported in New York and established in Las Vegas ( Wood 2002 after: Ford and Peeper, 2007 ) and the main concept refers to financing marketing efforts to attract new visitors from small amounts paid by tourists who had already come and spent a night in a particular city. This solution is becoming more common in Europe, but CB’ budgets generally comprise fees from local members and grants received from governmental units ( Ford and Peeper, 2008 ; Palmer and Bejou, 1995 ). The funding pattern is mostly related to the form in which a convention bureau was set up and its relationships with local governments and DMOs. Institutions in Europe and North America may have a wide range of organisational forms ( DMAI, 2015 ; UNWTO, 2010 ) with most of them being non-profit ( DMAI, 2015 ).

Geographical location also has other direct consequences for CB’ operation. North American institutions focus more on national meetings because of the big domestic market ( Table 2 ; DMAI, 2015 ). Simultaneously, they differentiate the types of event to bid for. They are interested in associations meetings, corporate events and the Social, Military, Educational, Religious, Fraternal segment, but they are also open to sport, political and cultural events. For European CB international associations meetings are a priority [ 4 ]. This does not mean that they do not attract other events, but probably they must narrow their activities due to their limited financial and human resources. Moreover, US organisations generally represent bigger cities and have to manage bigger local networks of business and leisure tourism entrepreneurs and meet the needs of a higher number of stakeholders. The last difference is the fact that European CB are created at local, regional and national level ( Beaver, 2005 ; Crouch and Weber, 2002 ), whereas there is no need to establish American Convention Bureaux.

Comparison was made based only on literature analysis and the author is aware that it is a big simplification, because on the one hand CB may strongly differ in one country, especially that there are approximately 1,450 organisations in the USA ( DMAI’s empowerMINT.com, 2016 ). On the other hand, distinctions between institutions all over the world may not be so sharp due to globalisation and international competition in which they are taking part. For example, European leaders on the meetings market like Paris or Vienna may share more similarities with big American cities than with a location on the same continent. Nevertheless, previous studies are a reliable source of information and the already mentioned differences refer to many European and North American CB (they show some general patterns), but obviously not to all of them.

expand capacity;

improve quality; and

bid more effectively.

The first option is mainly beyond the scope of convention bureau. In the second case, they can only improve the quality of their own services or stimulate local industry through organising workshops and recommending standards. Thist means that they should concentrate mostly on bidding. Therefore, greater effort should be put into investigating the role of convention bureuax in this process. Moreover, international comparisons can be useful because they show differences between CB and thus potential source of advantage. It should help institutions to mark out cities they represent on the international meetings market. For new locations in this industry, this should provide some directions on how to enter international competition. It is important because, for example, according to Ogonowska (2017) , Asian or African meetings industries show considerable growth potential.

Because European and North American CB do not have the same origin and history and because there are differences between them as described in the subject literature, it is assumed that these institutions may play distinct roles in cities that they represent. However, this problem has not been researched yet. There are only few papers that refer to functions of CB and they focus on these organisations generally or on their regional characteristics. Therefore, the aim of the exploratory study presented in this paper was to investigate the differences between the roles of CB in North America and Europe.

The author narrowed the lists of CB’ activities presented in literature to five main roles of such institutions: the agent, marketer, coordinator, representative of the meetings industry and leader. CB as agents represent their cities, especially when it comes to bidding for meetings. As was earlier presented in the definitions of this term, CB are also responsible for city promotion as meetings destination. Such actions need to be coordinated within the local meetings industry and lobbying for this sector in the city. CB may also play the role of a leader that guides the development of the industry. The roles mentioned previously were used in the survey to analyse the presumptive differences between European and North American CB.

3.1 Survey on convention bureaux’ roles

A survey was part of a wider research project on the roles of convention bureau, coordinated by the author of this paper. The project was created to analyse the impact of CB on cities’ competitiveness with special focus on Polish institutions. It included, inter alia, an international, online survey among representatives of CB from cities listed in an ICCA ranking. A questionnaire was sent to 290 managers in June and July 2016, with responses from 73 institutions. A total of 41 respondents represented Europe and 14 represented USA and Canada [ 5 ]. They were classified into further analysis in this paper. This group of respondents included presidents, vice presidents, directors and managers. Almost 42% of them held the highest position in CB. The rest of respondents managed sales department (16%), research department (9%), congress department (5%) or other departments (9%), for example, marketing, strategy and communication and fairs and exhibition departments) or provided no answer for this question. Further in this paper term “respondents” and “managers” will be used interchangeably

Managers completed an emailed questionnaire that consisted of two parts. Firstly, respondents were asked about their opinion on the importance of CB’ tasks and the way in which the institution that they represented fulfilled them. They used a list of twelve tasks, prepared on the basis of literature analysis and a five-point scale to assess the importance and performance of each activity. Every task was ascribed to one of the five roles of CB for further analysis (the list of tasks and roles is included in Table 3 ). In the next part of the questionnaire respondents provided general information about their organisations, for example, about the time of operation, organisational form, number of employees and annual budget.

The way in which the questionnaire was built enabled using the importance-performance analysis (IPA) in the further research steps. This method was originally designed for measuring consumer satisfaction with services, which was perceived as a combination of the importance of services’ attributes and performance in providing them by a particular company or companies ( Martilla and James, 1977 ). The IPA has already been used in a variety of research projects into, for example, tourism or business tourism area. The papers concerned, for example, the determination of a city’s attractiveness in the meetings market ( Go and Zhang, 1997 ) and the competitiveness studies or research into the attractiveness of tourist regions ( Caber et al., 2012 ; Enright and Newton, 2004 ; Mihalic, 2013 ).

concentrate here – a quarter with high scores of importance and lower performance;

keep up the good work – high importance and high performance;

low priority (attributes) – low importance and low performance; and

possible overkill – high performance and lower importance.

In this project, the IPA was used to prioritise tasks of CB and to compare their roles in Europe and North America, which is an original attempt in case of this method. The quarters’ boundaries in the IPA grid were calculated as mean values of the importance and performance for each group of CB (more information about the method can be found in Martilla and James, 1977 ). Moreover, the Mann–Whitney’s U test was done to show the significance of differences between appraisals given by managers from Europe and North America. This test is suitable for comparing two small samples.

