Agenda 10/11/2016 Item #16F3 16.F.3
10/11/2016
EXECUTIVE SUMMARY
Recommendation to approve the Fiscal Year 2016-17 Strategic Marketing Plan for the Naples,
Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this item
promotes tourism.
OBJECTIVE: Approve the strategic marketing plan for the destination for FY 17 commencing October
1, 2016.
CONSIDERATIONS: During 2016, the CVB conducted meetings with its marketing partners at
quarterly Advisory Roundtables where numerous elements of our destination marketing efforts were
discussed. Additional input was gained at our day-long strategic retreat on June 29,2016 attended by over
80 tourism industry partners; monthly face to face meetings with hotel sales and marketing managers and
PR representatives. The CVB also created and rolled out in 2015-16 co-op marketing program featuring
special cost saving opportunities to our tourism partners in shared advertising and trade show attendance
that results in continual feedback from participating partners.
The TDC reviewed a preliminary review of the FY 17 Marketing Plan at the August TDC meeting. Input
from that meeting was added to the plan and the final draft plan was presented again to the TDC on
September 26, 2016. A few minor wording changes were suggested by the TDC and those changes have
been incorporated into the final plan which represents a one year marketing plan to promote the
destination, and a three year longer range plan to meet our destination marketing objectives in the future.
The resulting FY 17 Strategic Marketing plan is now presented to the BCC for final approval.
Each BCC member has been provided a printed copy and a link to the FY 17 Marketing Plan for review.
The plan includes all aspects of the CVB's initiatives to market Collier County worldwide as a tourism
destination of choice for group meetings, sports events and leisure vacations in 2016-2017. Following
BCC approval,the plan will be posted on our website for use by our Collier tourism industry partners.
The plan includes Goals, Objectives, Situation Analysis, Strategies, Implementation details, and detailed
planned expenditures for each marketing discipline in the Tourism Division Budget for FY 17. Those
planned expenditures include Administrative Costs, Marketing and Advertising, Public Relations and
Communications, Group and Leisure Sales, Sports Marketing, Film and Entertainment, International
representation in the UK,Europe and Brazil,Marketing Grants and Museum Grants.
FISCAL IMPACT: The destination marketing budget to support this strategic marketing plan is $5.0
million in paid advertising and promotion plus Contracted Services,Promotions,and Administrative costs
totaling an additional $5.9 million. These expenditures are funded by the Category "B", Tourism
Promotion, portion of Collier County Tourist Development Tax revenue. The approved Tourism
Promotion budgets are in TDC Funds(184)and(194).
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to
this action.
LEGAL CONSIDERATION: This item has been approved as to form and legality and requires
majority vote for approval. -CMG
ADVISORY BOARD RECOMMENDATION: The Tourist Development Council unanimously (9-0)
recommended approval of the Fiscal Year 2016-17 Strategic Marketing Plan with a finding that this
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16.F.3
10/11/2016
action promotes tourism.
RECOMMENDATION: To approve of the Fiscal Year 2016-17 Strategic Marketing Plan for the
Naples,Marco Island,Everglades Convention&Visitors Bureau(CVB) and make a finding that this item
promotes tourism.
SUBMITTED BY: Jack Wert,Tourism Director
ATTACHMENT(S)
1. [Linked] Marketing Plan 2017 Final-BCC (PDF)
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16.F.3
10/11/2016
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.F.3
Item Summary: Recommendation to approve the Fiscal Year 2016-17 Strategic Marketing Plan
for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that
this item promotes tourism
Meeting Date: 10/11/2016
Prepared by:
Title: Tourist Development Tax Coordinator—Tourism
Name: Kelly Green
09/29/2016 9:42 AM
Submitted by:
Title:Division Director-Tourism—Tourism
Name: Jack Wert
09/29/2016 9:42 AM
Approved By:
Review:
County Attorneys Office Colleen Greene Level 2 Attorney Review Completed 09/29/2016 9:55 AM
Tourism Jack Wert Level 1 Sim.Reviewer 1-8 Completed 09/29/2016 10:57 AM
Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 09/29/2016 3:44 PM
County Attorneys Office Jeffrey A.Klatzkow Level 3 County Attorney's Office Review Completed 09/29/2016 4:56 PM
Budget and Management Office Ed Finn Level 3 OMB 1st Reviewer 1-4 Completed 09/30/2016 4:46 PM
County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 10/03/2016 10:58 PM
Board of County Commissioners MaryJo Brock Meeting Pending 10/11/2016 9:00 AM
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TABLE OF CONTENTS
STRATEGIC PLAN FOR THE DESTINATION 2017-2020 4
Introduction
Mission, Vision, Values
Serving The Customer
Long Term Goals
Long Term Objectives
Challenges to Running The Business
DESTINATION MARKETING PLAN 2016-2017 15
Market Intelligence
Results for 2015
Results for 2016 YTD
Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis
Leisure Market Trends
Group Market Trends
PR & Communications Trends
Digital & Social Media Trends
Competitive Analysis
Destination Goals 38
Destination Objectives
Destination Target Markets 39
Geographic
Demographic
Psychographic/Activity
Destination Brand Strategy 42
Destination Creative Strategy 43
Destination Media Strategies & Targets 47
Media Schedule 50
Measuring Results 51
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Group Sales & State Association Marketing Plan 2017 53
Sales Plan
Trade Show Plan
Implementation Schedules
Leisure & Travel Trade Sales Plan 65
Sales Plan
Trade Show Plan
Implementation Schedules
PR & Communications Plan 72
National and Local PR Plan
Digital/Social Media Plan
Implementation Schedules & Calendars
Sports Marketing Plan 95
Sports Plan
Implementation Schedules
Paradise Coast Film Office Marketing Plan 100
International Representation Offices
UK/Ireland Plan & Implementation Schedules- Ommac Ltd. 105
European Plan & Implementation Schedules- Diamonde 117
Brazil/Latin America Plan & Implementation Schedules- AVIAREPS 132
Arts, Culture & Heritage Plan 139
Air Service Marketing Support Plan 140
Crisis Communication Plan 142
Budgets - 2016-2017 185
Paid Advertising, Digital & Production Budget
CVB Budgets by Function
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STRATEGIC PLAN 2017-2020
INTRODUCTION
The long range plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) is a
three-year look at where we feel our destination needs to be. Each year we drop the immediate past
year and add a new year to the three year span. This plan covers the years 2017-2020. A detailed
one- year plan Marketing Plan for 2016-17 is shown in the balance of this document.
The Three year Strategic Plan outlines our long range destination goals and major initiatives through
2020. The FY 17 Marketing Plan explains, in greater detail, the strategies and tactics we will use in
order to increase both leisure, group and sports travel over the coming year. The FY 17 Marketing Plan
is designed to be flexible to react to changes in the fast-paced, ever changing tourism industry.
The FY 16-17 Marketing Plan will be available to our tourism partners on a flash drive or to download
from our tourism website. We encourage our hotels, attractions, shopping venues, restaurants and
other tourism-related businesses to use our brand elements in their marketing efforts. This will help us
to extend the Paradise Coast brand message much further.
We encourage our partners to contact any of our CVB staff with questions or suggestions:
Debi DeBenedetto, Group Sales Manager; 239-252-2379; debide@colliergov.net
Claudia Cianfero, Leisure, Tour & Travel Sales 239-239-252-5879; claudiacianfero@colliergov.net
Michelle Pirre, Sales Assistant; 239-252-5380; michellepirrre@colliergov.net
JoNell Modys, Public Relations and Communications Mgr. 239-252-2425; jonellmodys@colliergov.net
Buzzy Ford, Digital/Social Media; 239-252-2383; buzzyford@colliergov.net
Michael Obyc, Sr. Sports Marketing Manager; 239-252-6293; michaelobyc@colliergov.net
Maggie McCarty, Film and Entertainment; 239-659-3456; Maggie mccarty@colliergov.net
Pete Zepeda, Film Asst.; 239-206-0617; petezepeda@colliergov.net
Kelly Green, Tourist Tax Coordinator; 239-252-2384; kellygreen@colliergov.net
Tina Moon, Fiscal Tech; 239-252-6292; tinamoon@colliergov.net
Jack Wert, Executive Director; 239-252-2402; jackwert@colliergov.net
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INTRODUCTION
This strategic long-term plan is the Naples, Marco Island, Everglades Convention & Visitors Bureau
(CVB) roadmap to guide our organization and our marketing efforts for the next three years. The
integral parts of this plan include long-range goals, objectives and strategies and a one year marketing
plan.
The CVB is staffed and operated by the Collier County Tourism Division and is responsible for the
promotion of the entire County as a destination of choice for visitors worldwide. We advertise, promote
and attend trade shows to showcase our destination to new and repeat visitors. We represent all hotels,
attractions, restaurants and shopping venues in Naples, Marco Island, Everglades City and the western
portion of the Everglades.
We administer the operation of the Board of County Commission (BCC) appointed Tourist Development
Council (TDC), a nine-member board that advises the BCC on the expenditures of the local option
tourist development tax.
Although we do not administer the operation of the BCC appointed Coastal Advisory Committee (CAC),
a nine-member committee, we do coordinate the CAC recommendations to the Tourist Development
Council on the expenditure of the beach and inlet projects funded by the tourist development tax.
We represent Collier County’s tourism interests in the community through partnerships with the area
Chambers of Commerce, Office of Business &Economic Development, Airport Authorities, United Arts
Council, Collier County Sports Council, Naples Business Improvement District, Third Street South
Association, County, State and National Parks and Preserves, and the Collier County Museums.
We create and distribute paid advertising, printed materials, public relations, and promotional items to
the traveling public, news media, and tourism industry professionals such as tour operators, travel
agents, meeting planners, group tour operators and group leaders.
We partner with all aspects of the local tourism industry in co-operative advertising, trade show
attendance and the news industry. We also work with regional partners to promote specific aspects of a
Southwest Florida vacation, holiday or meeting such as golf, ecotourism, education and airline service.
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Assets and Resources
Collier County is blessed with vast natural resources that offer visitors and residents alike some very
unique recreation experiences. We do not have a dedicated large box meeting facility. We have
conference and meeting space in several area hotels to accommodate up to about 2,500 attendees.
We are the western entry to the world-famous Everglades, which offer visitors some excellent ways to
enjoy nature, view wildlife and relax.
Long-Term Challenges Facing our Destination 2017- 2020
1. We are in one of the most volatile and dynamic eras in our history. Destination Marketing
Organizations like ours are facing a constantly evolving marketplace.
2. Consumer confidence is still lagging and although vacation and group meeting travel has
improved, it is very vulnerable to economic downturns, political and civil disturbances, weather
challenges, disease outbreaks and terrorism threats.
3. The US Travel Association forecasts domestic person trips will increase 1.8% in 2017 and 4.7%
in 2018. Total travel expenditures are expected to grow at 3% per year through 2018.
4. The competition for funding, visitors and share of mind is constantly escalating. The majority of
our competing destinations spend 50% or more of their tourist tax revenue on destination
marketing, while Collier spends 45%.
5. We must constantly predict where our potential customers will be and how best to reach them
among all the clutter in the media marketplace.
6. Natural disasters such as hurricanes, red tide, oil spills and wildfires can discourage visitors to
return to our destination. This could reduce our funding source for more aggressive advertising
and promotion of our destination.
7. Recent moves by the State of Florida and the Federal Government to limit or eliminate the
matching funds programs for beach and coastal renourishment continue to limit our ability to
obtain reimbursements from these agencies – and will put more pressure on funding sources.
8. Non-tourism marketing funding requests threaten to further reduce our promotional funds to
sustain the visitation we currently enjoy.
9. Continued thinking that tourism is a negative to the quality of life in Collier County diverts our
staff time and resources to overcome these misconceptions.
10. Homeland Security Administration’s approaches to the Visa Waiver Program and Passport
policy changes are a potential threat to our international visitor levels. As it becomes more
difficult to travel to the US, these visitors will choose other less restrictive destinations.
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11. Workforce issues are a constant challenge to our tourism industry. The lack of skilled labor,
affordable housing, public transportation and a high cost of living is a constant challenge to our
hotels and other private sector tourism businesses to find quality employees.
CVB and Collier County Guiding Principles
The following are the principles under which Collier County operates. Our tourism promotion division is
dedicated to upholding these important qualities:
Honesty & Integrity
Service
Accountability
Quality
Respect
Knowledge
Stewardship
Collaboration
Teamwork
MISSION, VISION, VALUES
Mission Statement
The Mission Statement for the Naples, Marco Island, and Everglades CVB is:
To promote year-round distinctive, world-class vacation and group meeting experiences, which
result in positive economic growth and stability for Collier County.
Vision Statement
The Vision Statement for the CVB is:
To be recognized as the most desirable year-round tourism destination in
the world.
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Values
We ascribe to Collier County’s Value/Guiding Principles as a division and as the official Destination
Marketing Organization for Collier County.
Brand Statement
Our area will be known as:
“Naples, Marco Island and the Everglades, Florida’s Paradise Coast”
Brand Promise
The promise to our visitors is embodied in the phrase:
“Discover Your Paradise”
This statement encourages our visitors to “Picture yourself in your vision of Paradise”
Our Commitment
We are dedicated to supporting the goals and objectives of Collier County and to bring economic vitality
to the area. By attracting visitors to our area, we can encourage them to spend their dollars in our area
businesses. By targeting visitation year-round, we support year-round employment and level out the
peaks and valleys in the business cycle in Collier County.
SERVING THE CUSTOMER
Customer Profile
The typical visitor to our area is between the ages of 35-54, married with children at home with an
annual household income of over $150,000.
Services Provided:
The Naples, Marco Island, Everglades CVB serves as the marketing arm of Collier County for attracting
new and repeat visitors to our area year-round. We use a variety of tools to market the destination
including paid advertising, digital media, public relations, promotional materials, attendance at trade
shows, direct marketing, social media and direct sales.
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Key Customers:
Potential Visitors:
o Leisure Travelers
o Group Meeting Attendees
o Business and Corporate Travelers
o Sports Event Organizers and Participants
o Niche Activities such as fishing, bird watching, wedding and reunion attendees
Collier County, Municipal, State and National elected officials
Strategic Marketing partners, vendors and suppliers
Collier Tourism industry
Travel Influencers
o Journalists/writers/bloggers
o Meeting planners and Corporate CEO’s
o Third party meeting planners
o Group hotel sales persons
o Travel publishers
o Travel Agents; Tour Operators; Receptive Operators
o Sports and special event promoters
o Film location scouts
VISIT FLORIDA
MANAGING FINANCIAL RESOURCES
Tourism Development in Collier County and all of the operation and promotion done by the CVB is
totally funded by a 4 % county-wide tourist development tax. This tax was approved by voter
referendum in 1992 and is governed by Florida Statute 125.0104 and Collier County Ordinance 2005-
43 as amended. No other public dollars are used to promote the destination or administer the CVB or
the Tourism Department.
Using qualitative and quantitative research, we have developed the long range Strategic Plan for
marketing the Collier County as a visitor destination using the tourist development tax revenue derived
from short-term stays in paid lodging and other accommodations of six months or less.
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The annual budget cycle begins in January and ends with the adoption of the entire County budget in
September. Our fiscal year runs October 1-September 30. The Tourism Division prepares the budget
for review by the County Manager in May. The County Commission reviews the proposed budget in
June.
The CVB budget for FY 17 is a part of this Strategic Plan. Each department within the CVB has a
section of both the annual marketing plan and the annual tourism budget with specific expenditures tied
to our strategic goals and marketing objectives. Dollars are budgeted to each department’s strategies
and there are line items in the budget for each of our major marketing disciplines.
The Tourism Division staff monitors the entire CVB budget and audits each Purchase Order and invoice
before submittal to the County Finance Department.
The Clerk of the Circuit Court’s Finance Department audits each item submitted before authorizing
payment. They also perform an annual audit for compliance with County Ordinances and conduct
unannounced spot audits when warranted.
STRATEGIC LONG-TERM GOALS -2017-2020
Provide tourism industry leadership to ensure the destination remains competitive
Maintain the status as the trusted source for travel information and planning services about
Naples, Marco Island and the western part of the Everglades
Maintain and grow the market share of Florida visitors to the Paradise Coast of Naples, Marco
Island and the Everglades
Utilize the resources of the CVB to their highest and best use
Continue to build the trust and engagement of our local and regional tourism partners
Support and implement year-round destination marketing to level out the seasonality in visitation
to our area
Design destination marketing strategies that encourage our tourism partners to want to
participate in those strategies and support our destination brand in their own advertising and
marketing efforts.
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STRATEGIC LONG-TERM OBJECTIVES
Increase the percentage of group meeting attendee visitors to exceed 40% of total visitation by
calendar year-end 2018
Grow the return on investment of visitor spending from each dollar of advertising invested by
$10 each year to reach $125 by the end of 2017
Grow our visitor satisfaction level to 97% by the end of 2017
Grow the economic impact to our community from visitor expenditures by 5% per year
Grow the number of annual visitors by 3% per year through 2018 and 5% through 2020
Grow the number of hotel room nights consumed by 3% per year through 2020
CHALLENGES TO RUNNING THE BUSINESS
Internal & External Dynamics
1. Weather and other natural occurring situations discourage visitors from choosing our area.
Once lost to other destinations, it is very difficult and expensive to lure those visitors back.
2. Qualitative and quantitative research continues to confirm that the branding of our destination as
Florida’s Paradise Coast and the amplifying line of “Discover Your Paradise” is the correct
positioning.
3. Through qualitative research, it is continually confirmed that our print adverting and broadcast
executions deliver the correct message and are appropriate for the destination.
4. Tourism in Collier County contributes a positive economic impact and provides a tax savings to
each resident of nearly $1,000 in 2015. Continuing this growing savings will be challenging with
economic conditions slowing.
5. Our full-time contracted International representation in the UK, Europe and Brazil has enhanced
our efforts to reach potential international visitors and travel trade. However, limited funding for
International marketing and continually changing foreign exchange rates will challenge future
visitation.
6. Real time booking of accommodations on our web site has proven very successful in luring
more visitors. This technology is constantly evolving and annual updates are necessary to
implement in order for our destination to remain competitive.
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Employee Requirements:
1. As revenue and additional visitation rise due to positive results of our destination marketing
efforts, we must be able to add full and part time staff to support our sales, public relations,
sports and administrative help to support those new staff members.
2. We must keep our salary and benefits competitive with the tourism industry organizations we
compete with. We do not compete with other government agencies for tourism industry talent,
so we must compare our salaries and benefits with the private sector.
3. We need to reclassify our tourism staff into job titles that fit their daily work. Putting them into
classifications that are county wide is a disservice to these marketing professionals.
4. Incentive pay for sales staff for meeting or exceeding goals must be considered.
5. Outsourcing of certain sales, PR and other marketing tasks must be expanded to achieve our
mission.
6. Our Tourism Division needs to create a Deputy Director position to share some of the
administrative duties when the Director is traveling to trade shows and conferences.
Technology Factors
1. A new data base management program has been added, but we do not have the staff time to
adequately use it to its full potential.
2. We have ongoing challenges with our County IT Department to adequately support our
communications needs both in our offices and traveling to meet with travel influencers
worldwide.
Growth/Seasonal Factors
1. The high season for tourism is mid January- Easter each year. However, the vacation and
meeting planning process has changed in the past three years. Currently for spring, summer
and fall vacations, planning begins in November and runs through early spring. We need to
promote low season during the high season months.
2. We have now filled in the excess hotel room capacity that the destination experienced in the
early 2000’s. Occupancy ranges on average near 80% annually, leaving an excellent
opportunity to grow occupancy in the future.
3. Older hotels will continue to close and be replaced by condominiums that will probably be
resident-only developments and tourist tax revenue could be negatively impacted.
4. Continuing coastal development will restrict public access to our beaches and eventually
discourage visitors to come to this destination.
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Legislative/Regulatory Factors
1. 2017 will again see a number of state legislator changes with limited experience dealing with the
challenges of the tourism industry. This intensifies the need to educate these legislators on the
importance of tourism to our state economy.
2. The annual 60 day legislative session will pose new threats to our dedicated funding source as
politicians look to non-traditional funds for general revenue needs. This could seriously reduce
the amounts of money available for tourism promotion.
3. Increased Federal regulations on Visas and Passports will negatively affect our international
visitation.
4. Internet bookers of travel (OTA’s) continue to under pay the tourist tax or sales tax on hotel
accommodations to tax collectors. They are hiding the actual amount of the room sale in “fees”
and commissions. We estimate that $800,000 per year is lost to Collier County from these
practices. The Florida Legislature and the Governor are currently not supportive of enforcing the
requirement for these third-party bookers to collect and pay the taxes on the full cost of the hotel
room.
5. Offshore drilling sites too close to Florida’s Gulf Coast continue to be discussed at the State and
Federal level and could seriously impact visitation if a spill occurs.
6. Increased funding for Visit Florida is an ongoing top priority for our CVB and for all tourist
bureaus in Florida. We support the coalition to lobby legislators to increase that funding to $120
million for 2017.
BEST PRACTICES OF OTHER TOURISM DESTINATIONS
1. Most Florida coastal destinations use 50% or more of their tourist tax to promote and administer
tourism marketing in their area. Collier County uses 45% of the tax for this purpose. This puts
our destination in a disadvantage to compete with other Florida coastal areas to attract visitors.
2. Most Florida coastal destinations fund only a portion of their beach and coastal renourishment
projects from local tourist development tax funds. They rely heavily on State and Federal
matching funds and local special taxing districts. We have traditionally used our local tourism
funds to pay for all or most of the cost. This situation may improve if we are approved for future
reimbursements from Florida DEP and from FEMA.
