MEDIA AND

COMMUNICATION
T h e a i m o f th i s to p i c i s to d es c r i be th e r o l e o f th e
med i a a n d c o mmu n i c a ti o n (i n c l u d i n g th e r o l e o f
go v er n men t tr a v el a d v i s o r i es ) i n to u r i s m c r i s i s
s i tu a ti o n s .
I t i d en ti fi es th e i mp o r ta n c e o f th e r o l e o f th e
med i a a n d a s a c o n d u i t o f i n fo r ma ti o n to th e
c o mmu n i ty a n d tra v el ers .
 INTRODUCTION

Disasters are spectacular, action-oriented, dramatic events which routinely

feature human suffering and feats of endurance and bravery.

News will normally be reported as soon as it becomes available, and this is the

case regardless of how inadequate the initial information is, or how uncertain

the source. The advances in modern technology mean that news stories and

pictures can be transmitted around the world within minutes.

 INTRODUCTION

In the case of a tourism crisis, it is essential that local tourism operators only

comment to the media on matters which are within the scope of their

responsibilities and that they do not comment on operational matters which are

the responsibility of emergency services or disaster management agencies.

 INTRODUCTION
All operators will seek to control their communications with the media. This is especially the

case where there has been an event or incident such as:

• An accident or injury while on tour;

• Damage to property or equipment while on tour;

• Close calls/near-misses happening when on tour;

• Loss of company or tour group member while on tour;

• Delays to and/or postponements and/or cancellations of tours of activities; and

• Complaints made to the media by dissatisfied customers/tour group members

 INTRODUCTION
Protocols in this regard will contain:

• Identification of person/s who have organizational approval to deal with the media

• Need to never admit liability or allocate blame in the first instance

• Definition of standard details which may be released to the media such as:

• Dates and times

• Destinations and locations

• Name and type of tour/trip

• Numbers on tour

• Names of carriers
 INTRODUCTION
• Internal requirements for:

• Developing media releases;

• Checking and authorizing media releases;

• Responding to media enquiries.

• Details regarding:

• Types of approved contact with the media; and

• Frequency of media releases.

PATTERNS OF MEDIA REPORTING

In the initial stages, The next focus (maybe The third stage is identifying
the media will report one or two days later) is who is to blame: how did it
the extent and on the human interest happen, who didn’t do what
effects, side, in particular the they should have done to
concentrating on the heroes of the event and stop it or to reduce the
facts of the the hardship suffered by effects? Then how do we stop
situation. the victims. it from happening again?
 MANAGING THE MEDIA

The aim must always be to work with the media, not against them: so the

media should be managed appropriately; cooperation is always preferable to

confrontation; and, most importantly, it must be remembered that the media

is the communication medium from the tourism operator or industry to the wider

community and prospective travelers. The media is a key element in any risk

management strategy for a tourism destination.

GUIDELINES FOR
THE VISITOR
INDUSTRY
 EFFECTIVE BUT OTHER ASPECTS OF
COMMUNICATION BASED TOURISM ALSO NEED TO BE

Risk management ON THE PRINCIPLES OF INVOLVED, ESPECIALLY:

strategies are necessary HONESTY AND • PROMOTION

to HELP RETAIN THE TRANSPARENCY IS • SAFETY AND
CONFIDENCE OF
THE KEY TO
TRAVELERS AND THE SECURITY
SUCCESSFUL CRISIS
TRAVEL INDUSTRY,
• MARKET RESEARCH
and to MINIMIZE THE MANAGEMENT,
IMPACT OF A CRISIS
ON THE DESTINATION.
 A. PUTTING A COMMUNICATION STRATEGY IN
I. BEFORE A PLACE
CRISIS:
B. PROMOTION PLANNING
PREPARING
FOR THE C. REVIEW SECURITY SYSTEMS
WORST D. RESEARCH READINESS
 II.
MI NI MI ZI NG
DA MA G E

The first 24 hours of a crisis are crucial. An ineffective and unprofessional

response can exacerbate the situation, but responsible management of the
crisis can enhance relations with the travel trade and facilitate the
destination’s recovery process.
 II. • Be honest and transparent
MI NI MI ZI NG • Do not impose a news blackout
DA MA G E
• Establish a media center
• Act fast
A.
• Remember the victims
Communica tions
from the frontline • Avoid speculation and categorical reassurances
• Put the crisis into context
• Challenge untrue statements
• Use the media spotlight to highlight positive
aspects
• Place information about the crisis on the website
• Network with other news sources
 II. • Communicate directly with travel trade
MI NI MI ZI NG • Change promotional message to address safety concerns
DA MA G E • Press ahead with promotional events and travel shows
• Seek increases in promotional budgets
B. Ha rd decisions • Initiate financial assistance and/or fiscal measures to
about promotion
support tourism companies
• Set up a hotline
• Monitor what is being done to improve safety and
security
• Coordinate with disaster management agencies to
arrange media access
• Communicate internally
 III.
R ECOVER I NG
VI S I T OR
CONFI DENCE
• Be proactive in communications
• Look for positive news
A. Image building
co m m u n i ca t i o n s • Increase familiarization trips for journalists
• Remember anniversaries
• Anticipate legal actions
• Create your own news outlet on the destination website
 III.
R ECOVER I NG
• Create new niche market products
VI S I T OR
CONFI DENCE • Target experienced and special interest travelers
• Create special price offers
• Quickly shift promotion to most promising markets
B. Flexibility in
• Step up promotion to domestic market
p romotion
• Increase familiarization trips for tour operators and
special events
• Take travel advisories seriously
• Intensify cooperation
 III.
R ECOVER I NG C . S e cu r i t y f o r t he
future
VI S I T OR
CONFI DENCE • Evaluate security procedures
• Push to improve quality of services and facilities

D . U si n g r e se a r ch
e f f e ct i v e l y

• Surveying generating markets on perceptions of your

destination

Cris is G uidelin es for the Touris m In dus try b y

Deb orah Luhman b y UNW TO
 Among the leading sources of information on identifying
risk for the traveling public are Travel Advisories issued by
various governments around the world.
Government travel advisories are clearly attaining a higher
G OVER NMENT profile in the decision making of travelers and travel
T R A VEL
professionals on the suitability of tourism destinations.
A DVI S OR I ES
Consequently, there is a growing need to ensure that the
information and warnings are credible, responsible, and based
on a sober assessment of security risks, and that they are as free
of political or cultural considerations as possible.