3.2 Sample characteristic

Data analysis started with characterising the sample. Further in the paper the following abbreviations will be used: European convention bureaux – CB; North American convention and visitors bureaux – CVB. Characteristics of both groups of institutions show the same differences as in literature analysis ( Table 4 ). CBs are less experienced than CVBs because their average time of operation is almost three times shorter. When the research was conducted, CBs and CVBs had operated for 15 and 59 years, respectively. European entities also manage more limited resources. They employ nine people on average and have US$1m in their annual budgets, whereas CVBs have 89 full-time employees and US$34m for yearly operation.

European institutions are more diversified than North American entities when it comes to organisational forms ( Table 4 ). CBs represent all forms listed in the UNWTO (2010) report, but both groups are dominated by non-profit public–private partnerships (more than half of all institutions taking part in the research). Respondents also frequently indicated the answer “others”, which includes, for example, non-profit public or private entities, foundations and companies that are subordinate to tourist boards or other local governmental bodies. The last piece of information refers to the types of events that CB bid for. All institutions try to attract business events (meetings) and European entities are focused mostly on this type. CVBs diversify their actions and they also concentrate on sport, cultural and political events. In the category “others”, respondents mentioned especially scientific- or university-related events and private events.

Research primarily investigated on CB’ tasks and roles in cities and local meetings industries. Its results are presented in Table 5 , Figures 2 and 3 and they are fairly high, because all scores are above three- on a five-point scale. The most important task for CBs consists in answering the inquiries of events organisers (task no. 1). The same activity is characterised by the highest level of performance. High scores are also ascribed to city promotion (no. 12) and indicating the meaning of the meetings industry (no. 9). A similar situation occurs for CVBs, but the most important task is searching for request for proposals and making bids (no. 2). Promoting the destination (no. 12) is an activity performed to the highest extent. The lowest results of the importance and performance in both groups refer to mediating between entrepreneurs in the local meetings industry and related industries (no. 11).

4.1 Similarities

Boundaries on the IPA grid ( Figure 2 ) for both groups of CB are quite similar and the same recommendations are given to eight tasks. These suggestions refer mostly to continuation of previous activities. Efforts should still be focused on four tasks that are located in quarter B (keep up the good work). It includes tasks no. 1 (answering the inquiries of events organisers/hosts), 2 (searching for request for proposals and making bids), 9 (indicating the importance of meeting industry in a city) and 12 (promoting the destination meetings industry product). Much lower priority (quarter C) is ascribed to three duties: cooperation with other CB (no. 4), mediating between meetings industry entrepreneurs and local government (no. 10) and mediating between entrepreneurs in the local meetings industry and related industries (no. 11). One task demands more concentration because of its location in quarter A (concentrate here). Institutions in both continents should pay closer attention to providing direction for local meetings industry’s development (no. 5).

4.2 Differences

Different recommendations according to the IPAs interpretation should be provided for four tasks ( Figure 2 ). North American respondents claim that they need to focus more on conducting research on the local meetings industry (task no. 6 in quarter A), whereas for managers from Europe this duty has a lower priority (quarter C). On the contrary, CVBs pay less attention to tasks no. 3 and 8. Coordination of local meetings industry’s activities and creation of local cooperation environment (no. 8) has no great meaning for CVB managers (quarter C), although European respondents see this activity as an important one and performed to the high extent (quarter B). They have the same opinion for task no. 3. For CVBs, mediating between event organisers and entrepreneurs from the local meetings industry (task no. 3 in quarter D) has a higher score for performance than importance; therefore, it may need special attention from managers, who maybe they should abandon this responsibility. A smaller difference in interpretation occurs for task no. 7, because creation of city meetings industry product is located in quarter C for CB and in quarter D for CVBs.

It was tested (using the Mann–Whitney’s U test) whether differences between appraisals of tasks’ importance and performance done by CB and CVB managers were significant ( Table 5 ). Such results were achieved only for three cases: scores of importance for task no. 2 and 8 and performance for task. no. 9. This confirms that managers hold slightly different opinions as to the tasks performed by these institutions and does not change the way in which the IPA grid should be interpreted. However, the results underline the differences in the viewpoints on the meaning of coordination task of CB (no. 8). This also shows that CBs may slightly underestimate the role of active searching for requests for proposals and making bids (no. 2) and CVBs perform slightly better in indicating the importance of the meetings industry (no. 9), although both groups of institutions follow the same strategy for these two tasks.

Recommendations according to the roles of CB are quite similar for both groups of institutions ( Figure 3 ). The highest scores are ascribed to the function of marketer. The same quarter has results for the agent, but scores of this function are diminished by the scores for task no. 4 (cooperation with other CB). Respondents in both groups also hold the same opinion according to the role of representative, because this function has a low priority. CVBs should probably put less effort into acting as coordinators and focus more on being leaders in the local meetings industry. Recommendations for CBs for these roles are not so clear because the results for them are located near the boundary between quarters A and C.

5. Findings and discussion

It can be stated that the research results mostly confirm the current state of knowledge about the activity of CB. According to the majority of definitions of this term, the main operational area is city marketing ( Ford and Peeper, 2008 ; Golden-Romero, 2007 ; Maier and Johanson, 2013 ; Marques and Santos, 2017 ; Palmer and Bejou, 1995 ; Rogers, 2013 ; Swarbrooke and Horner, 2001 ), together with attracting events ( Gartrell, 1988 ; Getz et al. , 1998 ; Lee and Lee, 2006 ; Maier and Johanson, 2013 ; Marques and Santos, 2017 ). Being an information broker ( Park and Kim, 2017 ; Yuan et al. , 2006 ) or a liaison ( Ha and Love, 2005 ) between the local meetings industry and events hosts is more about answering the inquiries, making bids and searching for request for proposals than mediating in relationships between entrepreneurs and associations. Therefore, the role of CB should be more fundamental at the early stages of winning a meeting and less important during the negotiations and event organisation. Simultaneously, this does not mean that other functions of such institutions or their operational areas listed in literature ( Getz et al. , 1998 ; Kovačević, 2017 ; Wang, 2008 ) or used in the research are meaningless. The results show that they are also important but they play a supplementary role to the function of marketer and agent.