3. Most Florida coastal areas do not use local tourist tax to fund beach park facilities capital and
major maintenance projects as we do in Collier County.
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4. Most Florida tourist destinations fund the operation of their County-owned museums from
General Revenue, not tourist development taxes, so that the tourist tax can be used for
promotion of their destination.
5. The majority of Florida counties support private sector museums through capital or marketing
grants using both General Revenue and tourist tax funds.
6. The majority of museums in Florida, both County-owned and privately funded, charge admission
to their facilities.
7. Many communities seek State and Federal certification for their Scenic Byways and Scenic
Highways. These designations are a great help in calling attention to an area as one to visit and
explore. After a many year struggle, the Tamiami Trail was so designated. However, the Collier
County MPO voted to de-certify the Tamiami Trail from these designations.
BUILDING THE TEAM
Workforce Profile
In the foreseeable future, we will see people within the tourism industry staying in their current
positions, making it difficult to find new staff as our needs increase. Attracting people to live and work in
Collier County will also be a challenge. We will also foresee a staffing challenge in our hotels,
restaurants, and retail and attraction businesses. Quality of service and in turn quality of the visitor
experience will be challenged.
Improvement Opportunities
Given the strengths that Collier County has for tourism offerings, we feel confident that the marketing
and advertising plans for the three years outlined in this plan will adequately achieve the objectives set
forth. We will see continued growth of tourism in this area and will see new hotel development as
lending sources become more interested in this type of development.
The completion of the I-75 widening project makes our area more accessible to northern visitors
arriving by auto. Future runway and terminal expansion of the Southwest Florida International Airport
(RSW) will bring new air carriers and new arrivals to our area.
Competition will be our number one challenge for the future. Many destinations outspend us in
marketing. Destinations that were not a threat in the past are attracting away our past visitors. We truly
compete with beach destinations worldwide.
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DESTINATION MARKETING PLAN FY16-17
MARKET INTELLIGENCE
WEATHER
Collier County gets some of the most beautiful weather in the country. On average, there are 264 sunny
days per year in Collier County. The July high is around 93 degrees. The January low is 53. The
comfort index, which is based on humidity during the hot months, is a 30 out of 100, where higher is
more comfortable. The US average on the comfort index is 44.
MONTH AV. HIGH° F AV. LOW° F AV. HIGH° C AV. LOW° C
January 76 53 24 12
February 78 55 25 13
March 80 58 27 15
April 84 62 29 17
May 89 68 32 20
June 91 73 33 23
July 93 74 34 23
August 93 74 34 23
September 92 74 33 23
October 88 69 31 20
November 83 62 28 17
December 78 56 25 13
Yearly Average 85 65 30 18
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DESTINATION RESULTS FOR 2015
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RESULTS FOR 2016 JANUARY TO JULY 2016
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S.W.O.T. ANALYSIS
STRENGTH, WEAKNESSES, OPPORTUNITIES, THREATS FOR OUR DESTINATION
STRENGTHS:
Slower paced, get away place offers a very different vacation environment from other Florida
destinations.
Thirty miles of white sand beaches
Unique, locally owned, one-of-a-kind shopping and dining experiences
International Airport with direct service to and from 40 domestic and five international markets
with capacity to expand service and frequency
A strong part of the Florida Brand in both International and domestic travel preference
Dedicated, renewable funding source (Tourist Development Tax)
Year-round employment opportunities supported by increased visitor spending
Strong brand recognition with community and our target markets
High quality and variety of accommodations to meet needs of our visitors
Strong variety of quality shopping and dining options
Strong community support for new or expanded sports facilities
Fully Accredited DMO by Destination Marketing Intl. Accreditation Program
New Artificial Reef offers new fishing and diving opportunities
Our community has a low Crime Rate
Our County is nearly 80% in preserved land offering our visitors and residents green space,
community, neighborhood and regional parks and numerous public spaces
Easy access to I-75, US 41 and other major roadways
Close to other Florida destinations such as Miami, Fort Lauderdale, Palm Beach, Orlando,
Sarasota making day trips easy for visitors
WEAKNESSES:
Higher than average airfares into Southwest Florida International Airport (RSW)
Limited direct flights limits our access to potential visitors, especially from the West Coast of the
US
Higher than average transportation cost from RSW
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Some travelers are discouraged from traveling here due to higher than average rates for
accommodations in high season.
Area continues to have the perception of a retirement community with limited activity for families
Limited entertainment and nightlife options
Limited public transportation from nighttime activities to hotels
Limited Wi-Fi coverage in public areas to inform visitors and residents of activities
Traffic in highs season is perceived as a negative to visitors
OPPORTUNITIES:
New direct commercial air service to RSW and Naples will make us more accessible to visitors
Local transportation providers are showing interest in expanding affordable airport
transportation
Growth of group meeting business encourages resort and hotel expansion and enhancement
New hotel developments in Downtown Naples are attracting more development in that area.
Ongoing Community Relations/Advocacy program will enable us to deliver the correct tourism
message to government and residents alike
An expanded CVB staff will enable CVB to meet the growing demand for services to support
visitors, media and meeting planners.
Expanded event promotion will attract more visitors in the shoulder periods
THREATS:
Natural and man-made disasters can discourage new and repeat visitation
Water pollution algae blooms, land run off can have a very negative impact on our estuaries and
visitation.
Epidemics and threats of disease are a continuing challenge to continue to grow visitation.
Homeland Security mandates are discouraging International visitation
Recent terror incidents in Florida, other states in the US and in Europe can discourage travel to
these areas.
Internet booking of hotels limits our potential tourist tax revenue
International currency exchange rate fluctuations affect future visitation
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LEISURE MARKET TRAVEL SITUATION & TRENDS
Domestic travelers are still our strongest feeder market, followed by UK and Germany. The
Northeast and Midwest US continue to be our strongest feeder markets between January and
Easter and Florida in the spring and summer months.
The trend continues towards more active vacations, adventure travel and foodies. Visitors are
looking for unique and educational experiences.
Recent occurrences played up big by the media have dampened Florida as a destination as a
whole. We are implementing remedial marketing and PR efforts to counteract that negative
situation.
Smith Travel Research Market Study 2015
o Room Demand nationally has passed GDP which could begin to reduce demand in
coming years
o Demand is now outpacing Hotel Supply
o Transient is beginning to lose share to Group business
o New supply is in the pipeline
Miami has 2800 new rooms under construction
67% of new supply is Upscale and Upper Up Scale product
o RevPAR will see growth for next 4 years
o AirBnB is penetrating second tier markets.
39% of travelers indicate they only travel using AirBnB accommodations
2015 Monitor Study Indicates:
o Consumers worried about enough money to feed family
o Worried about Job security
o 80 million millennials in US. $200 million market.
Travelers in the US are only taking about 50% of their paid time off. This is called the “Travel
Effect” and suggests a campaign to encourage travelers to take that time off in our destination.
44% of Baby Boomers use travel service websites to research and book travel
39% of Millennials use On Line Travel sites to research and book travel
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GROUP MEETINGS MARKET SITUATION & TRENDS
Group market sales are somewhat soft – mostly due to the change in market from a “planner
buyer’s market” to” supplier seller’s market”.
Rates have increased, F&B increased and planners, even high end group planners, are seeking
more economical destinations as their budgets have not increased with the market demand.
Hotel inventory, increased costs of F&B and other hotel expenses have driven rates up. This is
also resulted in some lost business, which is somewhat out of the CVB’s control.
Hotel inventory and meeting space is down, compared to past years. While we brought on two
new hotels (Seminole Casino Hotel 2015 and Hyatt House in March 2016), the Seminole Hotel
is primarily used for their Casino Players Club and is not a requested meeting/group hotel. Hyatt
House is an extended stay property with some meeting space.
The Marriott Marco Island Beach Resort major renovation has had a negative impact on our
visitation and room night statistics.
Hilton Naples had had limited inventory due to renovations for much of this summer. And, the
Naples Beach Hotel & Golf Club had balconies renovations with rooms blocked out for late
summer/fall of 2015/16 fiscal and the golf course is closed for months undergoing extensive
renovations summer/fall of 2016.
Competitive DMO’s in Miami, Ft. Lauderdale, West Palm, Orlando, Tampa, and St. Pete all
have seen dramatic new hotel development resulting in huge increases in room and meeting
space inventory. These new resorts can potentially pull business away from our market and
keep the rates very competitive.
Once the renovation projects are complete and these properties back open at full strength we
will quickly regain our group meeting strength. We will continue to feel the Marriott closure
impact well into 2017
Mobile apps continue to emerge such as Poken and other interactive apps that encourage
networking. We will consider this trend to help educate the hotels to use these apps and offer
them to planners
Planners are seeking more ways to engage their attendees and to maximize the networking
opportunities. We need to continue to brainstorm with our hotels to work with planners to
accomplish this emerging trend.
Free Meeting space may be a thing of the past and meeting room rental is no longer being
offered at no cost.
30
Hotel Rates will rise, but not at the rate seen in the last three years.
There is a growing trend for Executive board meetings, which seems a perfect fit for our
destination.
PUBLIC RELATIONS & COMMUNICATIONS SITUATION & TRENDS
Trends on the Media Landscape
Digital Evolution – All media are moving deeper into digital and away from traditional print.
Social media also is playing an increasingly large role in media coverage. It’s where journalists
mine for content and build relationships with sources. Outlets are looking for high performing
social content that they can share on their platforms, such as Instagram events, Periscope and
Facebook Live opportunities.
Multimedia – The top trend now is the evolution of the multimedia journalist and
correspondingly, the multimedia publicist. Journalists are using and seeking assets like images,
video, GIF’s, 360-degree video and info-graphics to tell their story across a variety of digital
platforms. Team members need to be educated and armed with the proper tools to meet the
growing demand for these coverage assets.
Trends = Coverage – The number one thing media outlets are seeking is information on trends.
Staff reductions – Media outlets across the country continue to face staff reductions and budget
cuts. As such it is more important than ever to work with qualified freelancers and understand
the dynamic between them and their editors. This includes:
o Make it easy for them by providing trend ideas and pitching opportunities with proper
lead time
o Tailor pitches to specific outlets
o Ensure the freelancer is not pitching the same story to 100 different outlets; work on
varying the story angles for different outlets
o Track bylines in media outlets and look for those freelancers consistently producing
Blurred lines – Paid and earned media continue to merge and integrate. Among the techniques
recommended to capitalize on this trend include:
o Concentrate on storytelling and look for opportunities in new media. Focus on new
story content creation with multimedia components included
o Create opportunities for fans to share content with similar messaging
o Be a part of the conversation
o Repurpose content for earned and paid
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o Develop stories for multi-media
o Work with influencers and third party advocates
Power of personalization – Media do not want to receive things that are obviously mass-sent.
No mail merges – they see through that tactic! The media must feel like we are taking the time
to think of them and know their outlets, therefore the CVB will focus on targeted, customized
and personalized stories.
Data drives stories – Media increasingly seek data and statistics to help drive their story.
Wherever the CVB and its partners can paint a picture with facts and numbers, it will make the
media’s jobs easier.
TV going social – Broadcast media outlets are increasingly turning to social media for story
ideas and to broaden their coverage. Work to help tell stories via social media and will
encourage media to follow us on Instagram and Twitter where they do much of their research.
Broadcast media tell us that food, history and music resonate best, as well as myth-busting. So
we will research and find the appropriate offerings within Florida’s Paradise Coast that fit these
segments.
DIGITAL & SOCIAL MEDIA SITUATION & TRENDS
Social media is playing an increasingly large role in media coverage. Outlets are looking for
content they can share on their social platforms, such as Instagram events, Periscope and
Facebook Live opportunities.
Paid and earned media continue to merge and integrate.
Broadcast media are increasingly turning to social media for story ideas and to broaden their
coverage. Personal pitching to specific journalists interested in selected topic areas takes time
and research, but is now the way to reach media and get results.
Trending interest in Live Video feeds, including 360 photo and video
Usage of mobile platforms continues to trend upwards
32
COMPETITIVE ANALYSIS
LEE COUNTY– FORT MYERS & SANIBEL
Messaging: Find your Island.
Brand Promise: You will feel connected to the people and unspoiled nature around you.
Brand Positioning: “A little quieter, a little less hurried, a lot less like the rest of the world.”
Group Sales Strategy: Lee County’s sale strategy includes direct sales, trade show participation,
telesales, fams and site visits, sponsorships and hosting client events. Group sales activity is supported
through direct marketing, contracted sales offices, trade advertising and targeted public relations efforts
to the trade press.
Social Media: Fort Myers and Sanibel have a huge social following on all major networks (Over 556 k
followers on Facebook alone, 38 k followers on Twitter, over 8 k followers on Pinterest). They have also
tapped into YouTube, Flicker and Instagram which are linked on their website. There are only 650
YouTube followers and over 8 K Instagram followers.
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MIAMI DADE COUNTY
Messaging: “It’s so Miami”
Brand Positioning: A truly unique combination of a tropical paradise in a cosmopolitan city.
Communications Objective: Maintain focus on key feeder markets to ensure visibility/impact among
most likely prospect audiences and further leverage cross-platform media consumption — digital, print,
outdoor and guerilla.
Campaign Creative Objective: Their “It’s So Miami: People & Places” campaign will continue to
expand the brand perception of Miami, and enable consumers and meeting delegates to discover and
self-identify with the unique personalities of each of Miami’s unique neighborhoods
Group Sales Strategy: Generate Miami Beach Convention Center leads by targeting cities in select
geographic areas and businesses in key vertical markets. Tradeshow companies, associations, third
parties and corporations are a prime source of new prospects and the medical, healthcare, financial,
insurance and pharmaceutical fields continue to be of interest to our hotels. We will continue to target
meetings, conventions and trade show businesses that will use at least 1,500 contracted rooms on
peak nights.
Social Media: Miami has a large following on social media networks (Over 527 K on Facebook, over
127 K followers on Twitter, over 26 k on Instagram). They also are utilizing Flickr, LinkedIn, Google+
and YouTube and have a growing following on those channels.
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SARASOTA COUNTY
Messaging: “Visit Sarasota County Florida’s Gulf Coast” changing to “Visit Sarasota County Beaches
and Beyond.”
Brand Position: The Brand Position has been “Sarasota and Her Island Beaches” but the destination
is going through a repositioning of the brand to broaden the diversity of the destination.
Communications Objective: Expand on the diversity and beauty of the destination with the inclusion
of promoting the niche offerings.
Campaign Creative Objective: Build a strong foundation of creative assets that inspires pride in locals
and motivates consumers to travel to Sarasota County.
Media Strategy: Sarasota has plans to increase online and broadcast media and decrease print media.
Social Media: Sarasota only utilizes three social media platforms currently but they plan to increase
their social media presence. (38 K on Facebook, 10 K+ on twitter and less than 1000 subscribers on
YouTube)
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PALM BEACH COUNTY
Messaging: Discover the Palm Beaches
Brand Positioning: The Best of Everything
Brand Promise: Palm Beach County is the best way to experience Florida. The community where
genuine hospitality is a way of life, breathtaking beauty occurs naturally-the place to enjoy the time of
your life.
Campaign strategy: Plans to increase digital offerings and implement landing pages to support print,
digital and OOH advertising placements. Implement/and or optimize newsletter offerings to create more
awareness. Continue to leverage partner and trade publications for print.
Group sales strategy: Increase LinkedIn presence through “Best in Class” daily/weekly
communications and repurpose copy from meetings newsletters for added content
Social Media: Palm Beach County has a wide following on Facebook (over 100 K followers). They also
utilize Twitter (31 K+), Instagram (7 K+), YouTube (less than 1000), Pinterest (less than 1000) and
LinkedIn (1200+).
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BROWARD COUNTY
Brand Positioning: Hello Sunny... A feel-good, friendly destination, where happy meets go lucky
Brand Personality: Dynamic. Diverse. Entertaining. Youthful. Carefree. Refreshing. Active. Vibrant.
Creative Strategy: They are working to expand the Hello Sunny brand to the millennial market as well
as continue to communicate directly to niche markets.
Media Strategy: Maximize brand exposure through television, out-of-home, online video and print
mediums. They also utilize search engine marketing and retargeting to deliver targeted messages. In
addition they are utilizing paid social media content to further engage potential visitors.
Group Sales strategy: Communicate relevant news through newsletters and social media channels.
They use PR and print opportunities to focus on key feature stories and messages throughout the year
coinciding with industry booking cycles, industry shows and activities.
Social Media: Fort Lauderdale utilizes Facebook, Instagram and Twitter and has a large following on
all channels.
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MONROE COUNTY – FLORIDA KEYS
Brand Positioning: Come as you are.
Brand Promise: The ideal destination for authentic, experiential, enriching vacations with high tangible
and lasting intangible values.
Brand Personality: Relaxing, Renewing and REAL
Creative Strategy: Showcase the Florida Keys vacation experience to the sport fishing, dive, wedding
and honeymoon, cultural, LGBT and soft-adventure markets, as well as spotlighting “voluntourism”.
Plans to expand focus on Instagram, Facebook, YouTube, Twitter and other consumer and social
networking media as direct-to-the-consumer promotional vehicles for the destination.
Media strategy: 49% of their media spend is television, followed by digital (22%) and print publications
(12%). The remainder is out of home, newspaper, international advertising.
Group Sales Strategy: Communicate with meeting planners through social media channels and
newsletters as well as follow up with Direct Mail campaigns.
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DESTINATION GOALS
__________________________________________________________________________
GOALS
Anticipate where our customers will be when they decide to purchase a trip to our area.
Grow the yield of our marketing efforts through increased tourism taxable sales
Engage our visitors and build relationships to share their experiences
Deliver increasing return on our marketing investments
Influence potential visitors to increase intentions to travel to our destination
Increase occupancy, Average Daily Rate (ADR) and Revenue Per Available Room (RevPAR)
DESTINATION OBJECTIVES
__________________________________________________________________________
OBJECTIVES
Grow tourist tax revenue to $22 million
Increase inquiries to our tourism website by 5%
Grow requests for our Official Visitor Guide by 5%
Grow year-round occupancy levels by 3%
Grow our Return on Investment of visitor spending to advertising dollars invested to
an average of $125 for FY 17
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DESTINATION TARGET MARKETS
__________________________________________________________________________
LEISURE DEMOGRAPHICS & PSYCHOGRAPHICS
Primary leisure target market is Adults 35 to 64, which includes Gen X and Boomers with a household
income of $150,000+, while the target is adults, the campaign should be skewed toward women.
Secondary leisure targets are Seniors 65+ and Millennials.
Millennials
o 18-34 age group
o Tech savvy, utilizing the technology every day
o Interested in personalized vacation packages
Generation X
o 35-54 age bracket is the first 19 years of our primary target of adults 35-64
o Travel as couples and families
o Weight buy toward Women
Boomer Generation
o 52-70 age group favoring Women, families and couples
o Affluent: $150,000+ household income
Seniors
o 70+ age bracket with time to travel
o Seniors will often bring grandchildren on vacation
o Household income may not be as high as other targets, but they do have net worth
and love to travel especially off-season when they can get lower rates
Segments
Domestic and International tour operators
Luxury travel agents
Destination weddings and honeymoons
Niche markets
40
LEISURE GEOGRAPHIC TARGET MARKETS
Geographic targets
Domestic East Coast
Domestic Midwest
Florida
International
Spring/Summer and Fall Domestic Marketing
Florida residents and visitors from other Florida tourism destinations
o Miami
o Fort Lauderdale
o Palm Beach
o Sarasota
o Saint Petersburg/Tampa
o Orlando
Winter domestic markets
Northeast Corridor U.S.
o Boston
o New York
o New Jersey
o Philadelphia
o Washington DC
Midwest U.S.
o Chicago
o Indianapolis
o Columbus
o Cleveland
o Pittsburgh
o Minneapolis
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Emerging domestic target markets
Southeast U.S.
o Atlanta
o Charlotte
o Dallas/Ft. Worth
International Target Markets
Canada
o Ontario
o Quebec
Central Europe
o Germany
o Switzerland
o Netherlands
United Kingdom/Ireland
South America
o Brazil
International Opportunity Markets
o France
o Scandinavia
o Argentina
o Columbia
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DESTINATION BRAND STRATEGY
__________________________________________________________________________
Implement a strong destination brand in a plan with built in flexibility and adaptability to navigate
through the ever-changing Domestic and International tourism marketplace by:
Increase brand and destination awareness
Own our upscale, luxury brand to separating ourselves from the competition while also
being sensitive to language that may turn away lower income level travelers
Target audiences that are looking for a getaway/vacation opportunity that fulfills their need to
step away from their hectic day-to-day routine.
Stress quality, but create value for our visitor’s investment and build the desire to seek that
vacation experience.
Demonstrate how our visitors are pampered, entertained, educated and energized on vacation.
