Attractions in the Caribbean currently suffer from relying on 3rd party marketers, sellers and B2B Destination Management Companies – e.g., Expedia, Viator, hotels, TUI, Amstar and Cruise Lines – to bring visitors to their attractions. Other than these involving high commissions which reduce revenue streams, they still require regular updates and interaction by the attraction and/or tour operators managing said assets.How can these attractions and locations remain competitive while simultaneously generating enough income to remain profitable?Are the 3rd party seller digital marketing tactics relevant and effective in the regions they target? Are they targeting their market correctly?Attractions do not generally control how and where their asset is marketed when affiliated to 3rd party sellers, and very seldom receive any insights from them. Investigating how these eateries manage to stay competitive considering customer facing stores are densely located in metropole areas. With multiple marketplace apps and delivery companies giving consumers access to information from their mobile phones, how are the successful restaurants able to beat out the competition and remain profitable? Furthermore, these eateries need to hold on to customers in order to create lifetime value. Or is it these metropole restaurants succeed because of the frequent access to customers in a densely populated area? I suppose one could include researching the rate of new restaurants opening vs closures due to the hypercompetitive market. Are there different marketing strategies for dining versus quick service restaurants and which would be more relevant to use in the attraction market? Further to this, pricing could be of importance as B2B partners for the attractions may market to different demographics – as an example, low-cost cruise lines vs luxury. These different clientele may have varying expectations when paying the same price for a product.
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