According to the distinction between European and North American CB, characteristics of both groups confirm many differences among them and the dissimilarities correspond to those resulting from literature analysis ( Ford and Peeper, 2008 ; Getz, 2003 ; Mutschlechner, 2012 ; Palmer and Bejou, 1995 ). This can be caused by the divergent origin of institutions on both continents and the longer history of entities in the USA and Canada may contribute to higher employment and annual budget, as well as to the wider set of attracting events (political, sport, cultural besides the business ones). European CB are more diversified in their organisational forms. Such a situation probably refers to the different legal and political conditions in other countries and the existence of similar institutions at regional or national level. It should be noted that only a few differences were indicated in the survey and this topic needs further in-depth studies, including the reasons of divergence, too.

However, the organisational differences are not reflected in the operational area and the contrast in the case of tasks and roles is not as sharp and clear as can be supposed. The study in this area stands in contrast to research by Palmer and Bejou (1995) , who claim that there is a difference between USA and UK institutions. Roles and tasks of European and North American CB are similar and differences probably lie in the range of activity and the way in which they fulfil their detailed responsibilities. It might be only assumed that activity of CB and visitors bureaux is more diffused because of the wider scope of operation (combining managing business and leisure tourism).

Nonetheless, two roles are clearly distinguished from others: the function of the agent and marketer and these two were characterised by the highest importance and performance, which is also the case for CB from Europe. North American institutions are a little bit more active in attracting meetings, because searching for request for proposals is more important than answering the inquiries. In both groups, less attention was paid to the role of representative, which mostly consists in indicating the meaning of the meetings industry in a city. Apparently, this results from the long history of CB in the USA and Canada, but the same situation occurs in European institutions. Therefore, a well-established position of convention bureau in a particular city may be behind such a state of affairs. Moreover, part of entities in Europe acts as a department of public authority and perhaps they are automatically involved in mediating in relationships between local government and entrepreneurs.

The priority roles of the agent and marketer assume that CB can achieve the greatest by concentrating on bidding following the three strategies listed by Getz (2003) . Focus on these functions should result in attracting a higher number of more valuable meetings and lead to the development of a city ( Gartrell, 1988 ; webinar). This is also a suggestion as to what kind of tasks new institutions or organisations should take on in the first place. It is necessary to participate in international competition. Other responsibilities may have a different meaning in cities with a differing level of development of the local meetings industry. Moreover, excellent performance in both bidding for meetings and other services can be a source of competitive advantage.

6. Conclusion

This paper contributes to the scientific literature on the roles of CB by identifying differences between organisations in North America and Europe. The research results show that both group of institutions play similar roles, but entities differ mostly in how they evaluate particular tasks. The dissimilarities are probably more a result of local conditions (e.g. structure of meetings industry) in a city that a convention bureau represents than common history of foundation on one or another continent. However, the operational differences are strongly apparent, especially when annual budget or number of full-time employees is compared.

When all the matters are taken into consideration, it can be stated that setting up a new convention bureau or functioning of an institution with very limited resources should be primarily focused on fulfilling tasks typical of the role of an agent and marketer. Also, the organisational form should be chosen wisely to enable playing these two roles. Nonetheless, at the beginning of operation, local entrepreneurs, government and other institutions may need to be integrated; therefore, CB may put more effort into communication, building relationships in the meetings industry, representing it in a city and coordinating joint activities. City promotion, answering the inquires, searching for request for proposals and making bids should be convention bureau’s priority, and the meaning of other tasks probably depend on local circumstances.

Therefore, activity of CB needs further examination. Analysis of operational forms (public–private partnership and local government unit) rather than geographical location may show clearer and sharper differences. Managers should be asked about barriers, because they might want to undertake some activities, but for particular reasons they cannot do that. In this research, it was assumed that limited resources narrow operational scope, but this may require more attention. Support of local government, engagement of entrepreneurs and existence of tourism dedicated DMO, convention bureau at regional or national level and other similar institutions may have a strong impact on activities of a particular convention bureau and should be included in analysis of local circumstances. Another issue that needs investigation is a point of view of stakeholders concerning the function of CB – how they see the role of such an institution and which tasks are the most useful for them. A survey concentrated on this topic will probably be valuable for both: researchers and practitioners.

The survey presented in this paper was conducted on a relatively small sample and it included a limited list of potential differences. The IPA also has its limitations. Some issues like the definitions of importance, a correlation among attributes or interpretation of the results are debatable ( Oh 2001 ). However, this research attempts at analysing differences between CB and it suggests which tasks and roles should be treated as priorities and which ones have supplementary or marginal meaning. The IPA may also suggest that concentration on some tasks (e.g. strong focus on conducting research) may create a chance to stand out and build competitive advantage. Therefore, despite its limitations, the author believes that the proposed examination provided insight into the importance of analysis on the convention bureau’s roles and its comparison among different countries or continents.

Foundation and evolution of convention bureaux in the USA and Europe

IPA grid for European and North American convention bureaux – tasks

IPA grid for European and North American convention bureaux – roles

Definitions of convention bureaux

I = Average importance; P = Average performance; Gap = Average importance–average performance.

*For these tasks, significant differences were observed in the appraisals of importance and/or performance – p values below 0.05 according to Mann–Whitney’s U test calculated in STATISTICA

Source: Own elaboration

Searching for the phrases, convention bureau” or “cvb” in papers’ titles, abstracts and/or keywords in field of Business, Management and Accounting (12.07.2018).

Former Destination Marketing Association International ( Dienst, 2017 ).

However, some European institutions capture both markets as CVBs and in the USA, CBs and DMOs can work separately in the same city.

However, this is an oversimplification according to data collected by European Cities Marketing (2020a) .

This is a small sample taking into account that according to Destinations International ( DMAI's empowerMINT.com, 2016 ) there are ca. 1,450 CVBs in the USA and European Cities Marketing (2020b) has more than 100 city members. However, this is a pioneer study and findings are limited to the participant institutions.