Visualize our exclusivity and one-of a-kind experiences
Demonstrate value in the slower times of the year to attract all levels of visitors
Define our Key Message: Discover Your Paradise
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DESTINATION CREATIVE STRATEGY
__________________________________________________________________________
LEISURE CREATIVE STRATEGIES
Convince consumers that the Paradise Coast is their perfect vacation paradise using the following
strategies:
Let our customers define their paradise
Create a variety of ads that will speak to a variety of interests in order to target the specific
interests of consumers that visit our site (i.e. dining, golf, beach, fishing, diving, eco activities)
Move from a traditional monologue to dialogue with customers
Continue storytelling projects to create additional content for the website
Create 360-degree trans-media storytelling
Provide engaging content across social media platforms and Internet
Continue to create new video content for visual storytelling
Golf spots targeted to PGA and LPGA as well as highlight co-ed leisure golf
All updated creative to include new golf photography
Newsletters to targeted lists of golf enthusiasts prior to each golf event
Golf landing page to support the Fall campaign
Encourage families to take an end of summer getaway just prior to school start and highlight the
variety of available family activities in the destination
o Expand "The Everglades and Eco Story"
One of the largest internationally recognized attractions in the nation
Utilize the storytelling video and content produced to promote The Everglades
destination in the fall and winter months
Stress our less crowded part of the Everglades
Highlight the experiences that set us apart from many other Florida destinations:
o One-of-a-kind, locally owned dining
o Uncrowned and often secluded beaches
o Spectacular sunset viewing experiences
o Offshore and back water fishing and boating opportunities
o Unique shopping opportunities
o World-class resorts
o Memorable family activities
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Diversity
Create more marketing to Hispanics, African Americans and the LGBT markets
Dining
Continued use of the new dining landing page so that we can continue to track results
Short video clips of new local chefs and new dining opportunities and through social media
networks
Utilize new outlets of exposure such as Saveur and Serious Eats to expand on promotion of
dining in the destination
Create dining ads with test messaging that can be used to target consumers specifically
interested in dining
Golf
Storytelling opportunities through these events to promote on the website and through digital
and social media
Utilize fresh, new video and photo content on the golf course
Consider interviewing golfers on the golf course
Fishing/Diving
Look for opportunities to promote the new Paradise Coast Reef
Promotion of the Paradise Coast Reef through targeted digital promotion
Promotion of the Paradise Coast Reef through targeted Consumer e-Scapes specific to fishing
and diving
Look at generating a new landing page
Develop more content
Airline Initiatives
Continue to seek out and partner with airlines that have a strong presence at Southwest
Florida International Airport and Naples Airport
Seek out regional partnerships
Reach influencers and potential airlines to increase flights into Southwest Florida
International Airport from California and other US West Coast feeder markets
Family Market
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Continue to promote to families in the Spring, Summer and Fall with a value message
Highlight the variety of activities available to families in our destination
o The Naples Zoo
o Botanical Gardens
o Educational opportunities at the Conservancy and Rookery Bay Environmental
Learning Center
o Golisano Children's Museum of Naples
o Sun-n-Fun Lagoon
o Airboat rides, swamp buggy tours and other fun Everglades eco tours
o Hotel kid-friendly amenities:
The Tiki Tribe Discovery Day Camp at the Marco Island Marriott
The Kids Club at the Naples Beach Hotel
Nature’s Wonders at the Ritz-Carlton, Naples
The lazy river at the Naples Bay Resort
Waterslide at Naples Grande
Boat and bike rentals offered at some resorts
Reach out to hotels to find out what other amenities they offer to families
Send Consumer e-Scapes specifically targeting families with a variety of options for their
travel planning
Spring/Summer Campaign
Continue to speak Florida consumers in our drive markets emphasizing families and the
activities listed above
Feature activities that appeal to family in the destination in our newsletters and advertising
Create a variety of interest specific digital ads that can be used for retargeting to consumers
already interested in our destination that we have gathered data from
Utilize value messaging in the destination and be careful of language that may deter consumers
of moderate income levels
Utilize test messaging and to ensure we are sending the most responsive messaging
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Fall/Winter Campaign
Continue promoting to drive markets where applicable
o Promotion of festivals and golf events
o Newsletters that feature activities our drive markets may be interested in (i.e. diving,
fishing the Paradise Coast Reef)
Continue to promote to family in the Fall months
o Begin speaking to “empty nesters” that may be interested in taking a vacation after their
children have left for college.
Promote activities that appeal to the affluent couples market (i.e. spa, golf, boating, dining, etc.)
o Be sensitive to luxury language where there may be crossover into moderate income
levels
o Promote the wide variety of accommodations available to cater to all income levels
Utilize test messaging and to ensure we are sending the most responsive messaging
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DESTINATION MEDIA STRATEGIES/TARGETS
__________________________________________________________________________
Leisure Media Strategies
Target audiences that have shown best ROI & Response
Integrate video content within all leisure/niche media and Event initiatives
Increase emphasis on Golf and Dining during all key time periods
Increase promotion of unique destination offerings such as The Everglades and The Paradise
Coast Reef
Continue sponsorships of major golf events (LPGA, Templeton Shoot-Out and Chubb Classic)
and enhance each tournament with media support
Continue support of key local “foodie” events (such as Stone Crab Festival)
Partner with major travel media (Sojern, TripAdvisor, Expedia etc.)
Utilize Choozle Insights to strategically target our target demographic
Continue discussions with media outlets that have existing luxury partnerships
Utilize opportunities to promote family offerings when applicable
Domestic
Continue to utilize cable television provide a strong “kick-off” period for the campaigns
Increase use of Video Ad Networks and digital rich media advertising to extend campaign
period, increase frequency, drive website inquiry and strengthen ROI
Consumer magazines will only be recommended for key publications with proven ROI
Expand use of online, mobile, digital/social and partner co-op participation
Take advantage of VISIT FLORIDA co-op opportunities when appropriate
Explore targeted events, mall and/or airport advertising to increase visibility during key
timeframes/markets
48
Use customized e-Newsletters as a primary communication for specific targets and niche
markets and continue to utilize the 2x/month frequency
o Continue gathering interest data from the Consumer e-Scapes sign ups to better target
them through newsletters and retargeting ads specific to their interests
o Continue to send emails to current subscribers offering them to update their interests so
we can offer them only the content they would like to receive
o Add a disclaimer on all newsletters that allows them to update their subscription
preferences
Partner with major luxury retailers for joint advertising and promotions
International
Continue Tour Operator co-op initiatives in the United Kingdom, Europe and Brazil
Continue efforts in Canada (especially Toronto)
Incorporate Brand USA partnerships in UK, Germany, Canada and Brazil
Luxury partnerships might include advertising, social, PR, and promotions domestic and
internationally
Fall Campaign (October-December)
Target golf market in support of professional golf events
o CME Group Tour Championship (LPGA) – Nov. 17-20, 2016
o Franklin Templeton Shark Shootout- Dec 5-10, 2016
o Chubb Classic- Feb 14-19, 2017
Winter Campaign (January-March)
Target northern markets (NYC, Boston, Chicago, Philadelphia, Indianapolis, Columbus,
Cleveland, Minneapolis and Toronto)
Heavy up schedule during the coldest winter months with the promise of a warm, sunny
getaway to Florida’s Paradise Coast. This gives us the double benefit promoting both Winter
and Summer vacations
Look into new mobile opportunities such as out of home/billboard digital targeting
Look at unique opportunities including airports, malls and theaters; specifically, Super Videos
Create a campaign using all mediums leading to a campaign-specific web booking engine
Include new digital targeting for prospects – Air, Hotels
49
Spring/Summer Campaign (April – September)
Target Florida markets with multimedia campaign, leveraging new mobile opportunities and
unique out-of-home applications.
Encourage Floridians (with a focus on families) to plan their summer vacation on Florida’s
Paradise Coast, communicating the close proximity and the value of their vacation with off-
season rates
o Feature the unique offerings within the destination (i.e. venues, hotel offerings, free
activities)
o Speak to a variety of hotel accommodations and activities for children
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MEDIA SCHEDULE 2016-2017
Base Plan Overview Projected
Spend
% of Total
Spend 2017
Consumer Leisure
Consumer Print Opportunities $110,250.00
Digital Analytics/Research $160,200.00
Winter Campaign $1,095,000.00
Spring/Summer Campaign $711,000.00
SUB-TOTAL CONSUMER LEISURE $2,076,450.00 52.23%
Niche Markets
Dining Initiatives $185,000.00
Festival - Stone Crab $62,330.00
Eco Initiatives $52,100.00
Golf - Events Initiatives $490,090.00
Film Initiatives $4,500.00
SUB-TOTAL GOLF/EVENTS/NICHE MARKETS $794,020.00 19.97%
Leisure Travel - Travel Agents
Various Initiatives (Virtuoso) $57,500.00
SUB-TOTAL LEISURE TRAVEL MARKET $57,500.00 1.45%
Group Meetings - Corporate/Association
Corporate/Association/Incentive $235,000.00
Bridal Initiatives $25,750.00
SUB-TOTAL MEETINGS MARKET $260,750.00 6.56%
Sports Initiatives
Events/Digital/Print $205,000.00
SUB-TOTAL SPORTS $205,000.00 5.16%
International Initiatives
Brand USA - International Markets $43,900.00
Canada $138,000.00
Brazil $14,090.00
Germany $15,250.00
United Kingdom $95,500.00
SUB-TOTAL INTERNATIONAL $306,740.00 7.72%
Airline Initiatives
Multiple Airline Initiatives $125,000.00
SUB-TOTAL AIRLINE INITIATIVES $125,000.00 3.14%
Contingency Funds
TBD $150,000.00
SUB-TOTAL CONTINGENCY FUNDS $150,000.00 3.77%
TOTAL MEDIA EXPENDITURE $3,975,460.00
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MEASURING RESULTS
RESEARCH SOURCES
In an ongoing effort to measure our effectiveness and to report our results to our many audiences, we
carefully monitor and measure our outcomes through the variety of sources:
Research Data Services, Inc.
Smith Travel Research, Inc.
Google Analytics
VISIT FLORIDA Research Department
Florida Gulf Coast University Research Department
Collier County Tax Collector
Collier County Office of Budget and Management
Clerk of the Circuit Court Finance Department
IDSS Database Management System
Sales & Marketing Technologies, Inc.
RESULTS TRACKING INITIATIVES
Our ongoing research initiatives include:
Focus group research – Provides insights into our targets, reveals trends and provides a
measurement of our messages. Both Group market and consumer groups are utilized
Inquiry analysis – The source, timing, cost, etc. of telephone, email, online and mail inquiries is
analyzed monthly, quarterly and annually
Online tracking and analysis – Click-through rates of ads, engagement rates, completed video
views, unique visitors, time spent on site, direct visitation after viewing of an ad is all tracked
and analyzed
Third-party research – Whether from the State of Florida, travel trade associations, or through
paid third parties (such as Smith Travel Research and Destination Marketing Assoc. Intl. (DMAI)
we continually review and analyze data and trends. Additionally, quarterly roundtables are held
with our destination accommodations and attraction partners
Media data – A broad and growing number of sources are constantly considered in order to
qualify our selection of media used to reach our targets
In-market quantitative studies – Monthly interviews provide ongoing analysis and in-depth
information about visitors while in the destination
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Conversion studies – Provides insight into visitor activities after they have visited the
destination and helps determine which approaches have been the most beneficial in influencing
their decision to visit
Tourist development tax – The ultimate measure of the effectiveness of our efforts, along with
Average Daily Rate (ADR), Revenue per Available Room (RevPAR), in-market spending and
other in-market measures of visitation impact
Accommodation Studies- Occupancy, Average Daily Rate (ADR), RevPAR and future
visitation studies are performed monthly
Google Analytics measures website activity, and the effectiveness of advertising campaigns
that drive inquirers to our websites.
Arrivalist – a new analytics tool that allows us to track consumer behavior from the time that
they have viewed our ad through the time of visitation in the destination and repeat visitation so
we can see which ads are most effective and also target them with follow up messaging once
they have reached our destination
Choozle Insights – A new digital tool that provides knowledge of influences and preferences of
our target demographic (i.e. what types of cars they drive, what other kinds of sites they visit
etc.)
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Group Sales & State Association Marketing
Plan 2016-17
__________________________________________________________________________
ACCOMPLISHMENTS FOR 2016
New Group collateral Development – post cards for meeting services, 2 page hotel and
meeting venue flyer.
Developed several PowerPoint presentations for trade shows and a new meetings video
completed.
35% increase in RFP’s to the destination. Total actual leads sent through July 15 is 388, with
82 of those booked for 2016.
Optimal trade show participation from hotel partners which contributed to the RFP leads
success.
Our Cvent strategy that we implemented last year has increased RFP delivery to the CVB by
over 20% due to better planner communication, trade show attendance, ongoing relationship
building, e-newsletters, sales missions and FAM's.
Sales missions, Fams & Sites– We completed missions to Dallas, Tampa, Chicago, New York
City and Houston. Some of those shows produced immediate RFP’s. We use follow up tactics
to continue to communicate with planners to insure optimal success of these events.
Additional trade show sponsorships have also assisted us in producing a record number of
RFP’s. Those sponsorships have doubled the amount of RFP’s received at these sponsored
shows, increasing the odds that more of them will turn definite.
RFP Enhancement Program (RFPE) Requests
2016 =25 requests granted
2017 = 26 granted to date
Total for 2016 is 51 RFP’s granted
19 booked, 14 lost and several pending
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Sales Comparison year to year past 7 years
Year 2010 2011 2012 2013 2014 2015 *2016
RFP’s
Sent 154 153 191 231 222 281 388*
RFP’s
booked 38 42 58 73 64 86 82
Room
nights
booked N/A N/A N/A 22,888 16,317 29,124 38,180
Econ.
Impact
projected N/A N/A N/A $14,611,174.97 $12,413,677.37 $23,394,437.62 $22,400,915.23
*YTD 9.5 months not actual full year for 2016
10/1/2015 - 7/19/2016 *
ADVERTISING, MEDIA & PROMOTIONS
We have produced new photos and new videos this year for the meetings market. Those new
elements have resulted in a new look for our monthly Group Meetings e-newsletters, five new print ads
and advertorial for meetings publications, new collateral pieces, a new look to our meetings pages on
the website at www.paradisecoast.com/meetings.
We enjoyed media presence in Meetings Today, Successful Meetings, and Incentive magazine,
Meetings &Conventions, Smart Meetings, and Collinson Media for Connect & Collaborate.
The new Meetings video is used at most meeting trade shows and always used in Sponsorship
opportunities during trade show events. We also use the new leisure video when we host a local event
or a group RFPE booked meeting to show attendees the destination.
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Post cards are used as either pre show mailers or follow up mailers to trade shows and events. We
have both the CVB services post card and the “Welcome” postcard that is used for group attendees
welcome packages for the groups we have booked.
SPONSORSHIPS
We have done 9 various sponsorship Programs so far this year in conjunction with HelmsBriscoe, and
ConferenceDirect top planners events lunches/breakfasts at trade shows hosted –maximum impact to
reach all attending planners and suppliers. We have seen RFP’s from these shows sponsored double
over past numbers. The green shows were business won and the orange business lost.
XSITE
XSITE transportation
Encounter
Small Business Legislative Council
GTMC
MPI SEC BOD Nov.
Team Landers CD group
SMU Lunch
IPEC lunch
FSAE
Smart meetings
Global GAD
Top Conference Direct Team Baarman
Visit Florida Encounter
FSAE Power Lunch
TRACKING RESULTS
We have implemented improved tracking of data, RFP’s and RFPE’s, data bases and expenses and
Economic Impact. We are utilizing the IDSS program to full capacity.
SURVEYS
We are using Survey Monkey on FAM follow up, and we used a new “Golf FAM App” this year with
some favorable results. 9 out of 13 attendees responded to surveys and 5 out of 9 responded to post
survey requests. One RFP and one booking resulted.
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GROUP MEETINGS -2016 to Date RESULTS
Number of Meeting Planner Contacts
800 plus – impossible to track all- show
averages 40-90 per show plus emails,
website, newsletters, sales missions and other
contact
Number of RFP’s Collected/Distributed
388 – record number
Number of RFP’s to Contract
82
Total Room Nights/Econ. Impact for Period
38,180 room nights Econ. Impact $
22,400,915.23
Number of RFP Enhancement (RFPE)
Requests
2016 =25 requests granted
2017 = 26 granted to date
Number of RFPE’s to Contract
2016 = 12 booked 13 lost $82,800
2017 = 17 booked with 9 lost or pending
$97,500
Number of FAM’s/Sites
3 Fams
20 sites of 8 booked 3 lost and 9 pending
Number of Shows Attended Attended 20 trade shows, 20 sites, 3 Fams, 6
Sales missions
SITUATION ANALYSIS
Group Meetings Market Overall:
Currently our destination group sales is somewhat soft – Meetings are down – mostly due to the
change in market from a “planner buyer’s market” to” supplier seller’s market”.
Rates have increased, F&B increased and planners, even high end group planners, are seeking
more economical destinations as their budgets have not increased with the market demand.
Hotel inventory, increased costs of F&B and other hotel expenses have driven rates up. This is
also resulted in some lost business, which is somewhat out of the CVB’s control.
Our group and leisure hotel room inventory and meeting space is down, compared to past
years. While we brought on two new hotels (Seminole Casino Hotel 2015 and Hyatt House in
March 2016), the Seminole Hotel is primarily used for their Casino Players Club and is not a
requested meeting/group hotel. Hyatt House is an extended stay property with some meeting
space.
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The biggest challenge we have faced this year has been the major renovation of our largest
meeting hotel, the Marriott Marco Island Beach Resort. Some of their meetings have been
absorbed by other area meeting hotels. Significant visitation and visitor spending has been
negatively impacted
Additionally, the Hilton Marco Island and the Marco Beach Ocean Resort are currently closed
for extensive renovations, but will reopen later this fall. And the Hilton Naples had had limited
inventory due to renovations for much of this summer. And, the Naples Beach Hotel & Golf
Club had balconies renovations with rooms blocked out for late summer/fall of 2015/16 fiscal
and the golf course is closed for months undergoing extensive renovations summer/fall of 2016.
All of these changes have left minimal inventory for Marco Island and aggressive rates from the
other local competing hotels in Naples. We have lost group business to those aggressive high
rates and did not recover fast enough even on the leisure side to make up for business that has
literally been turned away.
Competitive DMO’s in Miami, Ft. Lauderdale, West Palm, Orlando, Tampa, and St. Pete all
have seen dramatic new hotel development resulting in huge increases in room and meeting
space inventory. These new resorts can potentially pull business away from our market and
keep the rates very competitive.
Once the renovation projects are complete and these properties back open at full strength we
will quickly regain our group meeting strength. We will continue to feel the Marriott closure
impact well into 2017
OTHER TRENDS & ISSUES:
Mobile apps continue to emerge such as Poken and other interactive apps that encourage
networking. We will consider this trend to help educate the hotels to use these apps and offer
them to planners
Planners are seeking more ways to engage their attendees and to maximize the networking
opportunities. We need to continue to brainstorm with our hotels to work with planners to
accomplish this emerging trend.
F&B pricing continues to rise and planners are pushing back on these costs. Often the CVB is
asked to offset this added cost to book the meeting. Also we are seeing a trend toward creative
menus, seasonal foods, water jugs and healthier smaller break out options.
Free Meeting space may be a thing of the past and meeting room rental is no longer being
offered at no cost.
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Hotel Rates will rise, but not at the rate seen in the last three years.
We need to continue to better understand the meetings market – plus RFP (Request for
Proposals) verses RFI (Request for Information) this is industry an education challenge for both
planners and hotels.
The Millennial market will be more important as time goes on and we need to be implementing
ways to communicate with this very different market segment
There is a growing trend for Executive board meetings, which seems a perfect fit for our
destination.
Corporate Social Responsibility will continue to grow in popularity. Examples are:
“RepeattheRoses”.com Kindness and sustainability to make the most of your flowers purchased
to enhance your events.
MEASURABLE OBJECTIVES
Attend two meeting planner trade shows per month and occasional one day events
Meet 600-1000 planners by year end 2017
Place Sponsorships up to $75,000 to bring in groups to the destination or support trade shows
attended with sponsorships to
Increase our RFP goals from planner by 10%
Increase the number of FAM trips 10% for planners to experience the destination themselves
Bi weekly Social media communications with mentions of trade shows attended and
sponsorships placed.
Maintain daily social media posting for group and leisure
Schedule one Sales mission per quarter in 2017.
Organize two themed FAM trips in 2017, and budget and allocate $21, 000 toward this effort for
entertaining, transportation including ground and flights
Crate and distribute at least one themed group meeting planner e-newsletter per month
Continue RFP Enhancement Program with $150,000 for FY 17 and $150,000 for FY 18
Upgrade Memberships with Cvent, HelmsBriscoe, DMAI Mint and ConferenceDirect by year end
Recruit additional sales support staff or with contract labor by January 1, 2017
Purchase new trade show booth backdrops, table linens, promotional items before Jan. 1, 2017
Create new group meetings PowerPoint in 2 and 5 minute versions by December 1, 2016
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TARGET MARKETS
Geographical:
Primary:
• Texas, Chicago, NYC, Philadelphia, Boston, Pittsburgh
• Concentrate on Domestic market, not International planners this year
Secondary
• Wisconsin, Minnesota, DC
Demographics:
• Mostly women planners
• Income is not an issue with planners except to understand that their motive is not
always salary but the perks and glamour that go with travel and planning.
• Identify new planners and assistants who plan groups, avoiding the scammers
and planners in data base who have not produced.
• Cater to repeat planners who have booked previous meetings and create new
advocates.
Target Industries:
• Luxury, high end attendees
• , Incentive, Medical, Insurance, Financial
• Executives and CEO’s
• Corporate
STRATEGIES
Continue doing Domestic related Trade shows – Tradeshows that focus on Florida bookings,
luxury, Incentive and other key markets
Develop new landing Page for Meetings part of the website
Identify outside sales person to help with larger markets DC or Chicago or NYC/NE
Paradise Meetings to push b-b social media using native content
Use FSAE as a way to reach Florida Association markets
Newsletters – engage social media, opt in and educate on RFI verses RFP till their list is short
listed. Continue the Debi’s tip in each newsletter
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Continue RFPE program – focus on value season, send policy to partners 2 times a year. Be
sure TDC and BCC approves funding for multiple years
Use sponsorships at trade shows like luncheons or make presentations at shows for maximum
exposure
Continue Site airfare program with larger RFP’s for sites. If we are on short list, we pay flights
Upgrade to EmpowerMint and Cvent only if we are able to get extra office help for data/IDSS/
coordinator for sales.
