1. First Things First -- Assessment
The tourism industry begins rebuilding itself after hurricane Katrina by starting with a sound assessment. Whether you are a hotel, convention center, or destination marketing organization, you must determine what you can now offer the traveler.

For those nearest this terrible natural disaster, what you can offer now may simply be open lines of communication, referrals, updates, and a pledge to be back in service as soon as possible. Taking care of your tourism customers...when you are unable to be open for business...may mean referring your customers to the most qualified nearby competitor.

For those on the fringe of Katrina's damage, while you may be experiencing an increase in business due to the redirection of refugees and visitors, there may be no better opportunity for building industry partnerships than in the face of adversity. How can you provide temporary employment, housing, office space, or customer fulfillment for industry peers affected by this disaster? What would you need if this disaster struck you and how can you provide that to peers?

2. The Digital Solution - You Still Exist in an Online World, Your Vital Link to Customers
While many adversely affected tourism businesses may be out of operation in the brick-and-mortar world, they can still maintain a strong digital brand, presence, and ongoing communication with their customer base in the online world. Granted, it will take some time for tourism partners in the Katrina-ravaged areas to get back on their feet and ready for business. And, some will be open sooner than others. But, during that time, ongoing communication and referrals are important and the Internet plays a superior and cost effective strategic role.

1. Your Web Site is Open Even When your Doors are Closed. Your web site provides the most excellent platform for communicating with your customers, to advise them of your current status, progress being made, suggestions and referrals. Your web site can be a strategic point for temporarily referring customers to a strategic alliance partner who can service them in your absence. This may be a nearby hotel under your same brand...or a convention center or CVB in another state. You should solidify strategic partnerships (perhaps even with competitors) asking for assistance, providing referrals, perhaps even formalizing a referral fee or reciprocal arrangement for future business.
   
2. You Database and eNewsletter Keep Customer Channels Continually Open
   Your monthly eNewsletter to your customer database may be a little shorter than normal, but it is still a vital ongoing communications channel. Use it to stay in touch with your customers, update them and provide them with alternative suggestions.
   

3. Revised Strategies for the Short Term - Strategic Partners: Taking Care of Customers and Taking Care of Peers

Already the Travel Industry Association of America is spearheading an online Travel Jobs Bank initiative where travel industry businesses can post job openings and those travel industry employees affected by Katrina can post resumes and look for jobs. Other travel industry businesses and communities can formulate strategic alliances and partnerships with those in the affected areas.

Conventions planned for New Orleans will need to be rebooked in other locations and venues. Casino guests who enjoyed Biloxi may start visiting Tunica, Mississippi. Just as consumers are revising their personal strategies for travel, tourism partners need to revise their business strategies to take care of the customer. For some, this will represent an influx of new business, for others, a painful, but temporary sacrifice.

Strategies for both sides of the equation should focus on industry solidarity, cooperation and customer service. Consider "what would my customer want?" Convention & visitor bureaus, hotels, casinos and others must work together to make sure that the needs of the traveler or conventioneer are taken care of and serviced well and that their business can be efficiently returned to the referring market or property once they are functioning again.

Again the short term strategy is "Strategic Partnerships for Taking Care of the Customers and Taking Care of our Peers."

Summary
Much can be done by the Travel Industry to assist its peers affected by this devastating hurricane. Already, food, water and shelter have been forthcoming. Now, relocating jobs and businesses will take center stage. The south, and indeed the entire country, can creatively pull together to absorb the individuals, families, businesses and culture temporarily displaced by this storm. Sure, it will take some time to rebuild, but the South shall rise again.

Posted at 11:15 AM