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Acknowledgements

The paper was written under the project “The role of convention bureau in enhancing city competitiveness” granted by the Polish National Science Centre (NCN) no. 2015/17/N/HS4/00386.

Corresponding author

About the author.

Natalia Latuszek is based at the Poznan University of Economics and Business, Poznan, Poland.

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How to maximize your relationship with a cvb.

The travel and tourism industry plays an increasingly vital role in the economic growth across the world. Utilizing your local Convention Visitors Bureau (CVB) or Destination Marketing Organization (DMO) can be a crucial part of planning a successful event, meeting or conference. CVB’s vary in size, which is why some services available to meeting planners may vary from each destination. Most CVB’s promote long-term development and marketing of a destination, focusing on convention sales, tourism marketing and service. The CVB represents more than just one property and is able to promote the entire destination to planners. The CVB represent the hotels, facilities, attractions, restaurants and other partners among your destination. Always think out of the box to maximize your relationship with a CVB.

At the start of your planning process, choose a destination that is willing to partner with you 100 percent throughout the site investigation, bidding and marketing process. When choosing a destination, make sure you feel comfortable with the initial communication. Communication is key and the CVB will be your main point of contact throughout your entire process. The CVB will attempt to meet your requests to the best of their ability.

Once you send the CVB your RFP for review, they will be able to share with you which suppliers have the availability for your conference requirements. If you need to bend the rules, ask the CVB if it’s possible. Most planners don’t realize that the services the CVB’s offer are free and they are here to support your event to the fullest in hopes of the best experience. CVB’s work hard to promote their destination by providing social media marketing, media services, swag bags, housing services, transportation, staffing and registration, planning events around an event and much more. The CVB should understand your attendees and ensure there is no conflict of interest, which will make for a smooth operation. Early on, set a meeting up with your CVB and all of the key players who will be involved in the planning and marketing process. This will ensure that all of the individuals involved will meet each other and brainstorm ideas to make the event successful.

If you are still undecided on a destination, many CVB’s keep a profile of references or testimonials that they are willing to share with you. These testimonials will give you great insight of the CVB and destination, which in conclusion will give you confidence in your decision making. 

CVB’s are your number one fans. They want your meeting or event to succeed, which is an all-around win for the destination and the economy. If you have a successful meeting or event, the CVB has done its job to the fullest potential and the destinations partners worked collaboratively together. The repeat of business motivates CVB’s to work hard on a daily basis and to end with a happy meeting planner because in the end it’s all about the experience and relationships that were formed.  

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CVB Marketing Tactics | Travel and Tourism Marketing

We compiled a list of CVB marketing tactics to help destinations fuel buzz that impacts travel and tourism, while also crafting unique stories. Learn more.

Marketing Tactics for CVBs: How to Generate Tourism in the Digital Age

Convention and Visitors Bureaus (CVBs) are non-profit organizations that are responsible for promoting a particular city or region as a tourism destination. In today's digital age, CVBs need to use a variety of marketing tactics to reach their target audiences and generate tourism for their destination. In this blog post, we will discuss the target audiences for CVBs, the digital marketing tactics that work best for them, and provide some examples of successful CVB marketing campaigns.

What is a CVB?

• CVBs are designed to market a destination to the traveling public and provide area resources and advice to tourists, event and meeting planners, and the media. A CVB is a great resource offering local insights, brochures, and events calendars. When traveling, always seek the CVB for the best and unbiased information on the area you plan to visit. For the local community, a CVB can provide trend identification, tourism-related business contacts, industry education, and legislative awareness.

Travel Target Audiences to Consider

CVBs typically target several different audiences, each with their own unique interests and needs. The four main target audiences for CVBs are:  

• Leisure travelers: People who are looking for a vacation or a weekend getaway and are interested in the attractions, culture, and experiences that a destination has to offer. 
• Business travelers: Generally speaking, these are individuals traveling for work and are interested in the convention facilities, hotels, and other amenities that a destination can provide. Note: Sometimes business travelers tag on a few days for personal fun and exploration so feel free to add on a little message with a special offer for family fun!  
• Meeting planners: Professionals who are responsible for organizing conferences, trade shows, and other events, and are looking for a destination that can meet their needs.
• Tour Operators and Travel Agents: Companies and individuals specializing in organizing tours and travel packages and are looking for destinations that offer unique experiences and attractions. 

Tactics to Consider in Your CVB Marketing Plan

Digital marketing has become an essential tool for CVBs to reach their target audiences. Here are some digital marketing tactics that work best for CVBs: 

• Search Engine Optimization (SEO) : CVBs should focus on optimizing their website for search engines so that potential tourists can easily find information about the destination. This includes using relevant keywords, creating quality content, and ensuring that the website is mobile-friendly.
• Content Marketing : CVBs should create valuable content that is relevant to their target audiences, such as blog posts, videos, and social media posts. For example, Visit California's "Dream365TV" YouTube channel features a variety of video content that highlights the state's natural beauty and cultural attractions.
• Social Media Marketing : Leveraging social media platforms , such as Facebook, Twitter, and Instagram, to engage with potential tourists is a tried-and-true engagement tool for CVBs. Use this space to share photographs of restaurants and hotels and to provide info and special deals on excursions, spas and more.
• Email Marketing : CVBs can use email marketing to send targeted messages to their subscribers, such as newsletters, event announcements, and special offers. For example, Visit Seattle sends a monthly newsletter that includes updates on events, new attractions, and travel deals.
• Influencer Marketing : Some CVBs invest in influencer marketing , partnering with creators in their target audiences, such as travel bloggers or social media personalities, to promote their destination. For example, Visit California partnered with travel influencer, Kelley Ferro, to create a video series that displays the state's diverse regions and attractions.
• Data Visualization Platforms : CVBs can use data visualization platforms , such as Tableau or our own,  Optics , to create engaging and informative visuals that highlight the features and attractions of their destination.
• Magazine Partnerships : Magazine ads , both print and digital, can be a great way to showcase a destination's attractions, culture, and events to potential tourists. By partnering with travel magazines, CVBs can reach a broader audience and attract visitors who may not have considered their destination otherwise. Cover Wraps , featuring a destination creative around a favorite magazine such as Travel & Leisure can be especially impactfully especially when QR codes and other call to actions are included to get more information.