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IMPLEMENTATION SCHEDULE
Proposed Tradeshow Participation for 2017
Small Meetings Market conf 2017 budget
Oct 4-6, 2016 for
2017 budget Huntsville, AL
IMEX 2016 is 2017 budget CVB will go October 18-20, 2016 Vegas
Connect Florida FSAE Oct 25-27, 2016
Orlando Rosen
Shingle
connect Incentive Cancun Nov. 2-4, 2016 Cancun
Florida Encounter Nov 1 - Dec 3
Orlando
Champions Gate
Incentive Live NorthStar Jan. 18-20, 2017 Vegas
Small Business Expo TBD
Philadelphia
Boston or NYC
HPN Global summer
HelmsBriscoe Annual late spring
Site Texas May Jamaica
CMITe August
ConferenceDirect June
Cvent Connect June
LMS several months
IPEC North Star M&C March
Xsite August
M&C fall
Luxury Meetings Summit May 4, 2016 Tampa
Smart Meetings June 26-28 Miami Trump Doral
Connect Market Collinson Aug 27-29, 2016 Grapevine
SMU Successful Meetings Sept
Luxury Meetings Summit
M&C Interact dates TBD must do
ACTE Assn of Corporate Travel Executives April TBD
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Meetings Market e-Scapes Calendar Fiscal 2017
October – Association Planners
Markets: Florida, Washington DC, Chicago, NY, Philadelphia
Creative notes: Transportation, focus on value of off-season, weather is nice in October and rates are
still low (Associations are sensitive to cost)
Co-op targets: Resorts and Conference Hotels
November – Incentive Planners
Markets: Corporate Incentive planners in charge of incentives in NY, Chicago, Boston, Philadelphia,
Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Milwaukee, Columbus and Cincinnati
Creative notes – More focus on the destination – getting out on the water, golf, beach, high-end, private
island
Co-op targets: High end resorts
December – Medical Pharmaceutical planners
Markets: NY, Chicago, Dallas, Philadelphia, Houston, Atlanta, Miami, Washington DC, Minneapolis,
Boston
Creative notes – Very strict rules about where they can book meetings so don’t use word “resort” or
“luxury”. Be sensitive to language. Don’t talk about activities. Focus on meeting space and on-site
amenities – no offsite
Co-op targets: Naples Beach Hotel, Naples Grande, Hilton Naples, Hilton Marco Island
January – Financial Planners
Markets: New York, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham,
Minneapolis
Focus on 5th Ave area, Millionaire population, upscale, resorts, low-key, dining, golf
Creative notes: Mention CEO board meetings
Co-op targets: Upscale Resorts, Boutique hotels
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February - Large Corporation Board/Business Owners
Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Indianapolis,
Minneapolis, Toronto, Milwaukee, Columbus and Cincinnati
Creative notes – Focus on Resorts, beach, golf, fishing, NGALA and spa
Co-op targets: Larger resorts such as Ritz Carlton, Marriott Marco Island
March – Incentive Planners
Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Minneapolis, Milwaukee, Pittsburg,
Columbus and Cincinnati
Creative notes – More focus on the destination – getting out on the water, golf, beach, high-end, private
island
Co-op targets: High end resorts
April –Medical Planners
Markets: NY, Chicago, Boston, Atlanta, Florida, Texas, Washington DC, Milwaukee, Minneapolis,
Indianapolis and Ann Arbor
Creative notes: Focus on families, fishing, possibly incorporate healthcare in the destination or
university healthcare education (Will brainstorm as time approaches)
Co-op targets: Resorts
May – Corporate Meeting Planners
Markets: Corporate meeting planners in U.S
Creative notes – Focus on Resorts, beach, golf, fishing, NGALA and spa
Co-op targets: Larger resorts such as Ritz Carlton, Marriott Marco Island
June – Incentive Meeting planners
Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis,
Milwaukee, Columbus and Cincinnati
Creative notes – More focus on the destination – getting out on the water, golf, beach, high-end, private
island
Co-op targets: High-end resorts
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July – Insurance
Markets: Insurance cities: Connecticut, Boston, and Omaha
Creative notes: focus on unique and special, world class and memorable experiences, 5-star resorts
Co-op targets: 5 star resorts
August – Large Corporation Board/Business Owners
Markets: Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Indianapolis,
Minneapolis, Toronto, Milwaukee, Columbus and Cincinnati
September – Financial
Markets: : New York, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, and
Minneapolis
Focus on 5th Ave area, Millionaire population, upscale, resorts, low-key, dining, golf
Co-op targets: Upscale Resorts
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LEISURE & TRAVEL TRADE SALES PLAN -
2017
__________________________________________________________________________
ACCOMPLISHMENTS FOR 2016
1. This year we brought new Leisure FAM's to the destination as a way to showcase what we offer
on Florida’s Paradise Coast. These were Travel Agent FAM’s from tour operators that we had
not hosted in the past.
By providing these opportunities to the travel agents, we can increase visitation as the
experience gives the travel agents firsthand knowledge of the Naples, Marco Island and the
Everglades product so they return home ready to sell our area after experiencing our hotels,
restaurants, attractions etc. These FAM’s were:
Dertour Hungary
NATS – North American Travel Service
HotelPlan
Azul – Brazil
In addition to these travel agent FAM’s, we also brought a Brazil Tour Operator FAM that
included with the top product managers in Brazil.
2. We became a Virtuoso partner destination in 2015-2016 which has increased our exposure to
the luxury market. Virtuoso participation allows us to put on a webinar for Virtuoso Travel
Agents which stays on their website for 6 months so that Virtuoso travel agents are able to
access it when selling our destination. In addition to the Virtuoso webinar, we hosted a Travel &
Leisure webinar that reached over 500 travel agents that sell Florida. This webinar is stored on
the T&L website for one year and agents can access it on demand.
As a result of trade shows, events we attended and the webinars we hosted and presented, we
have increased our Travel Trade database by 29.6% YTD thru July 2016.
3. Brand awareness in the Latin American market has increased slightly, especially in Argentina.
Our analytics report that tour operators attending Florida Huddle and IPW are showing
Argentina in their top 5 of source markets traveling to Collier County. Claudia attended a few
Latin America tradeshows this year where there was much interest in our destination due to
travelers looking for alternatives to Orlando and Miami. The top 5 countries she has met with at
these tradeshows have been Argentina, Chile, Columbia, Mexico, Panama, and Paraguay.
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4. Partner participation has improved dramatically this year with record partner attendance at
Florida Huddle and IPW. This is giving us greater exposure at these shows and demonstrates
to the tour operators that Naples, Marco Island and the Everglades is eager for their business.
5. We now have a professionally created interactive PowerPoint presentation in both Portuguese
and Spanish. This will help tremendously in developing these opportunity markets. We also
have a small Spanish brochure similar in size and layout to our German and Portuguese
brochures.
SITUATION ANALYSIS
Domestic travelers are still our strongest producer to our destination, followed by UK and Germany.
Domestically the Northeast and Midwest continue to be our strongest feeder markets between January
and Easter and Florida in the spring and summer months. The trend continues towards more active
vacations, adventure travel and foodies. Visitors are looking for unique and educational experiences.
Recent occurrences played up big by the media have dampened Florida as a destination as a whole.
We are implementing remedial marketing and PR efforts to counteract that negative situation.
In Latin America, current economic and political conditions are improving in Brazil and therefore the
USD has fallen and travel is a bit more favorable to Florida. The Brazilians have continued to travel to
the United States but have been spending less. This improvement within the country will give
Brazilians more confidence to spend again.
Overall, Latin America is a strong emerging market with Argentina showing a marked increase in
numbers to our area. These travelers are looking for a different experience than they are currently
getting in Miami and Orlando, and are actively seeking them out. Family and shopping is a common
theme throughout the Latin American market.
MEASURABLE OBJECTIVES
Increase travel agent database by at least 25% by end of September 2017.
Get one additional day stay from our International guests. Our hotel partners will need to be
encouraged to report the results of this extended stay promotion.
Focus on consortia travel agent sales and have at least one successful sales mission to NYC to
visit at least the top three agents in that market.
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Target Florida based tour operators and receptive tour operators and make that contact at least
3 times in FY 2017.
Increase brand awareness by at least 5% in the Latin American opportunity markets of
Argentina, Chile, and Colombia. This will be measured by numbers provided by tour operators
at IPW and Huddle in 2017.
Continue the development of the Brazil market by hosting a minimum of 2 leisure FAM’s and
participating in one Sales Mission to Brazil by September 2017.
TARGET MARKETS
The leisure markets to be targeted in 2016-2017 are as follows:
Geographical: Primary Domestic – Northeast, Midwest, Florida (Miami, Orlando)
Secondary Domestic – Texas, Denver
Primary International – Brazil (AVIAREPS)
Secondary (Opportunity) International – Argentina, Chile, Colombia
Age, income: Primary: 35 – 60 years old with a Household Income (HHI) of $150,000+
Secondary: Millennials with a HHI of $100,000+
Activity: Primary: Beach, family, multi-generational, shopping, dining, wellness, golf,
fishing, nature/eco, adventure
Secondary: Weddings, Honeymoons, LGBT
STRATEGIES
1. When attending consumer shows in primary feeder markets, sales calls to travel agents
(promoting the above) will be planned to increase visitation and continue to build our database.
We will request partner participation by asking them to provide us with contacts and travel
agents they would like us to meet with to make these calls relevant to our destination.
2. We will also continue to participate in the Virtuoso program, present webinars, attend the top
industry trade shows (see implementation schedule) and plan sales calls/sales missions to the
drive market in Florida.
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3. When visiting with travel agents/tour operators/consumers at trade shows or events, we will
continue to showcase our strengths that make us unique:
o Wide, white sand beaches to explore
o Luxury destination, resorts
o Culture
o Shopping, high-end to outlet
o Culinary, farm to table, independent restaurants
o Everglades/nature, adventure
o 10,000 islands
o Wellness/healthy
4. Typically an International visitor lands in Orlando, Tampa, Fort Lauderdale or Miami and drives
around the state. For example: Tampa to Ft. Myers/Naples, Everglades, Key West, Miami,
West Palm Beach, Orlando and back to Tampa. We need to get a one more day stay out of
these guests by differentiating ourselves from the other Florida beach destinations. Promote
the variety of beaches we have to experience, and promote the closeness of the Everglades
and the 10,000 islands. For example, “do the parks in Orlando and then come and relax in
Naples”. Or “find your own private beach while exploring the 10,000 islands”.
5. Plan a Sales Mission to meet with the domestic receptive tour operators in Orlando and Miami,
and include our tourism partners and promote both group and leisure travel opportunities.
Will require at least 5 partners for a successful mission. In order to increase partner
participation (currently have only had 1 or 2 partners involved), we will ask for commitment prior
to planning the mission.
We will ask partners for lists of operators with whom they do business with for this mission.
6. We will focus on consortia travel agent sales and will plan a sales mission with a minimum of 5
partners. We will target the top agencies in NYC by asking those partners that already have the
relationships to secure appointments with the “gate keepers”. Teaming up and going as a
destination will create more brand awareness. We will follow up monthly with those agents with
whom we meet to stay top of mind.
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7. In order to develop brand awareness in Latin America, we will attend 2 new Latin American
events/shows by the end of FY 2017. We need to educate tour operators and travel agents how
close we are to Miami/Fort Lauderdale, and there is more to discover and enjoy in Florida than
those areas. (see strategy #4) We are just 2 hours from Miami, 1.5 hrs from Fort Lauderdale.
3.5 from Orlando. Promote a different Florida than they are used to.
8. Promote in all of our Latin America strategies that our area is more relaxed. Play up our
uniqueness, the Everglades, 10,000 islands and our National Parks. Feature our outlet and
upscale shopping, safe and family friendly atmosphere and how easy it is to get around.
Mention that we have nightlife at Mercato, and there is something for the entire family to do.
9. When attending Latin American shows, ask our local partners for incentives to pass on to travel
agents/tour operators (food credits, amenity in room, shopping credit/coupons, gift cards).
10. Create 2 new collateral pieces to assist in the promoting of our destination to the Latin American
market. Look at translating and printing a map with things to do specifically for the Latin
American market so they know where everything is. Nightlife, museums, zoo, c’mon,
Everglades, etc.…. Also create a Spanish one page handout that lists the top 10 things to
do/must do’s in the destination.
11. Start the process of creating a Spanish website. Plan for a full Spanish website or start with a
few pages specifically for the Spanish market. This would be a strong tactic for both the
emerging Latin American markets, and the in state/drive market to attract more Latin market
visitors.
12. AVIAREPS will continue to promote our area in Brazil to build more brand awareness through
trainings, trade events, shows, PR campaigns, and social media. We will support their efforts
with hosting FAM trips, participating in sales missions and trade shows. (See separate
AVIAREPS plan).
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Additional Strategies:
We will also promote our emerging nightlife scene including, Mercato and Thursdays on
Third, to overcome the impression that we have nothing to do at night and to appeal to a
younger traveler demographic. In addition, we will play up our Jazz concerts and
festivals to demonstrate there is “much more to keep you entertained, but we won’t keep
you up too late to enjoy the next day”.
We will continue to communicate that although we are an upscale destination, we are
also affordable. We will promote and educate that we are affordable in shoulder and off
seasons (May to December). June – September so those that like to experience luxury
can find great value during our slower periods.
With travel agents/consumers/tour operators, we will communicate that we are LGBT
friendly and very welcoming to all travelers to our upscale resorts, dining and shopping
venues. We need to incorporate this messaging into our advertising and promotion
efforts. We will target Fort Lauderdale for”staycations”, and renew our LGBT
membership, and consider participating in a trade show.
SALES MISSIONS PLANNED:
These sales missions require partner participation and dates are subject to change.
November – Sales Mission to Orlando
Spring 2017 – Consortia Sales Mission
Summer 2017 – Sales Mission to East Coast of FL.
WEDDINGS/HONEYMOON MARKET:
Weddings and honeymoons are a strong market for the destination and the CVB will continue to
support those markets with advertising and promotions. This will continue as a minimal program to
supplement hotel marketing efforts with a bi-annual weddings e-newsletter, some target media buys
and website support.
We will also continue to discuss in Weddings and Honeymoons in presentations to travel agents/tour
operators and when speaking with consumers. And we will continue to promote destination weddings,
incorporating family travel and multi-day events, Honeymoons and LGBT travel.
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IMPLEMENTATION SCHEDULE
Some of the leisure and travel trade shows listed below are available for partner participation, and
some are in partnership with Visit Florida. We will add new shows at partner request, and possibly
eliminate others depending on partner participation and prior results.
Also see social media schedule as part of the PR plan.
Travel Industry Shows
Show Name Date City
FIT October 1 - 4, 2016 Buenos Aires, Argentina
LADEVI 5-Oct-16 Santiago, Chile
FESTURIS November 3 - 6, 2016 Granados, Brazil
RTO Summit November 15-17, 2016 Orlando, FL
LTX-Travel Industry
Exchange December 13 - 15, 2016 San Diego, CA
Florida Huddle January 9 - 12, 2017 Orlando, FL
New York Times Travel Show January 27 - 29, 2017 NY, NY
Boston Globe Travel Show February 10 - 12, 2017 Boston, MA
Peninsula March 2017
Dallas, Austin, San
Antonio, Houston, TX
WTML April 4 - 6, 2017 Sao Paulo, Brazil
Next Travel Exchange May-17 Cancun, Mexico
Chicago Trade Day May 2017 Chicago, IL
IPW June 3 - 7, 2017 Washington, DC
Dallas Trade Day TBD Dallas, Texas
GTM Aug-17 Fort Lauderdale, FL
Virtuoso Aug-17 Las Vegas, NV
La Cita Sep-17 Miami, FL
MLT Sep-17 Atlanta, GA
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PUBLIC RELATIONS AND
COMMUNICATIONS PLAN – 2016-17
_______________________________________________________________________________
ACCOMPLISHMENTS FOR 2016
Media Monitoring & Publicity
The communications team worked to overcome contracting restrictions in obtaining an
essential media relations and monitoring tool. The Cision/Vocus system is now in place and
going forward will facilitate regular reporting on publicity for our destination as a top leisure
and business travel destination generated both directly by the team’s efforts and organically.
We will track publicity results for specific projects and monitor coverage during crisis events.
The Year-To-Date travel and tourism-related publicity results show approximately 53 million
impressions and over $8 million in advertising value. (Figures based on initial review utilizing
Cision/Vocus system. Further refinement by year end will yield higher cumulative results).
Top International Publicity/Awareness
The CVB PR team partnered with VISIT FLORIDA and Beaches of Ft. Myers/Sanibel to host
a press visit with a writer/photographer team from National Geographic Traveler China. The
visit to Naples contrasted the beautiful, luxurious side of Naples with a visit to the Gulf Coast
portion of Everglades National Park. The effort resulted in a 14-page feature titled Slices of
Old Florida. The coverage reached a circulation of 977,095 with a media value of $679,616.
Other international visits included press from Argentina, Germany, UK, Canada, Brazil and
more.
Positive Coverage of Tourism in Local Region
Coverage of the positive effects and impacts of tourism in the community continued and
expanded in 2016. Bi-monthly Collier Tourism columns written by staff point out the benefits
of living in a destination that has tourism-driven attractions, hotels, restaurants and shopping
and points out ways that locals can take advantage of these, and highlights how tourism
positively impacts the local economy and employments and ultimately lowers cost of
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living/taxes for residents. The calculated Ad Value of the column year-to-date as of July
2016 is $35, 914 with circulation impressions at approximately 400,000.
Positive local coverage across a wide spectrum of media has continued about the economic
impact and strong employment numbers for tourism. The CVB was recognized by local
media for its proactive communications through the destination website and social media
about the area’s beaches and water quality during the ongoing crisis related to Lake
Okeechobee water runoff, which has triggered toxic algae blooms in other parts of South
Florida. The CVB continued with its successful proactive communications to industry
partners and visitors as the Zika Virus escalated to crisis level with the first mosquito-borne
transmission cases in Miami.
New York Media Mission Event & Deskside Tour
The CVB team visited New York City June 1-2, 2016 for an open house-style luncheon in
conjunction with the meetings team. Lou Hammond Group secured 12 media guests to the
luncheon and PR representatives from the CVB and hotel partners held one-on-one
meetings with editors at top media
Driven Accomplishments Raise Awareness Through Top Media Results
PR agency LHG, working under the direction of the PR/Communications manager brought
excellent performance results for a number of stated objectives. They generated more
media impressions in niche market segments i.e. luxury, honeymoon, & adventure markets
through press visits in publications including Active Planet Travels, FoxNews.com, Unnamed
Project and other. LHG improved brand awareness in target markets through targeted
publicity in outlets including Boston Herald, New Jersey Business Journal, USA Today,
Travel + Leisure, PureWow, and others. Publicity continued to distinguish Florida’s Paradise
Coast as the premier vacation destination in the southeast through articles and rankings.
CVB PR Success in Implementing a Large Media Press Trip for the Outdoors/Fishing Niche
Market, Sponsored by Marine Product Manufacturers. The CVB PR/Communications
department hosted a large outdoors/fishing media press trip on Marco Island with costs
including airfare, hotel lodging and food and beverage covered by a consortium of
marine/fishing product sponsors.
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This resulted in an infusion of over $200,000 to the destination. The result was a huge win
for all participants. One fishing tackle company with major rod, reel and soft tackle divisions
is already considering holding a sales meeting at the host property on Marco Island, opening
up new avenues for group meeting business. Writers focused on all aspects of fishing in
Collier County: inshore fishing in the Ten Thousand Islands, offshore fishing in the Gulf of
Mexico, and freshwater fishing with a special focus on Lake Trafford. Several very significant
media story placements have occurred with more to come. One in particular has huge
significance. The editor of Bassmaster magazine (distributed to the over 500,000 members
of the Bass Anglers Sportsman Society, the nation’s largest bass fishing organization)
attended the event He was working on the annual list of ‘100 Best Bass Lakes’ for the
July/August issue. He was so impressed with Lake Trafford, he dedicated his editor’s page
to his experience at the lake and named it “Lake 101” for its impressive rebound, calling out
the successful team effort by Collier County Tourism, Southwest FL Water Management,
FWC and local citizens. Additionally a 6-page feature article in Florida Sportsman magazine
is based on the trip, covering inshore, offshore and the freshwater fishing in the destination.
Many positive relationships were formed and future trips may be possible after laying this
important groundwork.
SITUATIONAL ANALYSIS
The media landscape continues to evolve and the CVB’s PR/Communications division will continue to
evolve with it and stay ahead of the trends as we employ best practices on behalf of the destination.
This section includes a look at latest trends in the media we are focused on reaching as a means to
distribute our destination stories, as well as factors impacting our work capacity.
1. Trends Across the Media Landscape
Digital Evolution – All media are moving deeper into digital and away from traditional print.
Social media also is playing an increasingly large role in media coverage. It’s where
journalists mine for content and build relationships with sources. Outlets are looking for high
performing social content that they can share on their platforms, such as Instagram events,
Periscope and Facebook Live opportunities.
