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The Washington, DC Response & Recovery from the 9/11 Attacks

The Washington, DC Response & Recovery from the 9/11 Attacks. International Destination Risk Management Conference Presented by Bogazici University & The George Washington University June 7, 2004. Dr. Douglas Frechtling , Professor of Tourism Studies.

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The Washington, DC Response & Recovery from the 9/11 Attacks

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  1. The Washington, DC Response & Recovery from the 9/11 Attacks International Destination Risk Management Conference Presented by Bogazici University & The George Washington University June 7, 2004

  2. Dr. Douglas Frechtling,Professor of Tourism Studies Department of Tourism & Hospitality Mgmt. School of Business

  3. September 11, 2001: The Setting Sources: Washington Convention and Tourism Corporation, Smith Travel Research

  4. September 11, 2001: The Catastrophe Airliner crashes into the Pentagon building near the heart of the city, after two struck the World Trade Center Towers in New York City

  5. Impact on visitors to the Washington, DC area and its tourism industries • Hotel visitors dropped 400,000 September - November • Downtown hotel room revenue fell 65% for these 3 months • Nearest major airport closed for 3 weeks • Major attractions closed for up to 5 months • Tourism job losses reached 27,000

  6. The Destination Response • Coordinated Response • Reopening Tourist Venues • Promoting Business Travel • Progressive Marketing Campaign

  7. A. Coordinated Response Led by Washington, DC Convention and Tourism Corporation (WCTC) Joined by other regional economic development organizations and industry associations • Identified needs • Provided hospitality to victims & families • Pressured government to extend relief

  8. B. Reopening Tourist Venues • Pressured government to re-open Reagan National Airport • Persuaded major public attractions to reopen

  9. C. Promoting Business Travel • Asked government agencies to declare DC safe for meetings • Contacted hundreds of convention clients • Urged embassy officials abroad to communicate actual status • Did not seek financial bailout from government

  10. D. Progressive Marketing Campaign • Raised $3.37 million for advertising and public relations • Supplemented by private industry efforts • Focused first on local markets

  11. Bus/Underground Banner

  12. D. Progressive Marketing Campaign • Launched national campaign: “Come, Be Inspired!”

  13. WCTC Website: www.washington.org

  14. D. Progressive Marketing Campaign • Initiated public relations campaign to develop positive stories • Sensitive to audience’s willingness to hear messages

  15. The Results • Hotels lost nearly $300 million compared to year-earlier levels, with half of loss concentrated in Sept.-Nov. 2001 • Hotel demand returned to near-normal levels by Spring 2002 • Overnight visitor volume grew 7% in 2002 • Metro area employment posted exceptional growth

  16. Contrasting Recoveries In Year Following 9/11

  17. The George Washington University Role • Analyzed impacts • Developed real time visitor estimates • Benchmarked against competitors • Projected magnitude of potential losses • Planning for future catastrophes • Documented crisis recovery model

  18. Destination Crisis Recovery Model Crisis or catastrophe Restore Internal Order Crisis Plan Extraordinary Marketing Campaign External Emergency Response Destination Management Organization When customers are ready to return Once order is restored External reassurance to customers Coordinate stakeholder activities Source: Stafford, Yu & Armoo (2002)

  19. Special thanks are due the Washington, DC Convention and Tourism Corporationand Smith Travel Research

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