Developing Your CVB Marketing Strategy

To drive awareness and booking, CVBs need to use a variety of digital marketing tactics to reach their target audiences and generate tourism for their destination . These tactics include search engine optimization, content marketing, social media marketing, email marketing, influencer marketing, data visualization platforms, and magazine partnerships. By targeting different audiences and using these tactics, personalizing messaging and being creative CVBs can showcase the unique features and attractions of their destination and encourage visitors to come and explore. From road trips to air travel the itch to explore is real, it’s up to CVBs to use data to get guests to come their way.

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CVB Marketing Tips: How to Stand Out, Expand Reach, and Measure Marketing Success

Tourism is a wide-reaching industry that affects much more than hotels and booking agencies; local travel impacts the surrounding community and all its businesses. Within the hospitality industry, Convention and Visitors Bureaus (CVBs) play a significant role in incentivizing visitors, companies, events, and individual travelers to choose their destination among seemingly endless options.  

Discover these CVB marketing tips that drive tourism and boost the economy  

CVB professionals, like destination marketing organizations (DMOs) and tourism directors, are responsible for and dedicated to generating travel and tourism that powers the surrounding economy. Whether you’re new to destination advertising or seeking to supercharge your CVB marketing efforts this year, these strategies make attracting new visitors to your location easier.  

Supercharge your CVB's digital marketing presence with these 7 tips

Know your destination inside and out  

To attract new visitors and encourage past tourists to return, CVBs must have a comprehensive understanding of their area (i.e., town, region, and overall destination). This includes knowing which travelers, groups, and companies are visiting, when they come, and why. Are there specific attractions, recurring events, or natural wonders that draw travelers?   

What are the primary demographics of your region's tourists, and what attracts them? Do you cater to specific groups like 'leaf-peeping' snowbirds, international corporations, luxury vacationers, and family travelers, or does your destination appeal to a broad range of consumer demographics?   

Take advantage of data  

If you’re unsure which market segments seek out your destination, demand reports and historical data can help identify them. Collect and analyze regional data points to monitor traffic, pinpoint travel patterns, and identify opportunities to drive new business to your area. Some valuable data points to consider include—  

• Hotel occupancy spikes  
• Restaurant revenue trends  
• Event inquiries  
• Venue site visits  
• Proposal request numbers  

Dive into data to discover even more about your destination. Collect and analyze essential consumer and behavioral data to identify demographic and destination trends.   

• When are your peak, shoulder, and off-seasons?   
• When is business busiest?   
• When do the most travelers visit your region?   
• What events, patterns, and travel habits drive these trends?   
• Is there a large university nearby?   
• Is your destination a hub for festivals or artisan trade shows?   
• Is your destination popular during football, festival, or fishing season?   

Once you understand what brings tourists to your area, you’ll be better prepared to entice them to visit again.   

Discover the data to help CVBs drive more group business

Consider your target audience  

A 2023 research study from PLoS One, published by PMC , was dedicated to identifying the top five factors influencing tourist loyalty. According to the study, which analyzed a plethora of information from major academic databases published between 1989 and 2021, the five most influential factors impacting destination loyalty for tourists are:   

• Degree of satisfaction,  
• Quality of experience,  
• Perceived value,   
• Perceived quality, and   
• Motivation.   

Think about your current and target customers . Who is traveling to your destination right now? Which travelers come back every year? Consider what customers or events you want to attract in the future. What makes your location unique and valuable?   

• What experiences does your destination offer that exceed travelers' expectations?   
• What experience quality can you guarantee travelers, and how do you know?   
• Do regional hotels, restaurants, and attractions offer enough value for their cost?   
• Does the perceived quality of what you advertise match what customers get?   
• Does consumers’ perception of your destination match the image you project?   
• Why should travelers, planners, or group decision-makers pick your location?  

Be more available    

Expand the CVBs availability to assist planners and travelers by delegating tasks and designating primary contacts for different market segments. Depending on the size of your team, you may designate one individual as the local expert and primary point of contact. Larger tourism teams may have one person focused on corporate events, another committed to generating leisure travel, and another responsible for incentivizing sports teams to visit.   

To increase CVB availability, utilize numerous channels to communicate with travelers, tourists, event planners, and other decision-makers. Connect with tourists and advertise where the planners are using your website, social media pages, destination guides, and blogs. Consider employing a chatbot or an AI-driven text messaging service to communicate with all interested travelers, even those uncomfortable speaking face-to-face or over the phone.  

Finally, gather with your team regularly to share updates, pass along information, and identify the most successful marketing strategies. Learn from each other’s mistakes and commit to increasing, improving, and incentivizing travel to your destination.    

Team up with hotels   

Many hotels, particularly large properties, luxury resorts, and branded hotels, have extensive marketing budgets and multi-person teams that government-funded travel organizations, like CVBs, often do not. Work together to create wide-reaching destination marketing campaigns that benefit both businesses, drawing more consumers to your destination and providing them with a reputable, exciting place to stay. Collaborate to create captivating social media campaigns, partner on eco-tourism initiatives, or create exciting stay packages with tickets or access to other areas your CVB wants to promote.   

Partner with destination marketing organizations  

If you haven’t already, contact DMOs in your area to form a partnership dedicated to driving tourism. Meet regularly to share valuable insights, host events, and brainstorm incentives that could attract companies, travelers, and headlining events to your area. Combine your resources and marketing strengths to create far-reaching destination marketing campaigns featuring area adventure opportunities, highlighting local attractions, or announcing your destination’s new tourism rewards program.   

For example, your area's travel partners could collaborate to create a visitor membership or tourism loyalty program that incentivizes consumers to do business in your area. In addition to CVBs and DMOs, expansive destination marketing efforts should include local restaurants, hotels, bars, attractions, recreation spots, art galleries, and other hospitality-based businesses.   

Focus on the entire funnel  

Every lead generation funnel has three major pieces: the top, middle, and bottom.   

