Client: Trier Tourismus und Marketing GmbH
Project period: 2020 / 2022 – ongoing
The project in brief
Powerful place branding and destination marketing require financial and human resources. This is where Trier Tourismus und Marketing GmbH relies on our strategic support:
We design a business model for the organization and sustainable financing of Trier Tourismus und Marketing GmbH. The risk analysis of the business areas as a basis for well-founded structural and financial decisions – as well as the derivations for personnel, resources and processes –are elementary.
Define priorities – optimize structures
Which business areas offer potential for Trier Tourismus und Marketing GmbH as a DMO (Destination Marketing Organization)? Which financing models are possible and what do they mean for the organizational model? – Based on these questions, we analyze the existing processes and structures and develop a new, tailor-made business model for the company.
From analysis to strategy – this is how we proceed:
- Risk analysis of the business areas and business activities.
- Comparison of the business areas with the potential on the market – and identification of potential areas for generating additional funds.
- Benchmark comparison with other cities.
- Recommendations on economic potential and fields of action.
- Adaptations to the organizational model to increase efficiency – and recommendations for process optimization.
- Derivation of resource requirements and personnel planning.
The aim is to identify the most future-oriented focal points for Trier Tourismus und Marketing GmbH and to develop a new, optimal organizational and financing structure on this basis.
New business model for Trier Tourismus und Marketing GmbH: development in working groups and workshops
The result: Our recommendations – strategic and concrete
Strategic consulting provides Trier Tourismus und Marketing GmbH with an overview of economically relevant fields of action – including a quantitative assessment of economic potential. We also offer concrete recommendations for resource planning and internal processes as well as for (cross-city) organizational changes and competence centers.
