08


Q1 • 2023


COVER STORY


The most unique of all Tauck’s content


platforms might be the Taucker Blog, a collaboration between Tauck brand management and creative team members that gives the brand a home to tell stories and deeply engage with customers. It’s also a place to extend what O’Brien calls the “behind-the- velvet-rope” experiences of a Tauck tour to anyone, even those who don’t go on a Tauck journey. A prime example is a recent blog post from Carolyn Robb, a longtime partner of Tauck who spent 13 years as executive chef to then-Prince Charles and Princess Diana. Robb authored a heartfelt letter after Queen Elizabeth passed, sharing personal accounts and stories of her interactions with the queen. “By collaborating with partners like Carolyn, travel writers like Colin Treadwell, and our own Tauck Directors located throughout the globe, we work hard to surprise and delight our es and st


readers with unique perspectives and stories,” O’Brien sa s. “We want Tauck to become that ed guide of unknown stories and beyond- es that helps someone


O’Brien says. “We want Tauck to become that trusted guide of unknown stories and be ordinary e


O’Brien and the marketing team at Tauck are wise enough to measure the success of their content efforts beyond clicks, likes, and dollars. They understand that their work has long-term value across every part of the funnel, whether driving awareness, leading to sales


their c


daydream about their next travels.” O’Brien and the marketing team at T e wise enough to measure the suc ent eff


s. T erm value acr s of ts be ond clicks, likes, and


y understand that their work has s e ery part of the funnel,


dinary experiences that helps someone eam about their next tr


conversions, or generating more website visits. O’Brien believes wholeheartedly that Tauck’s content efforts led to greater loyalty and retention during the pandemic. “I think a lot of marketers tend to focus on customer conversion, understandably, but there are so many other KPIs that matter when it comes to content marketing,” she says. “The longer shelf life of a blog post or video can deliver returns for years. An emotionally moving brand video can inspire a candidate t interview and ultimately accept that job offer. And as we e


And as we experienced in 2020, content can boost c


, c ent can his belief that in esting back into his busines


globe, we work hard to surprise and delight our s with unique per


ounder Arthur Tauck Sr. was steadfast in his belief that investing back into his business


ast in


O’Brien and the marketing team at Tauck are wise enough to measure the success of their content eff orts beyond clicks, likes, and dollars.


boost company morale and invite others to e to future stories down the r


y morale and in e others t


contribute to future stories down the road.” Founder Arthur Tauck Sr. was st


ving brand video can inspire a candidate to w and ultimately ac ept that job off ed in 20


would improve the experience for customers, driving repeat business and creating evangelists for the brand. Today, word of mouth is still a huge business catalyst for Tauck, and social media amplifies its effect. In a world of “travel influencers” and “professional travelers,” O’Brien and the customer service team at Tauck recognize that their existing customers can reach thousands of other potential customers with a recommendation or an Instagram post. “Our existing customers are already


influencers themselves and, truly, the best marketing we could ever ask for,” she says. “In 1925, a satisfied guest might have told his immediate family and 5 or 10 friends about a great Tauck trip. Nearly 100 years later, a single happy guest can easily reach thousands of other potential customers with their recommendations.” Despite all their digital marketing prowess, direct mail still plays an important role in Tauck’s marketing mix. O’Brien says that “there is staying power with print” and that Tauck’s oprietary database of names is a ne omer acquisition engine that the br


ect mail still pla s an important role in s marketing mix. O’Brien sa s that “


is staying po er with print” and that T proprietary database of names is a new- customer acquisition engine that the brand relies heavily upon. Committing to a high-price acation like a Tauck tour is normally not a hastily made choice. The decision funnel is en length , taking months or e en y a brand to establish cr


y in the mind of a and a multi-touchpoint str


elies heavily upon. Committing to a high-pric vacation like a Tauck tour is normally not a hastily made choice. The decision funnel is often lengthy, taking months or even years fors f a brand to establish credibility in the mind of a consumer,, and a multi-touchpoint strategy— direct mail plus digital—helps Tauck remain on a prospect’s radar over a prolonged time period.


“Particularly at the ‘inspiration’ stage of a decision-making process, brochures and direct mail help build awareness as well as provide ideas on where to go and cement why seeing that destination with our company is different and/or better,” O’Brien explains. “Our customers appreciate being able to hold something in their hands, and in an increasingly digital age, if we do our jobs well, those direct mail pieces break through the clutter.”


To keep up with the ever-changing


advertising landscape, Tauck’s marketing team is constantly testing and learning, which will be


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