• Top-of-funnel marketing attracts awareness and introduces consumers to your product/brand/destination. It strengthens your destination’s reputation and grows awareness by providing consumers with informative, engaging, and valuable information.   
• Middle-of-funnel marketing content generates desire and further interest. During this stage, CVBs strive to move consumers closer to the desired result (i.e., visiting a particular site).   
• Bottom-of-funnel marketing is dedicated to brand advocacy. At this stage, a call to action typically pushes consumers toward a conversion. Instead of directing visitors to a booking page or meeting inquiry form, destinations may encourage consumers to visit a specific hotel site, open a restaurant page, or click through the remainder of the campaign.   

Destinations may have traditionally focused on upper-funnel marketing, targeting consumers at the discovery stage of their sourcing journey. However, research indicates almost two-thirds of destination marketing and CVB teams will shift their focus to full-funnel marketing this year. Sojern, a travel marketing platform, partnered with Digital Tourism Think Tank to assess the State of Destination Marketing in 2024 . Of more than 300 global DMOs surveyed, 70% of respondents stated they would embrace full-funnel marketing campaigns this year.   

Put sports tourism on your radar  

Youth sports is an increasingly profitable industry, with the USA sports tourism market expected to reach $185.3 billion in 2023. Look for sports tourism opportunities in your destination. Do you have space to host a youth travel baseball tournament? Are there multiple soccer fields in your area? Identify opportunities to entice collegiate, youth, and travel sports to travel to your destination.   

Create a rescheduling strategy  

Planners may call you in a panic because they believe an event has been canceled or because their plans fell apart at the last minute. Event organizers, group contacts, and corporate planners often turn to CVBs for assistance and recommendations for nearby alternatives.   

Work with hotels to stay up-to-date on availability, especially during major events, high-demand periods, and inclement weather. Some CVBs create a team dedicated to juggling event changes and rescheduling needs. If you have enough staff, divide your team into two parts: one dedicated to major demand drivers and the other focused on accommodating intricate or luxury events.   

Highlight sustainable tourism initiatives  

Eco-tourism is a more critical consideration for all travelers, including companies and event planners, than ever before. For hospitality businesses and destinations wanting to remain competitive in an increasingly green industry, investing in sustainable solutions is no longer an option for travel brands and destinations; it’s necessary.  

Create sustainable travel initiatives for your destination. Work with hotels, event venues, restaurants, and other businesses to form eco-conscious tourism partnerships, promoting green partners on your social media sites. Lobby for green initiatives and eco-conscious policies that positively impact your area and share your efforts with online viewers. Encourage visitors to participate in local efforts by choosing green hotels, booking eco-conscious venues, and connecting with the local culture during their visit.   

Incorporate short-form videos into your social media strategy  

Short-form videos dominate social media platforms, including TikTok, Instagram, Facebook, and YouTube. A 2022 survey conducted by MMGY Global found that 40% of travelers over 30 prefer TikTok as a travel research tool instead of mega-influential search engines like Google. The introduction of Shorts helped YouTube solidify its space in the ever-evolving video-based social media sphere, as new and innovative tools create a more engaging, immersive, and community-based platform for creators and viewers alike.  

To make your CVB short-form video content even more compelling, consider incorporating engagement tools, like live Q&A, polling, and interactive stickers, into videos to encourage user engagement. Open a casual and honest line of communication between the CVB and social media users, responding to comments and posting short-form answers to travelers’ burning questions.   

Collaborate with niche creators    

Partner with niche advertisers and travel experts to create compelling, trustworthy, destination-focused marketing campaigns. CVBs targeting adventure-seekers may partner with outdoor living enthusiasts or eco-tourism experts, whereas destinations that want to attract digital nomads may partner with off-the-grid, nomadic creators.       

Keep your eye on the pipeline  

Monitor tourism and hospitality pipelines to know what businesses or brands are coming to your market. How will new companies affect travel, comfort, and availability in your area? Collaborate with hotels and event venues to share important information, such as pace reports, cancellation trends, anticipated market fluctuations, destination advertising efforts, and rescheduling updates.   

Still have questions about CVB marketing?   

If you want more information about CVB marketing, check out these FAQs.  

What are the core responsibilities of a CVB?  

At its core, the role of Convention and Visitor Bureaus is to provide resources, information, and support for hospitality and tourism in their destination.   

What is a CVB quizlet?   

A CVB quizlet is essentially a set of flashcards tourism professionals use to learn everything they need to know about their destination. From the local “bed tax” to the details of the town’s history, CVB quizlets help tourism professionals become local experts.   

Where do CVBs get money for marketing?   

Like other not-for-profit organizations, CVBs are primarily funded through local governments . While they may receive some supplemental funding from taxes or fees derived from local businesses that benefit from tourism (e.g., hotels, restaurants, and attractions), most of their funding comes from the local government where the bureau resides. Due to limited funding opportunities, creativity and cross-promotion are key to CVB and destination marketing success.   

Now you’re ready to build a CVB marketing strategy that works for you  

You know your destination better than anyone, so you understand how its unique features can benefit companies, adventure-seekers, families, and other travelers. Team up with other hospitality businesses in your backyard to form a powerhouse travel and tourism support network. Strengthen local industry bonds by hosting hospitality networking events that lead to long-lasting relationships .  

Kim Campbell

Kim is a full-time copy and content writer with many years of experience in the hospitality industry. She entered the hotel world in 2013 as a housekeeping team member and worked her way through various departments before being appointed to Director of Sales. Kim has championed numerous successful sales efforts, revenue strategies, and marketing campaigns — all of which landed her a spot on Hotel Management Magazine’s “Thirty Under 30” list.

Don’t be fooled though; she’s not all business! An avid forest forager, post-apocalyptic fiction fan, and free-sample-fiend, Kim prides herself on being well-rounded.

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Country club marketing: how to attract event planners, independent hotel marketing: 10 strategies for beating big-name brands, congratulations to the 2024 excellence awards winners.

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Group Travel Essentials: Working with CVBs

Planning trips can be a lot of fun, but it’s also a lot of work. fortunately, you can cut down on the amount of legwork for your next trip by working with a convention and visitors bureau (cvb)..

Also known as tourism boards, tourist offices, visitors councils or similar names, CVBs are public agencies staffed with local travel experts. Their job is to promote their destinations and help people like you bring groups to the city. And their services are free.