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Multimedia – The top trend now is the evolution of the multimedia journalist and
correspondingly, the multimedia publicist. Journalists are using and seeking assets like
images, video, GIFs, 360-degree video and infographics to tell their story across a variety of
digital platforms. Team members need to be educated and armed with the proper tools to
meet the growing demand for these coverage assets.
Trends = Coverage – The number one thing media outlets are seeking is trends. Five
examples of something qualifies as a trend for outlets such as USA Today and The
Associated Press.
Staff reductions – Media outlets across the country continue to face staff reductions and
budget cuts. As such it is more important than ever to work with qualified freelancers and
understand the dynamic between them and their editors. This includes:
o Make it easy for them by providing trend ideas and pitching opportunities with proper
lead time
o Tailor pitches to specific outlets
o Ensure the freelancer is not pitching the same story to 100 different outlets; work on
varying the story angles for different outlets
o Track bylines in media outlets and look for those freelancers consistently producing
Blurred lines – Paid and earned media continue to merge and integrate. Among the techniques
recommended to capitalize on this trend include:
o Concentrate on storytelling and look for opportunities in new media. Focus agency,
CVB staff and contracted talent efforts on new story content creation with multimedia
components included that can be pitched and placed
o f looking for viral, put some money behind it
o Create opportunities for fans to share content with similar messaging
o Be a part of the conversation
o Look for opportunities and amplify; repurpose content for earned and paid
o Develop stories for multi-media
o Work with influencers = third party advocates
76
Power of personalization – The media do not want to receive things that are obviously
mass-sent. No mail merges – they see through that tactic! The media must feel like we are
taking the time to think of them and know their outlets, therefore the CVB will focus on
targeted, customized and personalized story pitching.
Data drives stories – Media increasingly seek data and statistics to help drive their story.
Wherever the CVB and its partners can paint a picture with facts and numbers, it will make
the media’s jobs easier.
TV going social – Broadcast media outlets are increasingly turning to social media for story
ideas and to broaden their coverage. The CVB will respond to this trend by tweeting the
networks, production companies, producers and researchers. Likewise, we will work to help
tell stories via social media and will encourage media to follow us on Instagram and Twitter
where they do much of their research. In addition, broadcast media tell us that food, history
and music resonate best, as well as myth-busting, therefore we will research and find the
appropriate offerings within Florida’s Paradise Coast that fit these segments.
2. Factors Impacting Team’s Work Capacity
Multimedia Tools – Investment in present day tools to meet the needs of our target market
journalists is essential. New equipment acquisition will include several compact but
advanced-level DSLR still cameras, a 360-degree video camera, lenses, tripods and various
accessories to meet need for enormous amounts of new and authentic content.
Manpower – The constant need for new, catchy, informational and fun content; as well as to
meet the need for personal, individualized media relations and relationship building through
daily Twitter outreach and in-person interaction, can only be met if our team is able to grow.
In addition to a new PR Assistant, at least one other new staff position is needed so that all
team members are contributing to the content pool, and we have another person to share
press trip planning, implementation and escorting duties, as well as participate in the very
large ongoing website tasks including event and deal entry, uploading press releases and
media story links, and formatting new content. We will need to contract with both local in-
market and out of market talent best suited to create newsworthy content for our website,
media outlets, and to be used across applicable social media platforms.
77
OBJECTIVES FOR 2017
Media Monitoring & Publicity
Increase total circulation, UMV and media advertising value of destination publicity by 10%.
Develop increasingly focused and detailed reporting for media coverage. Develop proactive
outreach via Twitter and other platforms individually to key media contacts. Measure by
Cision/Vocus tool, PR agency input and direct research.
Top International Publicity/Awareness
Work with VISIT FLORIDA, international CVB marketing teams and our own contacts to
increase travel coverage by international media in top and emerging international markets.
Host at least five individual and one group international press trip. Work with UK team to
realize goal of CVB PR manager going on a media mission to engage personally with key
media in England, Scotland and Ireland.
Positive Coverage of Tourism in Local Region
Continue successful engagement of local press to reach locals to provide continual
education and enlightenment of the positive impacts of tourism to the local economy, jobs
and the community through maintenance of high quality restaurants, cultural institutions,
attractions and hotels with amenities that all local residents can enjoy.
New York Media Mission: Event & Desk Side Tour
PR agency LHG will work with the CVB team and partners to create a New York-based
event to include at the very least, top media representatives, with the option to also expand
an event to include meeting planners and travel agents. Open the event to area partners
and include them where possible in desk-side visits with New York-based media not able to
attend the event.
Agency Driven Objectives
o Secure feature coverage in national and regional outlets that promote the
destination’s rich offerings, on and off the sand. Measure: correlate agency-
generated FAM visits with resulting press coverage.
78
o Establish Florida’s Paradise Coast as the top city for Florida residents to visit for an
in-state vacation. Measure: correlate agency pitching efforts with coverage including
story features and list rankings.
o Obtain articles in niche market segments that appeal to key audiences i.e. outdoor
enthusiasts, foodies and millennial. Measure: correlate agency-generated FAM
visits and pitching efforts with coverage in key niche segments.
o Expand brand awareness to new audiences across digital platforms by working with
social media influencers.
TARGET MARKETS
Primary Interest Segments:
Luxury Travelers
Honeymooners/Weddings
Families
Foodies
Adventure seekers
Eco tourists
Golfers
Beach enthusiasts
Groups, Meetings & Conventions
Collier County Local Community
Tourism Industry Partners
Secondary Interest Segments:
Health and Wellness
Travel Agent Trade
79
Primary Geographic Markets- North America
Atlanta Minneapolis
Baltimore Montreal
Boston/New England New Jersey
Charlotte New York/Connecticut
Chicago Orlando
Cleveland Ottawa
Dallas/Ft. Worth Palm Beach
Ft. Lauderdale Tampa/St. Pete
Houston Toronto
Miami Washington, DC
Secondary Geographic Markets- North America
Los Angeles
San Francisco
Vancouver
Primary Geographic International Markets
UK (England, Scotland, Ireland Wales)
Germany
Brazil
Argentina/Chili/Uruguay
Secondary Geographic Sampling International
China
India
Australia
Scandinavia, Benelux
80
STRATEGIES
1. Story Development and Placement
The CVB’s combined PR team will engage in aggressive, personalized outreach to secure
results. Actions include:
o Develop targeted pitches for each individual outlet and journalist that capitalize on the
destination’s key selling points
o Use statistics to support trends
o Research editorial calendars, facilitate placements
o Prioritize segmented pitches, ongoing
o One-on-one journalist meetings with Florida’s Paradise Coast spokespeople.
o Regular releases on programs, events and developments. Wherever possible, releases
will be accompanied by pertinent photography and multimedia elements.
o Proactive news bureau, including up-to-date media listings.
o 4/7 online outreach.
o Engagement on social platforms, including Twitter, Instagram and Facebook.
o Driving group and individual visits from pitching
o Regular CVB-generated, bylined articles highlighting the positive impacts of Collier
County tourism in Southwest Florida like economic impact and job creation; plus
highlighting the great availability of top attractions, restaurants, hotels, events and
cultural institutions supported by the tourism economy, and all available for locals to
enjoy. Primarily outlet is the News-Press, now in the same family as Naples Daily News.
o Develop news-style story content for use on website, social media and packaged as
ready-to-go story material for a variety of potential news outlets
o Capitalize on the Fall 2016 launch of bi-monthly tourism industry E-Newsletter to engage
and inform the Collier County tourism/hospitality industry.
o Launch quarterly media E-Newsletter with what’s new information, links to partner news
releases, story ideas, etc.
2. Broadcast Media Exposure
In addition to working on a daily basis with the print and electronic media, LHG will take the lead
with a proactive campaign directed to the broadcast media to source both editorial and possible
pay-to-play opportunities.
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3. New York City Event
LGH and the CVB team will create a media event and desk-side tour in New York City that will
offer a cost-effective opportunity for partners to participate. As part of a full-day of media
activities, we recommend desk-side meetings in the morning, a media luncheon and an
interactive culinary event for Instagram influencers.
4. Press Release Program
As the media trend is to focus less on mass press releases and more on individual pitching, PR
will reflect this trend by utilizing concise, one- to two-page news-focused releases issued to
highly targeted segments. Experience has shown that these specialized releases are most
effective in generating coverage. See timeline for release and pitch themes. Special effort will
be made to continually work on updating existing and developing new topic-related background
style releases encapsulating themes like Beaches; Fishing, Diving & Spear fishing; Shelling;
Paddling; Swamp Walks & Other Wild Adventures, etc. LHG will assist in developing a full menu
of releases for the internationally-focused IPW trade show and assist with uploading to the
online media center one month prior to the event.
5. Media Interviews/Desk-sides
The CVB’s PR team will organize media interviews/desk-side media meetings as Florida’s
Paradise Coast executives travel to key markets and as schedules permit. Agency will research
media interest, schedule interview, brief interviewee on interviewer’s interests and follow up to
ensure publication or airing.
6. Visiting Journalists Program (VJP)
Seeing is believing – personal experience by the media is the best way to garner significant
feature coverage for Paradise Coast. The CVB will work with partners to host qualified media in
the destination with activities suited to their story needs.
7. Partner Outreach
The PR team will continue to work closely with destination partners to ensure they are fully
included in the CVB’s efforts to promote Florida’s Paradise Coast. Following are services that
encourage buy-in from stakeholders.
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LHG Hot Tips – Media Leads: The CVB provides a valuable service for partners
by providing ongoing “Hot Tip” media leads for placement opportunities.
Partner Newsletter: The CVB will distribute a bi-monthly partner e-newsletter that
will provide news on upcoming media opportunities, recent results, tips for
maximizing their presence on ParadiseCoast.com, CVB department news and
results, marketing program information and encouragement/reminders for partner
participation with all CVB programs.
Media Newsletter: LHG will take the lead to create and distribute a quarterly
media e-newsletter filled with what’s new information, story ideas, upcoming
events, links to partner news, etc.
Value Blasts: Paradise Coast’s constituents are included in this monthly
communiqué that focuses on great deals and offerings from around the
destination. Value continues to be important to media and offers a great
opportunity for exposure.
PR University: Hot Techniques: Lou Hammond Group will provide periodic “Hot
Techniques” documents that destination can share with its constituents. These
documents will provide important information on the most effective public
relations tools and methods available today. Past topics have included how-to's
on blogs, press release optimization, green travel and more. In addition, a
monthly “Hammond Digital+” newsletter provides the latest trends and
techniques from the digital space.
8. Press Kit Review/Development
LHG will continually assist with updating Paradise Coast’s current press kit, make revisions
based on branding strategy and include new programs and activities.
83
9. LHG’s Paradise Coast News Bureau
The agency’s bureau is staffed and equipped to respond 24-hours-a-day to media inquiries,
refer coverage opportunities to the appropriate parties, give advice on trends and developments
and provide current information.
10. CVB’s Paradise Coast News Bureau
The CVB’s bureau will take the lead in organizing and creating new images and video, handle
directly or delegate response to all incoming media requests, take the lead in crisis situations,
oversee the destination website and social media, work proactively with local media on the
business of tourism stories primarily and all other media on vacation-related stories and monitor
coverage of the destination.
11. Crisis Management
The CVB team will take the lead with crisis management and response, working quickly
whatever the situation to provide clear, concise and accurate information to potential visitors
considering a visit to the area by highlighting links on the website home page that are frequently
updated; working with the Collier County Emergency Operations Center; communicating
information about the situation to hotel and other partners to share with their guests; and all
other action needed. LHG will assist with national media response and outreach and elsewhere
as needed. Key crisis situations that will need continued monitoring include the water crisis
related to releases from Lake Okeechobee, the Zika Virus in Florida, the threat of active shooter
or other types of terrorist attacks or activity, and tropical storms and hurricanes.
12. CVB Google Content/Focus Calendar
The CVB’s digital coordinator will continue to maintain and continually update a master Google
Calendar with entries for content/topic/theme/initiative focuses and methods/platforms for
implementation. Tourism partners and strategic vendor partners will be granted access to foster
a growing brand identity through content commonalities.
13. Travel Guidebooks
To maximize positive coverage in the guidebooks that most influence travel decisions, the PR
agency will outreach to ensure editors/writers have updates related to the destination and its
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DIGITAL & SOCIAL MEDIA PLAN
ACCOMPLISHMENTS FOR 2016
Completed Hard Translation of Brazilian Paradise Coast Website
Facilitated the Redesign of the Jackrabbit Booking Widget on Paradisecoast.com
Began Fact Checking / Content Audit of Paradise Coast.com Website
Upgraded Website Home Page with the ability to include Video in the main carousel display
panels; Redesign of Featured website listings on Paradisecoast.com
Gained over 3,800 new Facebook Fans and instituted successful Facebook Live usage; saw
170.6 % Increase in Instagram Followers
SITUATION ANALYSIS
Social media is playing an increasingly large role in media coverage. Outlets are looking for content
that they can share on their social platforms, such as Instagram events, Periscope and Facebook Live
opportunities.
Paid and earned media continue to merge and integrate.
Broadcast media are increasingly turning to social media for story ideas and to broaden their
coverage. Personal pitching to specific journalists interested in selected topic areas takes time
and research, but is now the way to reach media and get results.
Trending interest in Live Video feeds, including 360 photo and video
Usage of mobile platforms continues to trend upwards
Twitter: All Twitter accounts are active and engaging followers.
@ParadiseCoast:
6,729 followers
18.2 Million Impressions (thus far in 2016)
@Paradise Meetings:
1,088 followers
593.3 K impressions (thus far in 2016)
@Paradise Athletes:
656 followers
239.2 K impressions (thus far in 2016)
85
@FilmingParadise:
944 followers
381.7 K impressions (thus far in 2016)
Overall Stats
19.4 M - Impressions
3.1 K - Interactions
2,914 - New Followers
1,672 - Mentions
1,387 - Retweets
2,071 - Links Clicked
Facebook
Naples, Marco Island, Paradise Coast:
21,530 Fans
14.44% Fan Increase
7,149,019 Impressions
Naples, Marco Island, Everglades (Germany)
7,541 Fans
3.84% Fan increase
831,727 Impressions
Athletes in Paradise
3,492 Fans
17,673 Impressions
Instagram:
1,812 Followers
64.3% Follower Increase
7,805 Engagements
Pinterest:
431 Followers
250 Average Daily Viewers
477 Average Daily Impressions
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MEASURABLE OBJECTIVE
Twitter:
Increase followers by 20%
Continue to see high engagement on Twitter with travel influencers and community
Facebook:
Increase followers by 20%
Instagram:
Increase followers by 10%
Google+:
Continue with minimal posting and engagement as this platform is not a priority among
consumers.
Pinterest:
Increase followers by 20%
Continue to engage potential visitors with apparitional travel content
TARGET MARKETS
Luxury Travelers
Honeymooners/Weddings
Families
Foodies
Adventure seekers
Ecotourists
Golfers
Beach enthusiasts
Groups, Meetings & Conventions
Collier County community
Secondary Interest Segments:
Health and Wellness
Travel Agent Trade
87
Primary Geographic Sampling:
Atlanta Minneapolis
Baltimore Montreal
Boston/New England New Jersey
Charlotte New York/Connecticut
Chicago Orlando
Cleveland Ottawa
Dallas/Ft. Worth Palm Beach
Ft. Lauderdale Tampa/St. Pete
Houston Toronto
Miami Washington, DC
Secondary Geographic Sampling
Los Angeles
San Francisco
Vancouver
STRATEGIES
Redesign ParadiseCoast.com website to maximize mobile device experience.
Focus web redesign to create better display of brief stories and articles with photos, section
titles
Produce either bi-monthly or monthly “Social Media Tips & Tricks” column to be included in the
Industry Partner Newsletter with target launch of September (this includes website listing tips).
Conduct hands on “Listing Workshops” designed to teach partners how to manage their website
listings.
Increase live video broadcasting
Promote local events more often
Increase and continue to promote Artificial Reefs
Continue Organized InstaMeets
Boost more posts that are organically performing
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IMPLEMENTATION SCHEDULES
Month October November December
Main Topic Stone Crab Festival Thankful Holiday Cheer
Secondary Topic National Seafood
Month
Celebrate the Arts
Month Winter Packages
Social
3rd Party
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Contest TBD TBD TBD
Tools/Tips/
Education
Where to enjoy
stone crab, seafood
in Paradise tips
Why and how to
show gratitude, ways
to celebrate the arts
How to prepare for
the winter, how to
spread holiday cheer
What to Do
"This weekend"
content, feature local
companies and
goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature local
companies and
goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature local
companies and
goods, highlight
upcoming
concerts/events,
Itineraries, etc.
Annual Events
Stone Crab Festival,
Evening on Fifth,
World Habitat Day
Panther, Bacon, and
Film Festival, Naples
Classic Half
Marathon, Festival of
Lights
Celebration of
Lights, etc.
Additional Events
Fan Engagement
Travel/Beach
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Gratitude
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Beach
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Weddings &
Honeymoons
Fall wedding ideas,
honeymoon venues
and ideas
Highlighting "real
weddings", thanking
individuals for having
wedding in CC
Holiday wedding
ideas and venues,
reasons why Naples
89
Month January February March
Main Topic New Year/New You Romance in
Paradise Spring in Paradise
Secondary Topic Fitness and healthy
dining options Ace Group Classic Celebrate the Arts
Social
3rd Party
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news, articles on
area/businesses or travel education,
relevant blogger highlights
Contest TBD TBD TBD
Tools/Tips/
Education
How to get healthy,
New Year's
Resolutions you can
reach, Start the new
Year in Paradise
How to surprise your
loved one, Golf tips,
where to find
romance in paradise
Arts in Paradise, how to celebrate
Spring, Florida in the spring
What to Do
"This weekend"
content, feature
local companies and
goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature
local companies and
goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend" content, feature
local companies and goods,
highlight upcoming concerts/events,
Itineraries, etc.
Annual Events
Naples Winter Wine
Festival, Swamp
Buggy Winter
Classic, Naples New
Years Art Fair,
World Wetlands
Day, Everglades
Seafood Festival,
Naples Natl. Art
Festival, Blues
Brews BBQ Festival,
Marco Island Seafood and Music
Festival,
Naples Craft Beer Festival, St
Patrick’s Parade, Marco Island
Seafood Fest
Fan Engagement
Travel/New Years
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Romance
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Art Quotes, Paradise Photos,
Lifestyle, Current Events, Campaign
Messaging
Weddings &
Honeymoons
2017 wedding tips,
planning destination
wedding tips
Tips for hosting
"destination"
wedding, venue
highlights
Spring Weddings in Paradise,
highlight wedding bloggers, worry-
free honeymoon
90
Month April May June
Main Topic Taste of Paradise Affordable Luxury
Outdoor
Adventure/Summer
Activities
Secondary Topic
Stress Reduction
and Awareness &
Pet Friendly
Family and Golf
Getaways / Florida
Golf Month /
National Burger
Month
Celebrate Fishing
Month
Social
3rd Party
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Tools/Tips/
Education
Ways to relax in
paradise, local
foodie tips, pet
friendly locations
Travel tips with kids,
local deals, Golfing
101, etc.
Fishing tips,
adventure safety,
key summer
activities in Paradise
What to Do
"This weekend"
content, feature
local companies
and goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature
local companies
and goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature
local companies and
goods, highlight
upcoming
concerts/events,
Itineraries, etc.
Annual Events
Naples Balloons
over Paradise,
Taste of Collier
ArtsNaples World
Festival 2016,
The Great Dock
Canoe Race,
EVP Island Holiday
Women’s Pro Sand
Volleyball
Tournament
World Ocean Day,
Natl. Culinary Month
Fan Engagement
Travel/Foodie
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Luxury
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Adventure
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Weddings &
Honeymoons
Catering options
and venue
highlights
Luxury wedding
deals, luxury
venues and
honeymoons (all-
inclusive)
Outdoor venues,
tips for outdoor
weddings,
adventure
honeymoons
91
Month July August September
Main Topic Family Fun Relaxing Days Taste of Paradise
Secondary Topic
Voluntourism and
Learning Vacation
Opportunities
Leisure/Eco
Activities Stone Crab
Social
3rd Party
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Relevant news,
articles on
area/businesses or
travel education,
relevant blogger
highlights
Tools/Tips/
Education
Best family activities
in Paradise,
voluntourism
opportunities,
traveling with family
tips
Eco activities and
tips, Golfing 101,
Surf and Boating
basics
How to savor the
last of summer, how
to cook seafood,
local flavor
What to Do
"This weekend"
content, feature
local companies
and goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature
local companies
and goods, highlight
upcoming
concerts/events,
Itineraries, etc.
"This weekend"
content, feature
local companies
and goods, highlight
upcoming
concerts/events,
Itineraries, etc.
Annual Events
4th July Parade,
American Sprint
Triathlon and
Duathlon
Summer Jazz on
the Gulf,
Animal Training
Session in Safari
Canyon Theater.
Naples Grande Grill
& Chill Weekend
National Wildlife
Day, EVP Amateur
& Juniors National
Champions
Fan Engagement
Travel/Family
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Beach
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Travel/Foodie
Quotes, Paradise
Photos, Lifestyle,
Current Events,
Campaign
Messaging
Weddings &
Honeymoons
Highlight wedding
bloggers, venue
highlights, reasons
why Naples
Highlight wedding
bloggers, venue
highlights, romantic
honeymoons
Food highlights,
venue highlights,
reasons why Naples
92
Consumer e-Scapes Calendar Implementation FY 17
October
Email: Celebrate the Arts in November (sent week of Oct 19th)
Events: Naples International Film Festival Oct 27-30
Stone Crab Festival Oct 28-30
Florida Panther Festival Nov 5th
November
Email #1: Holiday Celebrations (Thanksgiving into Christmas season, shopping for gifts) (week
of 16th)
Tree Lighting Ceremony
Swamp Heritage Festival
Naples Christmas Parade
Annual Boat Parade
Email #2- Sports in Paradise (week of Nov 23rd)
Events: Franklin Templeton Shootout
Ace Group Classic
FBU National Championship
December
Email #1 – Winter in Paradise (Winter Packages and offerings) (week of Dec 14th)
Events: Swamp Buggy Winter Classic
Southwest Florida Nature Festival Jan 15th – 17th
FBU National Championship
New Years Eve Fireworks Dec 31st
Naples New Years Art Fair Jan 7 – 8th
January
Email #1: New Year/New You (Fitness activities in Paradise and Healthy dining options) (Week
of Jan 2nd)
Events: Naples New Years Art Fair
More TBD
Email #2: ECO trips in the Everglades
Events: Everglades Seafood Festival - February 10-12, 2017
February
Email #1: Romance in Paradise/Valentine's Day – (Naples chocolate stroll, Norman Love, dining)
(week of Jan 30th)
Events: 38th Annual Naples National Art Festival- February 18-19, 2017
Everglades Seafood Festival - February 10-12, 2017
93
Email #2: Arts & Culture focus (week of Feb 13th)
Events: St. Patrick’s Day Parade Mar 11th
30th annual Downtown Festival of the Arts – March 18th-19th
Marco Island Seafood & Music Festival March 26th - 28th
March
Email #1: Eco trips (include fishing and diving the Paradise Coast Reef (week of 6th)
Events: St. Patrick’s Day Parade Mar 11th
Marco Island Seafood and Music Festival- March 18-20
Collier County Fair (March 16th – 26th)
Email #2: Stress Awareness Month in April – Spa offerings, fitness opportunities (week of Mar
20th)
Events: NCH Health Seminars and Events (will get calendar closer to deploy date)
Balloons over Paradise Festival
April
Email #1: Discover a Taste of Paradise (farm to table, fresh options) (week of Apr 3rd)
Events: Taste of Collier
More events TBD
Email #2: Pet Friendly in Paradise for National Pet Month in May (feature pet friendly dining and
shopping) (week of Apr 17th)
Events: Arts Naples World Festival
US Open Pickleball Championships Apr 26th – May 1st
City Fest (if timing is right)
May
Email #1: Families & Value Season (hotel packages & Dining discounts) (week of May 1st)
Events: Great Dock Canoe Race May 14th
Naples Jazz on the Green
Arts Naples World Festival Apr 27th – May 10th
Email #2: Watersports Activities in Paradise (week of May 15th)
Events: Summer Jazz on the gulf
Pro Watercross Tour World Championship (Sept)
TBD
June
Email #1: The Paradise Coast Reef (week of June 1st )
Events: 4th of July Fireworks at Naples Pier
4th of July Fireworks in Marco Island
4th of July Parade
94
Email #2: Taste of Paradise (National Culinary Arts Month in July, Hot new restaurants) (week of
June 19th)
Events: 4th of July Fireworks at Naples Pier
4th of July Fireworks in Marco Island
4th of July Parade
July
Email #1: Beach – Shelling and sunsets (week of July 3rd)
Events: Children’s 5th Annual Sand sculpting contest at the Golisano Children's Museum of
Naples– August
Summer Jazz on the Gulf at Naples Beach Hotel
More events TBD
Email #2: Back to school with One last trip with the family, back to school shopping (week of
July 17th)
Events: Children’s 5th Annual Sand sculpting contest at the Golisano Children's Museum of
Naples– August
More events TBD
August
Email #1: Beat the Heat Attractions - exploring cultural institutions (week of Aug 1st)
Events: Jazz on the Green
Naples Sports Festival
Email #2: Watersports (week of Aug 15th)
Events: Naples Sports Festival
Pro Watercross Tour World Championship (Sept)
September
Email #1: Romantic Getaways (Empty nesters) (week of Sept 4th)
Event: Blessing of the Stone Crab fleets
Stone Crab Festival
Email #2: Stone Crab Festival e-blast (week of Sept 18th)
Event: Blessing of the Stone Crab fleets
Stone Crab Festival
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SPORTS MARKETING PLAN 2016-17
__________________________________________________________________________
ACCOMPLISHMENTS IN 2016
1. Completed a Sports Facilities Needs Assessment study to identify our current and future
facilities needs to grow sports tourism in Collier County.
2. New relationships have been established with event organizers and rights holders in order to
attract and host additional tournaments in the County in the future. Most notable this year has
been the new relationship with the organizers of the US Open Pickleball Championship.
3. Additional Collier area high school sports relationships were established to assist us in hosting
current and future events (i.e. FBU National Championship games, lacrosse events) that can
utilize facilities at our local high schools
4. Enhanced the relationship with the Florida Fire, a local soccer organization, which will result in
growing the number of tournaments scheduled with that organization future years
5. Improved our working relationship with the Sports Council of Collier County to assist our Sports
Marketing staff in supporting event organizers make contacts with our area hotels and other
area businesses that support sports and special events.
SITUATION ANALYSIS
1. The current status of the sports tourism market is extremely competitive both in our regional and
nationally. The number of destinations in Florida that we compete with for the same business
grows every year. Many of these destinations are making large investments in new athletic
facilities in order to host large scale events. They are also heavily marketing these facilities both
nationally and internationally.
2. It is imperative for us to target the types of events that our community is best able to currently
host. And we need to plan now for the additional facilities we will need to grow those events in
the future. The ability to concentrate on the market trends will be imperative to bringing the
appropriate sports tourism to the county.
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3. The development of a new sports complex or an expansion of one or more of our current sports
facilities is crucial in marketing the destination. As our events mature and grow, those event
organizers will require more competition space than is currently available.
4. Communication to event organizers about the facilities we have to offer and what we plan to add
in the future will be critical to attracting more events in the future.
MEASURABLE OBJECTIVES
1. Attract 3-5 new field sports events to the County in 2017
2. Attract 1 new water sports event to take place at Sugden Park or other County waterways
3. Communicate with tourism partners on the facility needs study findings to ensure all are aware
of the current and future sports tourism event and tournament needs.
4. Maintain a premier team composed of the Parks and Recreation Division, the Sports Council
members and the Tourism Division through monthly meetings to ensure a strong local
organizing group for all future events.
5. Strengthen relationships with local high schools and explore partnerships in hosting at least two
new tournaments in 2017 at their venues
TARGET MARKETS
Geographical:
Primary: The majority of year round visitation comes from hosting regional events from
the Southeast region and Florida.
Secondary: There is a significant amount of visitation from other national destinations
and entities that are looking to host their events in Florida.
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Tertiary: Partner with other Sports Marketing teams in our region to host larger regional
events such as NARCH, Cal Ripken Baseball, Senior Softball, Perfect Game, and
USSSA. This will require better matching of facility open dates with the dates of these
events.
AGE, INCOME:
Overall our destination attracts the “Baby Boomer” demographic. But Sports Tourism brings a
much broader demographic of visitor. Sports like Pickleball are able to attract competitors from
both an older demographic and a youth component.
Youth events are the bulk of the tournament business hosted in Collier County and are where
future growth of events will come from.
Multiple day youth events attract family and friends for extended stays beyond the competition
time frame.
TYPE OF EVENTS:
Concentrate on the sports with current success and those sports events that show the highest
potential for future growth:
o Soccer, lacrosse, softball, and Pickleball.
o Water and beach related sports such as paddleboard, skiing, beach volleyball.
o Target event activity that fit into the need dates of our hotels, open dates for our
various sports facilities and complexes, avoiding Holiday weekends and high season
events where hotel availability is limited and rates are not attractive to sports event
attendees.
o Youth golf events
STRATEGIES
1. Target our sales and marketing efforts toward at the best regional and national trade shows that
attract a high participation in our target sports events that show a growth potential for us in the
future.
2. Work with our International representatives in the UK, Europe and South America to encourage
sports teams to come to our area for “spring training” such as soccer, cricket or baseball.
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3. Organize a FAM of water event organizers to showcase the waterways capable of hosting water
sports events
4. Develop and nurture relationships with key event organizers locally and nationally that have the
event rights to water sports, golf, crossfit, BMX, boasting/sailing/paddle, and futsal events
5. Grow our facilities and capacity to host the fastest growing sports in the industry, i.e. Pickleball,
lacrosse, soccer and softball
6. Develop and nurture relationships with local high schools in order to support the growth
potential of the county and offer reciprocal arrangements when new sports facilities are added in
the future.
IMPLEMENTATION SCHEDULE
Social Media Topic Calendar: 4-5 tweets a week (20 tweets monthly) with content for the following
categories: Golf, Fishing, Play in Paradise (showcase fields / training facilities, 'fun for the whole
family'), welcoming teams / conferences, adventure opportunities in Paradise (kayaking, paddle
boarding, boating), and our overall event schedule Text.
PR & Communications Calendar:
PR calendar runs congruent with the social media calendar and accommodates the necessary
communications for large scale impact events and championships hosted in the region.
Create PR releases for announcing new and returning events and work with in house PR team
to get them distributed.
Tradeshows: Tradeshows are attended year round, with the heaviest concentration coming in the late
summer and fall months. Tradeshows include:
NASC, Connect Sports, S.P.O.R.T.S, T.E.A.M.S, US Sports Congress, ASA
Other conferences on a targeted type of event on a need basis.
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Sports Media Plan:
Media plan will coincide with events that are approved for assistance and require a myriad of
media options to provide marketing and exposure to the event and destination.
Large events and championships will be vetted in order to determine the specific need in terms
of media.
Tradeshows and other communication opportunities that require media placement or publicity
will be coordinated with the CVB’ contracted ad agency and PR team in order to maximize
exposure for the destination and awareness for the events in our market place.
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PARADISE COAST FILM OFFICE
MARKETING PLAN-2016-17
__________________________________________________________________________
ACCOMPLISHMENTS FOR 2016
PROJECTS
ACCOMPLISHED
Local Spend Room
nights
MEDIA+
Blair Inc.
catalogues
2 separate
shoots
$900 K
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Circulation Print:
3 million
Demo: target audience is female, 40-
65 years old
On-line since 2002
Will return in 2017
Wal-Mart
TV commercial
$137 K n/a Cooking Channel promos
National commercial – over 500
airings during Easter week
AMC’s, Ride with
Norman Reedus
TV episode
(Season1-Ep.6)
$110 K 60 Premiered .75 M viewers
Entertainment Weekly
TV Guide
L.A. Times
Twitter, Facebook, Instagram
YouTube
AMC Fan Club
Potential travelogue tie-in for fans
E!
Entertainment’s,
Total Bellas
TV episode
$25,000 45 Debuts: Oct. 5, 2016
Previous series featuring cast
members: 1.55 million viewers
HBO high impact
series final
season
TV episode
Budget: tba
2 pre-
production
scouts
7 production
days
w/ cast & crew
at
Marco Island
hotels
48
tba
Emmy® and Golden Globe® winning
Key ages 18-49 demo
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SITUATION ANALYSIS
Marketing our area to the film entertainment and advertising industry in recent years has always
emphasized our progressive state tax incentive program which is forever top-of-mind with producers.
With the absence of those budget enhancements there is going to have to be a return to “old school”
promotion, with an emphasis on locations but also creatively helping productions to balance their
budget or upgrade a project without actual cash rebates. Our office’s scouting capabilities, on-line
library and straightforward permitting can help in this area.
With the pervasiveness of drone photography in our business, the film office has kept up with current
FAA policies and has added additional language to our permits to make sure our clients are qualified to
perform UAS photography and to keep the community protected from possible mishaps.
The AFCI (Association of Film Commissioners International) is emphasizing the importance of
maintaining and managing crew development and infrastructure as we face expansion of the market.
Our area has always been a niche market that emphasizes the special locations and the ease of
access to resources. Episodic television, nature-based documentary programming and still
photography advertising continue to dominate our product. We are not sought for franchise-based big
budget, big special f/x films. These types of projects are now looking to China and other overseas
markets.
Yet, as movie chains aim to distinguish their entertainment offerings through premium screens, smaller
pictures are finding ample new avenues through online distribution. Small to mid-budget movies are
reaching large audiences on platforms like Hulu, Amazon Prime, YouTube and Netflix. These
companies are pushing into original content themselves. A success story is the Emmy®-nominated,
Florida Keys-based series, Bloodline. The inimitable locations prompted their dedication to a third year
commitment despite the change in incentives and created a huge economic return for the local area
and its tourism. There is no denying the symbiotic relationship between the two.
The widespread access to Internet, cheaper data plans, and faster broadband is making online video
accessible from anywhere and at any time. Cisco predicts that 80% of all traffic will be comprised of
video by 2019. In line with this trend, all sorts of organizations–from educational institutions to B2B
companies–are using more video and video consumption has skyrocketed. These are clients we’ve
rarely approached.
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MEASURABLE OBJECTIVES
1. Reel-Scout® Library expansion including video (2 new locations per month)
2. Comprehensive drone permit and information document (in place by start of new fiscal year with
continual updates as needed)
3. Maintain a discernible presence in the industry through marketing efforts, participation in
industry trade shows and events with a special emphasis toward independent filmmakers and
advertising (at least 4 industry marketing events)
4. Greater monthly involvement with local film festival and cinemas for promotion
5. Pursue more significant story placement in media and advertising in trade directories (most
without cost) as follows:
KFTV (Global)
PRODUCTION 411 (NYC and LA)
PC3
The Industry Flip Book
AFCI Global Directory/Locations magazine
In Focus (Global)
Doddleme.com
ProductionHub.com
TARGET MARKETS
Geographical:
New York, Los Angeles,
U.K. and Western Europe
Explore Latin American TV market via Miami
Age:
Millennials
Baby Boomers
Activity:
Episodic format-TV/mobile devices
Commercials
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STRATEGIES
• Provide proactive client support services for all film, TV, print, and new media projects
• Direct professional scouting trips for all projects considering Collier-based locations
• Manage immediate response times for leads/inquiries and permitting
• Integrate social media outlets and client engagement
• Maintain strong relationship with the Florida State Office of Film and
Entertainment/Florida Department of Economic Opportunity
• Focus on strategic partnerships with other Florida film commissions to strengthen
political, economic and marketing abilities
• Maintain AFCI continuing education under their Master’s Program
IMPLEMENTATION SCHEDULE See Below for Marketing Calendar for Tradeshows/Events
Attend Cineposium for film commissioner accreditation in marketing, technology education,
and professional development
Continuous involvement in Film Florida and its Marketing Committee, Film Commissioners
Council and Tradeshow/Events Committee
Social media: Facebook/Twitter/Instagram
Location of the week, photo and film events, scout photos
“Our Locations Really Do Make a Scene” engagement with public and clients
Ads in conjunction with Focus-London
Listings in all influential on-line industry directories
Initiate “streamlined” permitting process including special drone permits
Attend a New Media /Digital Content Event/Conference
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FILM OFFICE IMPLEMENTATION SCHEDULE
EVENT, CONFERENCE, TRADESHOW, FESTIVAL MONTH
NATIONAL ASSOCIATION OF TELEVISION
PRODUCTION EXECUTIVES CONFERENCE, MIAMI JANUARY
FILM FLORIDA BOARD MEETING FEBRUARY
SXSW, AUSTIN, TX
RALLY-IN-TALLY, TALLAHASSEE MARCH
AFCI LOCATIONS AND GLOBAL FINANCE SHOW, LA APRIL
FILM FLORIDA ANNUAL BOARD MEETING MAY
PRODUCED BY, LA
(Producers Guild of America Conference) JUNE
SIGGRAPH, ANAHEIM
(Special Interest Group on Computer Graphics and Interactive
Techniques)
JULY
FILM FLORIDA BOARD MEETING AUGUST
TORONTO INTERNATIONAL FILM FESTIVAL
2016 CINEPOSIUM, ATLANTA SEPTEMBER
NAPLES INTERNATIONAL FILM FESTIVAL OCTOBER
FILM FLORIDA BOARD MEETING
NAB SHOW (National Assoc. of Broadcasters) NOVEMBER
IN FOCUS, LONDON DECEMBER
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UK AND IRELAND - MARKETING PLAN
2016-17
__________________________________________________________________________
ACCOMPLISHMENTS FOR 2016
The main objectives we achieved this year include:
1. Incremental and repeat visitation and increase average length of stay
OMMAC has delivered unprecedented success due to our focus on developing strong and
effective Trade, Consumer, PR and third party affinity partnerships. This has led to ground-
breaking results for Florida’s Paradise Coast. OMMAC’s unique ability to influence market and
program development has helped drive UK visitation numbers and room nights to new levels
exceeding all other international market arrivals. In 2015 UK arrivals achieved the number one
international market position, delivering 113,000 visitors - a record achievement for the
destination and this market, delivering an increase of 8.5% over 2014.
We continue to grow visitor length of stay – with averages at between 7/8 nights (over the past
eight years we have achieved 400% growth in average length of stay) from our market,
contributing significantly to record economic impact levels for Collier County through increased
visitor spending.
2. Continue to gain higher profile of our area within the tour operator brochures/online & increase
room nights to hotel & accommodations featured.
A major achievement for the destination this year is outlined below with record visitation from
BA Holidays. Following recent co-op campaigns, in-house tour operator training, FAM trips and
ongoing meetings to develop the accurate booking system for your destination – we achieved
the following:
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BA Holidays generated 3,583 room nights in 2015 vs. 2,660 in 2014 (+35% Year Over Year)
and growing even faster in 2016…YTD 2016 +600 nights vs. TOTAL 2015 room nights.
For the first time - Naples, Marco Island and Everglades has overtaken Clearwater/St Pete by
around 15% based on room nights, making Florida’s Paradise Coast BA Holidays’ third largest
region in Florida
3. Aim to reach all aspects of the marketplace and heavily influence the decision-making process
in terms of choosing a holiday – with Florida’s Paradise Coast being top of mind.
We achieved prominent position within this year’s Virgin Holidays Co-op Campaign with Visit
Florida – For the first time Florida’s Paradise Coast was featured in a National Print Newspaper -
see below recap:
Date: May 2016
Activity: Consumer focus -
The Times – Cascade format and Long Copy Consecutive ads
Out of Home (OOH) Digital Escalator Panels/ London Underground /Social Media – Carousel x2
Total Impressions/ Readership: 17,033,971
Total Value $409,500 USD
The Times May 2016
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4. Identify & utilize all available sales & market share growth opportunities with selected wholesale
tour operator/OTA & retail travel agent partners both online and offline.
We proactively sourced marketing opportunities to deliver the above objective. See below
example of the strategic approach OMMAC undertook on behalf of the CVB to maximize on
budget, assets and ROI for Florida’s Paradise Coast.
a. Overview of the recent BA Holidays Co-op Marketing Campaign, ending 31st May 2016.
OMMAC negotiated Florida’s Paradise Coast participation within a targeted and
dedicated Florida campaign valued at $290,000 (which included the CVB’s highly
leveraged contribution) the reach included:
i. .The digital display for Florida’s Paradise Coast will reach an estimated 703,000
impressions
ii. The “Scoota” format (shared between 5 partners) will reach an estimated
3 million impressions
OMMAC led negotiations with senior personnel at British Airways and Visit Florida, and were
instrumental in leading the development of the campaign creative to better reflect Collier
County’s core messaging within all campaign assets.
We influenced BA Holidays core messaging to reflect and drive tactical offers from hotels
partners. This further unlocked opportunities for the CVB’s industry partners, whereby
resorts/hotel partners provided tactically led offers focused on arrivals during low season
summer months resulting in incremental growth in bed nights booked across Collier County.
This Campaign included the following partners:
British Airways Holidays/British Airways/Visit Florida/Brand USA/Five partners within Florida:
Example: MPU: https://rbx3-assets.s3.amazonaws.com/preview/4550/preview.html
How to follow the video: After images roll / click on ‘expand to explore’ / Click on ‘Naples, Marco
Island’ /Click on ‘Book Now’ = hotel offers
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b. On-line training - Discovery Program with Brand USA
OMMAC has been instrumental in creating and establishing a premier position for
Florida’s Paradise Coast within the Brand USA on-line training ‘USA Discovery
Program’. This is soon to be released and will cover multiple international markets
globally and will be managed by OMMAC in the UK.
The USA Discovery Program currently has over 10,000 members across following
markets:
UK & Ireland, Australia & New Zealand, India, Brazil and China
Mexico, France, South Korea and the Nordics will be launching soon (ETA end of 2016)
5. Build on the success of hosting trade events e.g.: IAGTO NAC and with the result of winning
the North American Award – target & identify future potential events to host in order to
showcase our destination.
Successfully hosted the GTMC (Guild of Travel Management Companies) Annual Convention in
May 2016. OMMAC researched, solicited, procured and assisted with the management and
execution of this event to be staged for the first time in Florida - in Naples, Marco Island and the
Everglades.
We delivered additional sponsorship which resulted in increasing the CVB’s host budget by
150%. OMMAC secured support from Brand USA with British Airways and Visit Florida.
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OMMAC negotiated to have Industry partners attend at no cost. This annual conference was
highly commended by GTMC members as one of their most successful conferences and set
considerable new standards. OMMAC will drive strong legacy economic and visitation growth
benefits to Florida’s Paradise Coast following this highly productive event.
Additionally secured senior airline management to visit RSW – with aim of encouraging new air
service into Florida’s South West Region.