But first, we’re The Group Travel Leader, America's leading experts on all things group travel. Check out our  Start Here   page to find free resources for building a thriving group travel program.

Now, back to the article.

Business Basic: Gather Itinerary Ideas

You may know the cities you want to visit, but chances are you’re a little hazy on exactly what to do when you get there. When you start researching a travel destination, your first step should be to reach out to the local CVB to get suggestions for your itinerary. The staff can help you plan how much time to spend at the most famous attractions in the area and suggest lots of other activities to complement the experience. They’ll also be able to assist with shopping and dining suggestions, step-on-guide referrals and logistical details to make sure your itineraries are robust and well thought out.

Best Practice: Check Your Timing

The timing of your trip can have a major impact on your group’s experience. Local CVB experts know their destination’s traffic patterns well , so they can help you plan a season for your visit that will maximize fun while minimizing crowds and expense. They also know the patterns for business travel and other hotel occupancy for any given week — some places are cheaper on weekdays; others offer better rates over the weekend — and can steer you toward the days with the most optimal hotel rates for tour groups.

Innovative Ideas: Arrange Group Exclusives

One of the biggest selling points for group trips is the ability to offer your customers travel experiences they can’t get on their own. When you’re looking for these exclusive group perks, CVBs offer a major source of intelligence. They can leverage their local expertise and relationships to help you arrange VIP experiences such as behind-the-scenes, curator-led museum tours and hands-on cooking classes with local celebrity chefs. Taking advantage of these connections will help you make your trips more memorable and add value to your tour packages.

Pro Tip: Get Hotel Assistance

Savvy travel planners rely on CVBs to help them identify the hotels in the areas best suited to their groups’ needs. Many CVBs can forward travel planners’ inquiries to hotel partners around town. Tell your CVB representative when you want to come, how many rooms you think you’ll need and what your target price range is, and they’ll gather bids for you. These bids are often more competitive than what you could find yourself, and the hotels have been vetted by the CVB, so you know you can trust them.

Growth Opportunity: Take FAM Tours

If you’re on the fence about a destination, the best way to make up your mind is to visit the place ahead of time and decide for yourself. To assist with this, many CVBs offer familiarization tours, often referred to as FAMs or FAM tours, for qualified travel planners. These trips, which can happen individually or with groups of travel planners, give you a chance to experience the destination and identify activities your group would enjoy. The CVB usually covers your hotel accommodations and meals; but FAM trips aren’t meant to be free vacations — you should only take one if you’re seriously considering a group trip to the destination.

Brian Jewell

Brian Jewell is the executive editor of The Group Travel Leader. In more than a decade of travel journalism he has visited 48 states and 25 foreign countries.

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Examples: NFL , NASA , PSP , HIPAA , random Word(s) in meaning: chat   "global warming" Postal codes: USA: 81657 , Canada: T5A 0A7

What does CVB stand for?

Cvb stands for convention and visitors bureau.

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How to Choose a Volunteer Trip

Hoping to leave a place better than you found it? Here’s what to look for when signing up for a program that combines purpose with travel.

By Elaine Glusac

Elaine Glusac is the Frugal Traveler columnist, focusing on budget-friendly tips and journeys.

For travelers interested in packing purpose into their trips, volunteer vacations offer opportunities to leave a place better than they found it. But time commitments, costs and the work required varies. The following tips explore the variables that distinguish volunteer travel experiences.

Understand the spectrum of work

Volunteer trips with the most impact require a significant work contribution. They tend to be run groups like Global Volunteers , a nonprofit based in St. Paul, Minn., that has operated in 37 countries for 40 years. Volunteers usually have evenings and weekends free while living in communities where they are working.

For those seeking a balance of work and travel, a category of trips known as “voluntourism” combines lighter service and more time for tourism activities.

The website Workaway , for example, lists global opportunities to volunteer, including landscaping in the Gulf Islands of Canada and harvesting tea in Vietnam. Workaway volunteers are expected to work five hours a day in exchange for shelter and some meals, and the website allows users to browse opportunities by country and by service subject.

Commit to at least one week

Organizations that offer travel programs that last a week or two say short-term work can be powerful if well organized.

“With a group, you can get a lot of project work done,” said Chris Braunlich, the board chair and chief executive of the California-based nonprofit Conservation VIP , which runs outdoor trips from the Scottish Highlands to Patagonia, Chile, that might involve building or maintaining hiking trails with a crew of six to 18 volunteers working roughly seven to eight hours most days.

Assess your impact

Vet the organization you’re considering by looking for impact reports and asking questions.

“To avoid exploitation, find someone with long-term partnerships and ask them, ‘Where does my week fit into the service vision of this community?’” said Michele Gran, the co-founder and senior vice president of Global Volunteers .

Prepare to pay

Though travelers volunteer their time — and some programs, like those offered by Workaway, provide meals and overnight stays — many programs charge a fee to cover travelers’ expenses, including lodging, meals and local transportation.

“We want to make sure you are safe, well-fed and well-cared for so that when you hit the ground you have enough energy and motivation to do what you’re there to do,” said Ms. Gran, noting that Global Volunteers maintains tourist-class lodging and meal standards.

Fees vary based on the destination and duration. A week with Habitat for Humanity , the nonprofit that builds affordable housing and community amenities around the world, generally costs $1,625 to $2,500 a person.

“Volunteers who pay tend to be more serious,” said Julie Kelley, the founder of Let’s Be S.M.A.R.T. , a cat shelter near Athens, Greece, that accepts free Workaway volunteers and those who pay through Natucate , a Germany-based service that lists volunteer vacations. The latter receive better accommodations and more perks.

Whether there’s a fee or not, most volunteer programs do not cover travel expenses such as airfare.

Check the volunteer organization’s tax status. If you volunteer with a registered nonprofit, the I.R.S. will allow you to deduct your trip , including airfare, as a charitable donation.

Determine your interests

Volunteer vacations can align with a range of topics from the outdoors to social services.

The international environmental nonprofit Earthwatch offers opportunities to help scientists with field research on trips that are rated for their activity level and run about $350 to $460 a day.

A nine-day Earthwatch Expedition to Costa Rica , for example, has participants trek off trail to collect caterpillars in an ongoing study measuring the effects of climate change on them.