SITUATION ANALYSIS
Trends in visits abroad by UK residents, non-seasonally adjusted:
The estimated number of visits abroad by UK residents in May 2016 was 6.0 million. UK
residents spent £3.5 billion during visits abroad in May 2016.
During the period March to May 2016, UK residents’ visits abroad rose by 4% compared
with the corresponding period a year earlier and they spent 10% more during this period.
In the 12 months to May 2016, the number of visits abroad by UK residents was 8% higher
when compared with a year earlier; expenditure on these visits also increased by 12%
during this period. Visits to all areas of the world rose: North America by 10%, Europe by 9%
and other countries by 2%. Travelling abroad also grew across the range of reasons for
visiting, including holidays (8%), business (9%), and visits to friends and relatives (9%).
(Source: ONS - Office of National Statistics)
UK - Post Brexit / Currency
The immediate findings indicated that consumer confidence has seen its sharpest drop in
over twenty years after the UK voted to leave the EU, with travel one of the most vulnerable
sectors - its confidence index fell by eight points to minus nine, a drop not since seen
December 1994. The research also suggested that 60% of consumers expect the general
economic situation to worsen over the next year, compared with 46% in June. Just 20%
expect it to improve, down from 27% last month. The analysis suggests that in the
immediate aftermath of the referendum, sectors including travel, fashion and lifestyle, home,
living, DIY and grocery are particularly vulnerable to consumers cutting back their
discretionary spending.
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Leading on from that poll, research undertaken specifically with the US and transatlantic
market in mind, indicated that the mood was bullish, with the US travel trade united in its
belief that the Brexit shock will not dent Brits’ desire to travel - ultimately, one key benefit to
a weaker £GBP pound is that every Brand USA and US destination partner dollar invested
in UK marketing will drive extended reach and value.
Currency - One of the first implications, a weaker pound, will naturally have a considerable
impact on buying power overseas. However, history tells us that the demand for travel from
this market will remain strong, particularly among the core demographic of UK-US travelers
who are among the world’s most resilient and will continue to prioritize travel as one of their
foremost activities.
That said, we are very much in uncharted waters but the industry united in its ambition to
raise awareness of the priorities for travel to the United States among consumers,
particularly against the backdrop of reduced capacity in the south eastern Mediterranean.
Operators have almost unanimously reported that demand for the US remains strong for the
remainder of 2016, however forward planning for 2017 has been impacted although too
early to measure against trend. Meanwhile, IATA announced that airline demand slowed for
third consecutive month in May.
Continuing terrorist activity, fallout from the Brexit vote and the fragile sate of the global
economy continue to weigh on airlines, IATA warned. After a strong start to the year,
demand growth is reported to be slipping back toward more historic levels. A combination of
factors are likely to have contribute to this moderated pace of demand growth, including
continued terrorist activity and the fragile state of the global economy - the shocks of the
Istanbul atrocity and the economic fallout of the Brexit vote make it difficult to see an early
uptick and the fallout will affect the air transport industry from both economic and regulatory
perspectives.
Aviation plays a vital role in supporting economic growth and development and as the post-
Brexit regulatory framework is negotiated between the EU and the UK it will remain critical
that there are no backward steps for aviation.
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Luxury tour operators now selling Florida – previously not really a focus for them - providing us
with opportunity to focus on target market - HNWI - according to recent studies worldwide
London is considered the top city with the most multi-millionaires.
Terrorist Activity - this is unchartered water for the worldwide travel industry – we must be
vigilant and have our crisis plan in place with the highest level possible for visitor’s safety.
MEASURABLE OBJECTIVES
OMMAC’s aim is to increase visitation, extend average length of stay, generate additional visitor
spend and encourage a growth in CVB partners featured within the tour operators programs. As
the UK and Ireland visitor has a higher average spend within Naples, Marco Island and the
Everglades – this is a valuable target market for our destination. Increased target focused on
family and general market for the summer months – additional value to UK & Ireland visitors
during our low season
Objectives:
1. Reach all segments of our target market and heavily influence the decision-making process in
terms of choosing a holiday – with Florida’s Paradise Coast being top of mind. Increase average
length of stay & repeat visitation. Using PR and Social Media reach – monitor by month and
measure quarterly and at year end.
2. Identify & utilize available sales & market share growth opportunities with selected wholesale
tour operator/OTA & retail travel agent partners both online and offline. Measure by month with
updates and at year end.
3. Sport – host IAGTO NAC legacy event, International golf tournament pre/post NAC 2016 that
will take place in Miami. Measure success with golf trip updates on a monthly basis.
4. Proactively work in alliance with Visit Florida, Brand USA & regional CVB's to generate
additional air service into RSW with the Air Team Florida support plan. Measure air service
growth quarterly with year-end update.
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5. Build on the success of hosting trade events e.g.: GTMC – business travel - target & identify
future potential events to host in order to showcase our destination. Develop opportunities for
the GTMC members to include our destination into the USA itineraries.
GTMC is the only representative body for Travel Management Companies and the business
travel community in the UK. The diverse membership accounts for over 80% of UK expenditure
on managed business travel, equating to an estimated $10 billion in revenue. The business
travel sector is a fast growing area of the travel industry with the Office of National Statistics
reporting a 10.3% growth for the sector in the third quarter of 2015.
6. Our additional opportunity with Business and Leisure travel - through its strategic partnership
with GTMC, Florida’s Paradise Coast aims to become a first choice destination for business
travel – not only encouraging meetings and incentives to Naples, Marco Island and the
Everglades but also targeting those travelling for business throughout the USA and encouraging
them to extend their stay, adding a leisure break to the Paradise Coast onto their trip, where
family/friends can meet in Florida’s Paradise Coast.
TARGET MARKETS
Geographic
UK & Ireland – focus market - proactive
France – secondary proactive
Scandinavia – secondary proactive
In line with the overall CVB marketing our demographic & segments targets remain a focus for our
activity.
OMMAC’s philosophy on targeting key activities with target Demographic segments:
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Demographic and Activity
Family Market - core Florida market and large potential (35-60 age) and Retired market due to
pension reform (increasing numbers of 60 – 80 age)
Luxury Market
Luxury market - High-Net worth Individuals
Including honeymoons/ weddings /special anniversary trip
o Experience seekers – including:
Great Outdoors (build on the attention of National Parks spotlight 100 year
anniversary of National Parks 2016)
Culinary focus – (as with Visit Florida & Brand USA)
Events – (Golf PGA & LPGA) - Golf market & soft adventure (growth area &
affluent).
STRATEGIES
Plan, manage and execute strategic projects with built in flexibility to react to trends and unexpected
events in the year ahead (e.g.: Brexit/ terrorist activity/nature). Also include a proactive approach to the
diversity within the destination and the target markets to grow and develop incremental business.
The UK & Ireland office provides an extension of the CVB team, providing unified integration and
dedicated expertise in the UK, Ireland and French markets.
Currently we are achieving high success rates, chiefly having grown the number of visitors to the
region, as well as the length of stay. Our strategic goals and objectives are to implement an integrated
campaign encompassing trade activity to increase awareness and the distribution of product. Together
with increased PR & social media activity, co-op marketing and promotions to reach our target
consumer audience.
All activity we undertake is on a co-op basis, working with our industry partners, tour operators/OTA &
airlines in order to stretch the marketing dollars and reach all consumer distribution channels with a
clear local call-to-action to encourage immediate & ease of booking.
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Our partners include: Hospitality and Tourism Industry businesses in Collier County, Visit Florida, Brand
USA & other regional Florida CVB's, tour operators, online /offline agents, airlines, car rental and other
related companies.
Strategies:
Proactively participate in the following & seek new opportunities for growth:
o One new VIP/ luxury Sales and Media Mission/Tour – UK & Ireland
o Trade Shows – research opportunity with one new luxury trade show
o Fams – additional support for six new tour operator FAM’s – assist with two FAM’s
from France and Scandinavia
o Co-hosting three trade and three media events with trade partners/ Visit
Florida/Brand USA/Visit USA – e.g.: new Insight trade event with Brand USA
o Co-op Marketing & Adverting - work with three new luxury tour operators
o Co-op hosting VIP events/conferences – see opportunities for coming years
o Co-op Promotions – consumer – two new third party with leading brands
o Training – in house & online – New incentive for Discovery Program – reach out to
two new regions, France and Scandinavia
o Market research – new research via tour operators and On Line Travel Agencies
(OTA’s)
o Business travel – support GTMC members for new opportunities into our region – co-
host one new incentive for business agents to book our region
o Expand our reach with Golf markets by creating and owning a legacy event - hosting
VIP tournament pre/post NAC which will take place next year in Miami.
IMPLEMENTATION SCHEDULE
Strategy timeframe is outlined below - the activity will focus on driving bookings into the destination for
visitation during the low season e.g.: May to October and December up to Christmas, first two weeks of
January. Highlight September deals many extended through January avoiding Thanksgiving and
Christmas holidays.
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IMPLEMENTATION SCHEDULE
DATE EVENT/ ACTIVITY
LOCATION/
Market
Oct Sales calls & planning for upcoming events UK & Ireland
Nov
WTM and co-host Visit Florida Signature Trade
Event London
Nov/Dec
Incentive for On-Line Training – Discovery
Programme UK & Ireland
Jan Visit USA Meet the Media & Awards London
Jan Pre/post huddle FAM’s – individual Paradise Coast
March/
April VIP Sales & Media Mission/Tour UK & Ireland
March /
April Social Media Advertising and Promotion UK / Ire /France
April Visit Florida key client events UK/Ireland
May
Visit Florida Tour Operator & Media Luncheon &
Meeting UK/ Ireland
June IPW Washington DC
June IAGTO N. American Convention (NAC) Miami
June IAGTO NAC – Legacy Event tournament Paradise Coast
July Visit USA & Brand USA Independence Day events London
July Brand USA/Visit USA Media & Trade Networking Dublin Ireland
July Visit USA Summer VIP event London
Year
USA Discovery Program online training with Brand
USA
UK/ Ireland & other
Intl markets
Year Media calls & outreach meetings UK/Ireland/France
Year Promotions major brand – Luxury theme UK/ Ireland
Year Planning and distribution of quarterly Newsletter All Regions
Year Memberships: Visit USA UK/ Ireland / France
UK/ Ireland/
France
Year Membership IAGTO
All Markets –
Global reach
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Event Oct N D J F M A M J J A S
Trade
Shows &
Events
Training
Events &
Brand USA
Discovery
Program
PR & Media
Events
PR & Media
Social Media
Campaign
Social Media
Co-op
Marketing &
Adv
Visit USA
Membership
s
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EUROPEAN MARKETING PLAN 2016-17
__________________________________________________________________________
ACCOMPLISHMENTS FOR 2016
The focus for the representation period FY 2015-16 was to market the Naples, Marco Island, and
Everglades CVB (NAP) with an accomplished combination of business to business (B2B) and Business
to Consumer (B2C) activities. Both segments were targeted throug h traditional channels as well as
online. We also focused on travel agent education with more traditional operators and on a creative
B2C approach with more innovative tour operators.
Looking at our existing relationships with tour operators, we sustained and intensified our close
relationships and jointly engaged in strong marketing activities..
Florida’s Paradise Coast was the only beach destination invited to the CANUSA Training Camp,
and was one outstanding achievement resulting from our excellent relationship to this key
account. On a bi-annual basis, Canusa organizes a team building event for all Canusa staff
including the regional sales office teams. For the first time, they focused on USA (usually
Canada is sponsor) and chose the Naples, Marco Island, Everglades (NAP) area as their only
beach destination. In cooperation with FL Keys we hosted the closing event and this way we
could familiarize and intensely network with a total of 100 CANUSA staff. CANUSA’s production
increased again as a result with 7,224 room nights in 2015 which equals to a plus of 57%
compared to 2012 when we started with 4,600 room nights.
Additionally, we identified 14 new tour operators in the market place, specialized on long-haul
travel and the US. The main achievement is the secured future cooperation with Boomerang
Reisen (part of TUI and just launched first USA program). We personally visited the head office
and held destination trainings to their sales team. Boomerang Reisen will be featuring NAP as
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from November 2016 on their website and will be including the NAP German Visitor Guide into
traveler’s documentation. We met with 13 specialists as their first introduction of NAP. An
increase of exposure with the same tour operator (online and offline) will be part of our FY 16/17
action plan.
As the Dutch market has been recovering, we became again more active in the market with
picked marketing activities and strengthen our relationship with the travel trade. As a result, we
could achieve a production increase of 18%.
Travel Agent education has been intensely undertaken throughout the year, resulting in 4,364
agents in DACH and BeNeLux being trained during personal visits, dinner events, workshops
and seminars. Another 10,000 travel agents in Germany now have access to our dedicated
NAP e-learning program that we set up and distributed through Touristik Aktuell, one of
Germany’s top trade magazines.
In addition to our tour operator cooperation and travel agent education, we also put a stronger
focus on the B2C approach, mainly through increasing social media activity. For our Germanic
Paradise Coast Facebook page we increased the number of Facebook fans to 7,540.
Additionally, we implemented a closed Facebook user group, targeting the travel agents
communities for educational and networking purposes. We are pioneering here on behalf of
Florida’s Paradise Coast (NAP).
Looking at further B2C communication channels, we designed and distributed our own branded
NAP newsletter that is sent to approximately 580 subscribers on a bi-monthly basis. We
complemented the newsletter communication with two NAP dedicated newsletters sent to
360,000 consumers in the Netherlands.
A brief summary of accomplishments in FY 2015/16 per target group is outlined below:
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Tour Operator Accounts:
Looking at our Key accounts, our biggest campaign was undertaken with TUI Germany.
Tour Operator Achievement Cost
America Unlimited,
Hannover
Secured participation at the ABF Hannover
(consumer show) including 2 podium
presentations
FOC
Canusa, Hamburg
Completed metro campaign “out of home” and
online marketing campaign;
Canusa Training Camp, May 27-29, 2016. 100
staff from sales & reservation team
USD 6,000
Dertour, Frankfurt Completed NAP advertorial in Florida dedicated
supplement to GEO magazine (February issue)
USD 3,500
Knecht Reisen,
Windisch
Completed marketing campaign including
editorial main brochure & golf dreams, web
promotion
USD 8,800
TUI, Hanover Completed extensive marketing campaign in
German market, including Airtours road show,
B2C mailing, B2B advertisement and in-store
campaign.
€ 25,000
BeNeLux Accounts:
Tour Operator Achievement Cost
Fox Vakanties
Nieuw-Vennep
Completed advertorial in their online
magazine, December issue, 120,000
subscribers. Result: NAP only Florida
destination with increasing numbers in 2016.
USD 1,800
General Tour
Liege
Secured participation at their first FL TA
training evening in Belgium. Including
workshops and presentation
FOC
Jet Air
Zaventem
Completed NAP feature in customer
magazine “Florida Gazette” (replacing FL
brochure)
USD 1,680
Tenzing Travel
Amsterdam
FOC online marketing campaign including
NAP dedicated landing page, newsletter
article (87.179 clients) Facebook pots.
Secured 7 properties into new dedicated
Florida brochure launched in August 2016
Online marketing campaign including
Facebook posts, newsletter, landing page,
along with launch of new Florida brochure.
FOC
USD 2,200
Secondary Accounts:
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Tour Operator Achievement Cost
Amerikareisen.at
Klosterneuburg
1 month display of NAP on highway video wall
in Vienna in Jan 16
USD 650
Explorer
Fernreisen
Head Office
Dusseldorf
Completed online campaign including
Facebook ads, landing page, image banners,
newsletter
USD 2,500
Fairflight
Lutherstadt
Wittenberg
Brochure distribution at consumers show
Messe Leipzig (350 copies), 60.000 visitors
consumer
5 Facebook posts with Fairflight FOC
USD 330
Tourconsult,
Bruchsal
Completed page editorial in North America
brochure
Secured FOC website promotion of FL round
trip, highlighting Naples.
Completed marketing campaign, including
blog,
Destination training was conducted with tour operator specialists (Boomerang Reisen, Explorer
Fernreisen, Canusa and TourConsult) in their regional sales offices: 7 training sessions of 20 agents
each were trained
Travel Agent Activities
In 2016, we trained, introduced and presented NAP to a total of 4,364 travel agents in Germany,
Switzerland, Austria, Netherlands, Belgium and Luxembourg. Another 10,000 agents have access to
our NAP dedicated e-learning program:
Sales Calls: 456 travel agents were visited personally, NAP presented.
DiaMonde Dinner Events: 7 events in Germany. NAP was presented to a total of 183 high and
very high potential travel agents.
Travel Talk e-learning: NAP dedicated 5-page training, online for 12 months, access to 10,000
travel agents in Germany.
Travel Agent Events & Workshops: We presented NAP to a total of 3,725 travel agents in DACH
and BeNeLux during a selection of TA workshops and events in the respective markets.
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FAM trips: 47 travel agents and 8 product managers were further familiarized with the
destination during group FAM trips. – in cooperation with Willy Scharnow, TUI and Dertour.
Another 4 reservation agents visited the area on individual basis.
Trade & Consumer Shows
In FY 2015/16 we participated in 9 consumer shows that attracted a total of 903,593 visitors. We
participated with brochure distribution, either through Visit USA or a tour operator partner and
distributed a total of 3,750 Visitor Guides, 1,400 Visitor Maps and 1,650 copies of our Tip Lists.
Additionally, we attended the 2 major trade shows – ITB in Berlin and IPW in New Orleans.
Marketing
Campaigns: Completed Airberlin fall 2015 and spring 2016 campaigns. With the second one we
achieved 11.7 million page impressions.
Newsletter Communication: on own and in cooperation with TO partners and VUSA:
Created and sent NAP dedicated B2C newsletter (bi-monthly) to 580 consumers
Created and sent NAP dedicated B2B newsletter (bi-monthly) to 2500 travel agents
Created and sent two NAP dedicated newsletters in Netherlands in Dec 15 & June 16 to
360.000 consumers.
Inclusion of NAP messaging in DiaMonde newsletter in February & May 16, reaching 6,500
travel agents
Partnered with Knecht Reisen in their B2B newsletter in March 16, reaching 2,500 travel agents
Partnered with Visit USA Committee in Germany in their newsletter in March 16, reaching
24.000 travel agents
Partnered with Jan Doets in their customer newsletters in Nov 15 & July 16, reaching 21,000
consumers
Social Media
Facebook: Increased number of fans on Germanic fan page from 7,264 in Oct 2015 to 7,540 by
July 2016. We completed a social media campaign including Facebook ads as well as
Facebook and Instagram posts in cooperation with agency Werbemutig. We also established a
Facebook closed user group, targeting travel agents.
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Media
Media Events: Attended in 2 media events with Visit Florida (Nov 12, 2015. 17 journalists) and
Visit USA (March 11, 2016. 224 journalists)
PR FAM trips: We welcomed a total of 4 journalists from Germany and Netherlands and blogger
in the area. All visits resulted in media exposure.
Exposure: Throughout the year we achieved 12 features in Germanic key media and 1 blog
feature
SITUATION ANALYSIS
Moderate booking numbers for 2016 due to political conflicts and latest terrorism attacks in
Europe
Safety in a destination became a very important condition in terms of holiday destination
choices, and travel to the U.S. is considered safe
Increasing demand for U.S. destinations, despite a stronger US dollar
The use of online bookings for travel is increasing, but travel agencies and tour operators still
remain the main and preferred booking channel
Increasing influence of social media and blogs in travel decisions
Dutch market is slowly recovering from economic crisis
Europeans travelled abroad in record numbers in 2015 while the booking situation for 2016 is only
moderate as clients are “undecided” and hesitate to book, amid continuing conflicts and attacks around
the world, mainly in Europe in 2016.
Europeans are expected to continue travelling in 2016 but will favor safer destinations. Winning
destinations this year are West European countries (Spain, Italy & Portugal) but 2016 also shows a
main source of growth in cruises, long-haul destination as well as luxury travel. The consumers are
considering their most important condition for a holiday as safety of the destination.
The U.S. as a travel destination is considered as safe and the demand for US travels is high, with 2
million German visitors to the US two years in a row now. Florida had an above-average growth of
German visitors in 2015 with 441.000 visitors. Nearly 500,000 Swiss visited the US in 2014 and after
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the upgrading of the Swiss Franc in January 2015, the Swiss economy recovered slowly and growth
continued at 3.8% in the first six months of 2015. Miami is no. 1 destination, followed by New York and
San Francisco. The strong US dollar does not seem to discourage the Swiss from taking a trip to the
US. As a result, airlines have increased direct flights and average daily spending of Swiss travelers in
the U.S. is USD 430. Florida is becoming viable alternative to Mediterranean beach destinations and
regions experiencing social unrest or crime. Also in Austria, the U.S. was the most popular destination
in 2014. Austrians favor individual trips to the U.S. and spend approximately USD 5,000 while on
vacation.
The Dutch market is recovering after a row of challenging years due to economics. At Vakantiebeurs in
January 2016, USA has been named by visitors as the top long haul destinations; California, New York
and Florida being the top 3 destinations in the US. Also in Belgium, the U.S. still is the num ber one
long-haul destination. On average, Belgian travelers have USD 5,000 to spend during their trip.
Despite the strong US dollar, German tour operators are satisfied with the booking numbers to the USA
this year and are aiming to keep prices stable for 2017. To stimulate demand, tour operators are trying
to offer more value for money (e.g. hotel upgrade) and also stepped up their marketing activities for
USA destinations. Another important factor is insurance. By purchasing a tour operator product,
German consumers are insured that alternative arrangements will be made for them if something
occurs during their travel that is out of their control.