Targeting hikers and backpackers, the nonprofit American Hiking Society ranks from easy to very strenuous its volunteer vacations that focus on building and maintaining trails. Trips that involve backpacking, such as a recent program in the Bitterroot National Forest of Montana and Idaho ($425), require volunteers to bring their own camping gear.

Conservation VIP targets travelers who are concerned about their impact on the world by tackling projects in bucket-list destinations such as the Cinque Terre in Italy (to restore its stone-walled terraces) and the Galápagos Islands in Ecuador (to participate in sea turtle research and habitat protection). Domestic trips include a week of trail maintenance in Yosemite National Park in Northern California based at a campsite not open to the public and including catered meals ($1,090).

Gardeners will find opportunities like raising organic produce for people in need in Romania with International Volunteer HQ , based in New Zealand ($504 for one week). And those who sew or knit can join a women’s cooperative in Cuba to create and teach islanders to make clothing through Global Volunteers ($2,790 for a week).

Pet shelters often use animal lovers to help with the care and feeding of their residents. At Best Friends Animal Sanctuary in Kanab, Utah, visitors can work with cats, dogs, horses and other orphaned animals (free, though volunteers pay for local accommodations, food and transportation).

Apply your skills

Most service organizations say that no special skills are required. But volunteers with experience in construction, teaching, gardening and child care will find many opportunities to contribute.

Don’t underestimate your abilities. For example, many of Global Volunteer opportunities, including working with Ukrainian refugees in Poland , involve practicing conversational English with foreign language speakers and don’t require the volunteer to know the local language.

Spread the word

Many organizations thrive on word of mouth to carry their message and generate new volunteers.

In Northern Thailand, the sanctuary Elephant Nature Park — which supports rescued elephants and has been internationally recognized for responsible tourism — relies on volunteers to spread its anti-cruelty message. Day tours help fund the operation. Volunteers who stay longer can help with their care. “When they go back home, they are really keen to educate their friends and community,” said Saengduean Chailert, the sanctuary’s founder.

Open Up Your World

Considering a trip, or just some armchair traveling here are some ideas..

52 Places:  Why do we travel? For food, culture, adventure, natural beauty? Our 2024 list has all those elements, and more .

D enver: The city is undergoing a rebirth , with a newly refreshed Union Station and the gradual reopening of the mile-long, pedestrian-friendly 16th Street Mall to go along with views of the snow-capped Front Range.

Amtrak’s Empire Builder Route :  Most people who take the 4,000-mile journey from Chicago to Seattle will just watch the heartland whiz by. Our writer hopped off to explore six places you might otherwise miss .

Provincetown, Mass.:  Located at the tip of Cape Cod, P-town (as locals call it) has overlapping — and sometimes competing — identities : one of America’s oldest art colonies, nature preserve, thriving L.G.B.T.Q. resort and historic Portuguese fishing village.

Lake Como, Italy:  Stars like George Clooney frequent this scenic corner of northern Italy, but you might be surprised by how affordable it can be. Here’s an insider’s guide .

South of France:  Horses, bulls and birds of all types live among the pink marshes of the Camargue, a rugged landscape shaped  by the relentless push and pull of sea and river.

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News Release

Tourism to cuyahoga valley national park contributes $225 million to local economy.

NPS/Ted Toth

Contact: Pamela Barnes , 440-241-5857

BRECKSVILLE, Ohio - A new National Park Service report shows that 2.9 million visitors to Cuyahoga Valley National Park (CVNP) in 2023 spent $139 million in communities near the park. That spending supported 2,136 jobs in the local area and had a cumulative benefit to the local economy of $225 million. 

“I’m so proud that our parks and the stories we tell make a lasting impact on more than 300 million visitors a year,” said National Park Service Director Chuck Sams. “And I’m just as proud to see those visitors making positive impacts of their own, by supporting local economies and jobs in every state in the country.” 

“People come to Cuyahoga Valley National Park to enjoy the 140 miles of trails and green space between the cities of Cleveland and Akron and end up supporting the US and local economies along the way,” said Superintendent Lisa Petit. “We’re proud that Cuyahoga Valley National Park supports 2,136 jobs and generates $225 million in revenue to communities near the park. 

The 2023 visitor spending analysis incorporates newly available survey data for CVNP that was collected as part of NPS socioeconomic monitoring. Previous spending estimates were derived from socioeconomic data from 2015. The updated survey data revealed that more visitors are staying overnight in the local area when coming to CVNP and are spending more money per trip compared to the previous survey. Overall, the 2023 visitor spending estimates more accurately reflect local visitor spending patterns as well as increases in visitation and associated costs. For more information, view the Visitor Spending Effects webpage. 

The National Park Service report, 2023 National Park Visitor Spending Effects, finds that 325.5 million visitors spent $26.4 billion in communities near national parks. This spending supported 415,400 jobs, provided $19.4 billion in labor income and $55.6 billion in economic output to the U.S. economy. The lodging sector had the highest direct contributions with $9.9 billion in economic output and 89,200 jobs. The restaurants received the next greatest direct contributions with $5.2 billion in economic output and 68,600 jobs. 

An interactive tool is available to explore visitor spending, jobs, labor income, and total economic contribution by sector for national, state and local economies. Users can also view year-by-year trend data. The interactive tool and report are available on the NPS website. 

To learn more about national parks in Ohio and how the National Park Service works with Ohio communities to help preserve local history, conserve the environment, and provide outdoor recreation, go to www.nps.gov/ohio .  

About the National Park Service. More than 20,000 National Park Service employees care for America’s 430+ national parks and work with communities across the nation to help preserve local history and create close-to-home recreational opportunities. Learn more at www.nps.gov, and on Facebook, Instagram, Twitter, and YouTube. 

CVNP encompasses over 33,000 acres along the Cuyahoga River between Cleveland and Akron, Ohio. Managed by the National Park Service, CVNP combines cultural, historical, recreational, and natural resources in one setting. For more information, visit us at  www.nps.gov /cuva on  Facebook  , Twitter  or  Instagram , or call 440-717-3890.  

Last updated: August 27, 2024

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