Even though Germans research travel online, the main booking channels still remain the travel
agencies and tour operator – especially in the high end and long haul segments. Nevertheless, the
portion of online bookings in Germany has been increasing in the past years. In 2014, 22.8 million
people booked their holiday online. In 2015 it grew to 23.44 million. The Austrians also prefer to book
online (36.5% online bookings compared to 33.9 % bookings with travel agencies). Reviews and blogs
play increasing role in travel research and decisions. Social media now influence nearly one fourth of all
international trips, especially travelers’ choice of destination and accommodation. The portion of online
bookings in Germany has been increased in the past years.
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MEASURABLE OBJECTIVES
We see the principal objective of our representation of the Naples Marco Island Everglades CVB in
increasing brand awareness and subsequently visitation numbers from our designated markets.
Within the last years, we positioned NAP in the travel trade, increased its exposure with the key
mainstream and specialists tour operators as well as continuously trained and educated
reservation and travel agents on the area. Through carefully selected marketing campaigns,
workshops and educational events we have driven strong brand awareness and destination
knowledge among the travel trade partners.
While we plan on intensifying our achievements even further, DiaMonde will also map out new
marketing opportunities to develop direct communication channels with the end consumer via
social media activities and a stronger emphasis on media relations. Tailored B2C marketing
campaigns will allow us to measurably increase the brand awareness of the County among the
B2C audience.
In detail, our objectives for the FY 16/17 marketing year are:
Increasing room night production with traditional and specialist tour operators: We will maintain
our relationship with our key mainstream and specialists tour operators and plan, negotiate and
execute marketing activities and sales promotions with the goal to increase room night
production in FY16/17.
Identification of new tour operators: We will seek relationships with new tour operators in the
respective markets with an emphasis on long-haul, golf, luxury travel and vacation home
rentals, also to address identified consumer segments via new channels. Additional print and/or
online exposure will be generated via these identified tour operator segments. We expect to
identify, establish relationship with and generate additional exposure with 10 new potential
partners until end of FY 16/17.
Identification of alternative online distribution channels: While maintaining the existing
relationships and identifying new tour operators, DiaMonde will also research alternative online
distribution channels and secure new online exposures in a diversified travel environment. We
expect to identify at least 5 key online travel agencies and 2 rating portals as potential platforms
to increase online exposure. We will plan, negotiate, secure and execute at least 1 major online
marketing campaign on the German-speaking market.
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Stronger focus on B2C channels and activities: We will continue communication through the
branded NAP B2C newsletter on a bi-monthly basis with the goal to increase the number of
newsletter subscribers to 800 consumers (at the moment 560). Additionally, we will increase
brand awareness on consumer end through a selection of 3 tailored B2C marketing campaigns
in cooperation with tour operators. We will also establish relationships to the Germanic blogger
community in order to generate additional, authentic online exposure. We expect that we will be
welcoming at least 3 bloggers in the NAP area in FY 16/17, resulting in a measurable exposure.
Increase of social media activities: We will further expand the brand awareness among new,
identified as relevant target groups – resulting in even stronger visitation numbers from a
diversified visitor group. As Facebook is still the biggest social media channel in the German-
speaking markets, this channel will receive the biggest portion of our social media efforts. We
will continue growth of fans to reach at least 9,000 users within the next 12 months. Additionally,
we will promote our dedicated Facebook user group that we have just launched to target the
travel agency community. We estimate that approx. 250 agents will join this group within the
next 12 months. We identified Pinterest and Instagram as two additional relevant social media
channels on the German-speaking markets to communicate with new, younger target groups
such as the millennials.
TARGET MARKETS
We have identified three new consumer target groups with potential for increasing the length of stay
and incremental spending in the County and apart from the long-haul traveler, we will focus our B2C
efforts on vacation home rentals, golfers and the luxury traveler. The latter will be attracted by the over
90 golf courses but also through the County’s dining venues and cuisine. The focus on these target
groups will also increase incremental spending on NAP’s attractions and outlets.
DiaMonde has always strongly concentrated on beach & water sports while promoting NAP.
When liaising with the consumer directly, DiaMonde will continue to promote the CVB’s
beaches, particularly in combination with available nature and eco activities, in order to clearly
differentiate the CVB from the competing beach destinations on Florida’s West Coast.
By using a selection of Social Media activities, we will target a younger user group such as the
millennials. Pinterest has been identified as the main social media channels to be used by
Millennials (18-34 years). Researches on Germanic Instagram usages shows the following: 19
years or younger (35%), 20-25 years (25%), 26-29 years (15%), 30-65 years (25%)
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STRATEGIES
Travel Trade & Consumer Activities
Over the course of the past few years, DiaMonde has established, maintained and intensified
relationships with the traditional tour operators and tour operator specialists. Room night production has
continuously increased and print catalog exposure has been expanded.
We will further increase the room night production numbers with the traditional and specialist
tour operators through relationship farming, while designing joint promotions and marketing
campaigns in line with our objectives. Especially with traditional tour operators we will mainly
focus on distribution via travel agents, marketing towards travel agents and execute the
education of the travel agents.
We will plan, negotiate, secure and execute selected activities to reach out to the travel trade
community in the DACH markets and the BeNeLux. The goal is to educate the agents on the
NAP offerings, its open distribution channels and promote and market the area while always
maintaining a very conservative approach to expenditures leading us to try and secure all paid
activities at reduced costs or with additional exposure.
We will seek relationships with new tour operators with an emphasis on long-haul, golf, luxury
travel and vacation home rentals, also to address identified consumer segments via new
channels.
DiaMonde will also research alternative online distribution channels and secure new online
exposures in a diversified travel environment, considering the portion of online research and
online bookings in the respective markets. We will identify the key partners among the online
travel agencies and plan, negotiate, secure and execute online marketing activities.
Consumer activities will continue to include attendance at travel shows and communication
through dedicated newsletters and fulfillment. We will not have a personal attendance at the
consumer shows this year, as Visit Florida will be present with an own stand at the Visit USA
booth.
Social Media is one of the most important communication means to reach the B2C segment.
We will increase our social media activity and establish relationships to the Germanic blogger
community in order to generate additional online exposure. In addition, we will partner up with
tour operators with a more innovative approach to target the B2C market in a creative way and
use their strong communication channels to communicate with consumers directly.
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In detail, activities for 2017 will include:
1. Promotions
DiaMonde will negotiate and secure dedicated promotions for NAP through either tour operators
or specialized marketing companies. These promotions will cover both target groups (B2B &
B2C) and all channels of communication – via e-distribution, print distribution, presentations,
online academies, social media campaigns and others. All planned activities are presented in
the annual budget plan for FY 16/17.
2. Trade & Consumer shows
DiaMonde will personally attend the following shows on the NAP behalf (in order of date by
calendar year):
a. ITB Berlin, German, March 8-12, 2017 (full five-day attendance at Visit Florida Stand,
B2B for three days and B2C for two days, includes full coordination of appointments).
b. IPW, Washington, USA, June 3-7, 2017 (full five-day attendance at own CVB stand, B2B
only, includes full coordination of appointments for designated markets).
DiaMonde will arrange for brochure distribution at the following B2C shows (in order of date by
calendar year):
a. TC International Leipzig, Germany.
b. CMT Stuttgart, Germany
c. Ferienmesse Vienna, Austria
d. vakanz, Luxembourg
e. F.r.e.e., Munich, Germany.
f. Reisen Hamburg, Germany.
We will also secure attendance at dedicated USA workshops and educational seminars
organized by tour operators, the Visit USA committees and/or Visit Florida
3. Trade & Consumer Communication
o DiaMonde will be communicating product news, updates, travel tips and stories through
regular bi-monthly e-newsletter distribution to the exclusive and dedicated database of
1,800 trade contacts, 460 media contacts and approx. 600 consumers. This e-newsletter
“Insider News from the Paradise Coast” is designed and branded in the NAP’s corporate
identity and distributed via Mailchimp.
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o NAP will receive additional complimentary features in the DiaMonde own newsletters,
sent monthly to a database of nearly 10,000 travel industry contacts. These newsletters
enjoy an above-industry-average opening rate of 25.3% and are effectively received by
99.4% (showing correctness of our database) with an average of 30 opt-outs per
sending.
o To liaise with the Dutch consumer, we will cooperate with Bell Marketing again to
distribute NAP dedicated B2C newsletters in this market.
4. Familiarization Trips
DiaMonde will secure at least one dedicated travel trade group overnight familiarization trip
to NAP. Included in this project is the negotiation of complimentary airlines seats and
coordination of an itinerary including complimentary overnights and activities – with support
and as directed by the CVB. We strongly focus on the selection process of the attendees, to
only invite those trade members with the greatest potential for qualified business to Florida,
focusing on those who can generate business from the newly defined target groups golf and
luxury.
DiaMonde will secure at least one additional group travel trade familiarization trip to NAP in
cooperation with another non-competing South Florida CVB (i.e. Florida Keys or Fort
Lauderdale) – in order to promote the South of Florida as a stand-alone itinerary and
directing attention away from theme parks.
Where possible and suitable, a member of the account management team will accompany
all group fam trips to NAP to strengthen the liaison with the attendees and act as a German
speaking guide for the area.
5. Travel Industry Training
o Travel Industry trainings will be secured and held annually at all mainstream (9) and
specialist tour operators (5) for their call center agents as well as regional sales offices
(34).
o During regular sales visits and dinner events to/for high-potential long haul travel
agencies, the CVB will be presented along with other partners in the DiaMonde portfolio,
allowing for extensive exposure at reduced as shared costs.
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6. Fulfillment
DiaMonde will handle all B2B and B2C fulfillment, also resulting from website inquiries, from our
office in Stuttgart at no additional cost.
7. Lead Management
DiaMonde will source business leads for NAP on a proactive basis and - after intensive
screening and ROI evaluation - present opportunities with strong potential to the Executive
Director for further assessment and approval.
8. Liaison with Industry Partners
DiaMonde will maintain strong relationships with all relevant industry partners, to include (but
not solely) Visit USA committees, Germanic Brand USA office, Germanic Visit Florida office,
airlines, press offices and other non-competing Florida CVB representations.
SOCIAL MEDIA
In order to further expand the brand awareness among new, identified as relevant target groups,
DiaMonde will increase Social Media activity in relevant social media channels on the German
speaking markets. Facebook still is the biggest social media channel with the highest amount of users,
therefore our strongest social media efforts will be Facebook related. After detailed evaluation of our
current Facebook user demographics, we have identified Instagram and Pinterest as two additional
channels which will allow us to open communication channels with new, younger user groups such as
the millennials.
1. Facebook
DiaMonde established the Germanic Facebook page in 2011 and since then has grown the fan
base to 7,500 followers. We will further increase the number of followers implementing a
selection of Facebook advertising campaigns (direct or via tour operators with social media
affinity) which have proven excellent success in the past, in order to reach our goal of 9,000
fans within the next 12 months. Generating interaction among the fans is of highest priority,
therefore we will manage content proactively to encourage ongoing posts and shares.
DiaMonde markets its own Facebook page only to the B2B segment and currently counts
approx. 500 followers. NAP content will be regularly posted and shared on this site, which
includes insider information, travel tips, news updates and further more.
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In addition, we just launched a closed user group on Facebook, NAP dedicated and targeting
the travel agency community for educational and networking purposes. Our goal is to generate
an interactive platform for travel agents to exchange knowledge, recommendations and other
travel relevant information among themselves We are pioneering in this field on behalf of NAP.
This group will be promoted vial all e-communication and during personal interaction with the
trade.
2. Pinterest
In cooperation with the CVB social media department, DiaMonde will create a German-related
Pinterest pin wall (as a “subwall” of the existing US Pinterest wall) for which we will generate
and manage the content. We will incorporate information on this Pinterest wall in all our e-
communications.
3. Instagram
In order to reach out to the younger generation and future potential travelers, DiaMonde will
collect and report relevant German hashtags to the CVB social media department for
incorporation on the CVB’s already existing US Instagram site. We will promote this Instagram
site in all our e-communications and advertising campaign (in coop with marketing agencies or
tour operators with social media affinity).
4. Rating Portals
As the importance of online rating-portals has been increasing, DiaMonde will also continuously
monitor the portals of highest relevance for the German-speaking markets (i.e. Holidaycheck)
and take action when necessary and appropriate.
Twitter is not a well-established social media platform in the German-speaking countries and will
not be utilized at this time.
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PUBLIC RELATIONS
In this segment, we have identified two separate target groups: the traditional journalist and the
blogger. The latter is becoming increasingly more important, as blogs enjoy viral distribution channels
and show growing reader/followers statistics. DiaMonde will service both target groups individually as
follows:
Blogger community – proactive research of relevant blogs, evaluation of potential and active
liaison with pre-screened bloggers. Support with relevant information on County’s offerings in
order to generate complimentary exposure and in return offer assistance with arrangement of
experiences for blogger’s personal visits to Florida.
Traditional journalists – responding to the increasing lack of time in this target group, DiaMonde
will provide journalists with tailored stories, written either by qualified journalists or our own
DiaMonde Storyteller. Journalists can obtain easy access to these stories, which will allow us to
secure exposures by providing the type of assistance journalists really require in today’s
environment.
As directed by the CVB’s PR department and where content is relevant for the designated
markets, we will write and distribute German press releases to a database of 2,000 media
contacts (at least quarterly), as well as manage all outcome of each distribution.
DiaMonde will secure at least 3 individual media familiarization visits to NAP (tailored for
journalists and/or bloggers with own flight arrangements), securing appropriate and measurable
media exposure.
We will also attend available USA/Florida specific PR functions during trade shows and also
dedicated USA/Florida PR and blogger events (organized via Visit USA and/or Visit Florida),
including the complete of follow up. An overview of secured print and/or online publications and
the applicable media value will be submitted in the monthly reporting.
DiaMonde will negotiate and secure dedicated advertising opportunities through tour operators
(B2C) or via Brand USA in travel or lifestyle magazines and supervise the ad layout, content
and print documentation in close cooperation with Paradise Advertising.
IMPLEMENTATION SCHEDULE
For a detailed action plan, please refer to detailed FY 16/17 proposed budget plan, including timelines
in that section of the overall destination marketing plan.
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BRAZIL MARKETING PLAN 2016-17
__________________________________________________________________________
Sao Paulo, Brazil
2015-2016 ACTIONS
Trade:
Trade Shows-This period concentrated on branding actions in the Brazilian market. Florida’s
Paradise Coast was present in WTM Latin America and Encontro Ancoradouro (São Paulo’s
country side trade show).
Training Sessions-We hosted 54 training sessions, interacting with over 500 agents.
There’s 7 more trainings scheduled by the end of September with Abreutur, MMT Gapnet,
Flytour, Azul Viagens and Ancoradouro.
Sales Calls-We have completed 174 sales calls to both travel agents and tour operators.
By the end of this fiscal year this number should reach 200 sales calls.
Co-Op-Co-Op opportunities were developed with Top Tour Operators in Brazil: CVC, Orinter,
Abreu, Ancoradouro, MMT Gapnet and Flytour. Azul Viagens is also including products from
Paradise Coast into their system.
FAM Tours-Two FAM tours were held: one in partnership with AVIANCA and the other with
AZUL Viagens, maximizing budget. In total, 15 agents participated in these FAM’s.
Other actions-A Brazilian representative with AVIAREPS was present at IPW 2016 in New
Orleans in support of Paradise Coast. We are also developing a professional Power Point
presentation for training and showcasing the destination.
We had excellent trade media coverage in all these actions. Please refer to media coverage section for
more information. As a primary objective, the main focus was to promote and raise brand awareness
for Paradise Coast.
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PR
The last fiscal year was very important to establish Paradise Coast with the top Brazilian media. We still
have a lot to do next year. The major tour operators are already aware about the destination and its
potential. The results proved that information about special events on Paradise Coast are very
important to gain media coverage. We did many different media pitches, but the most successful was
the Press Trip, that generate several months of high quality publications.
SOCIAL MEDIA
The main Social Media channels in Brazil today are mainly Facebook and Instagram, with an increase
in usage of Snap Chat and Periscope. With this information in mind, we launched a Facebook page and
an Instagram profile for Paradise Coast in Portuguese at the end of 2015. We also translated the
destination website into Portuguese so it can be used as a source of information for the social media
channels, the market and the final consumer. The channels are promoting stories from the website to
direct traffic from Brazil and increase visitation. Since the beginning of the paid promotion, in May, we
saw great results.
Results:
The Facebook page as of (July 25th) has over 3,750 likes with more than 1,003 people talking about it,
which is a huge engagement rate. With the investments, we were able to reach more than 90,000 users
in only one month. We were also able to accomplish the “very responsive to messages” badge, which
raises the pages relevance and credibility.
SITUATION ANALYSIS
Brazil Data:
Economy: 2015-2016 has been a recession year for Brazil, but with the imminent Impeachment
of President Dilma Roussef, economy has started to pick up.
Dollar rates, which have almost doubled in the last year, are going down.
Economic forecast for next year shows that economy will struggle, but there will a slight
improvement.
Air Lift: Airline companies offered, for the past months, reduced price in tickets, due to high
dollar rates, to stimulate travel. These rates suffered a slight increase after April 2016 because
dollar rates started to go down. There are currently 200 non-stop weekly flights from Brazil to
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the US, and from these 70 go to Miami, 21 to Orlando and 7 to Fort Lauderdale, in a total of 98
flights to Florida per week.
Brazilians are still traveling: Brazilians keep traveling abroad despite the dollar rates. There has
been a reduction in the number of times, length of stay, flight availability and spending, but the
yearly travel abroad is ongoing. Brazil finished 2015 within the Top 5 countries to send more
tourists to the United States, totaling 2,36 million people, a 4,4% increase if compared to 2014,
even though there was a decrease in international flights of 6,1%.
STRATEGIES FOR 2016-2017
Trade: The most important strategy is to keep promoting brand awareness of Florida’s Paradise Coast
and maintain a close relationship with the trade. Main actions will include:
Intensifying training with the objective of contacting at least 500 more agents.
Training sessions are an essential part of incentivizing sales. We will contact a minimum of 500 agents
next year. Training in São Paulo and metropolitan areas will continue.
Monthly sales calls
Sales calls will include follow-up calls, introductory calls and visits for maintenance of product,
prospecting of new partners to develop packages and increasing of visitation to Paradise Coast.
Participate in trade shows
We recommend participation in the following Trade Shows. Participating in trade shows is a great way
to meet the main Tour Operators and score good cooperation campaigns.
WTM Latin America (#1 tourism trade show in LA)
Encontro Ancoradouro (excellent opportunity to capacitate over 300 agents)
FESTURIS (southern region trade show with the potential to reach travel agents from LA)
Evaluate participation in Brand USA’s B2B sessions before WTM 2017. Fee is USD500 per
person to participate in the sessions plus local + airline costs (Rio de Janeiro and São Paulo).
Training session in other important regions of Brazil
We propose for the next year a Sales Blitz to Recife, Brasília, Salvador, Belo Horizonte and Rio de
Janeiro. These markets are important and receive very little training from Florida destinations in
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general. In the format we propose, we would partner with a local Tour Operator and promote one
training session per market during breakfast, lunch or happy hour time. A minimum of 60 agents per
market will be invited to participate.
Two FAM Tours
We will aim for partnership FAM’s to maximize budget. We have a FAM programmed as part of
the Co-Op with Ancoradouro TO, and Azul Viagens is interested in doing another FAM in the
beginning of 2017. Theme should focus in the Affordable Luxury concept, as Brazil is slowly
recovering from an economic crisis and travelers are still minding budget when going abroad.
There is also a project of hosting a FAM with Brand USA in 2017. As per their requirement we
will have to add a third destination to the trip (Paradise Coast + Palm Beaches + another
destination in Florida), which they would be in charge of inviting. In this situation, Brand USA
pays for the airlines tickets (if they cannot find an airline partner) and ground transportation.
Destinations should cover housing, meals and attractions.
3-4 Co-ops with main tour operators
The number of Co-Ops will mostly depend on budget available, but we recommend at least 3-4 Co-
Ops. Renewing with CVC for 2017 is a smart move. It is an investment, but CVC has the best reach of
all Tour Operators with over 1,000 own stores countrywide. ROI will take a while to show improvement,
as we are promoting a destination that agents are just beginning to know. The other operators will be
identified based on results of current Co-Ops and market objectives, however we suggest the following
Operators:
Trend
Schultz
Agaxtur
Co-Ops are important to maintain relationship with the main tour operators and to increase brand
awareness and knowledge about the destination. Last year we developed good partnerships with the
Tour Operators, to which we suggest renewals. But our suggestion would be to allocate budget from 2-
3 Co-Ops from 2016-2017 into PR to final consumer.
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KPIs
At least 500 travel & reservation agents to be trained
4 new/renewed Co-Ops
Growth of 15% in room nights
Minimum of 15 sales calls per month
2 FAM tours
At least one Press Release per month for Trade Media
PR
This fiscal year was a good one for exposure for Paradise Coast in the media but, unlike Trade,
investment in PR was reduced. Our recommendation is to balance the next year’s investment between
Trade and PR to cover both targets of tourism trade and final consumer. PR actions started the process
of putting PC on the travel media map with editorials, Press Trips and press releases. We did make a
good progress but still have a lot to do in order to reach our bold goals. For this year we propose the
following actions:
Press Releases According to News
Regular Press Releases will be distributed according to relevant news and interesting topics. It is
important that all Paradise Coast Partners send us information and news regularly so we can screen
and adapt whatever might suit the Brazilian market.
Individual Media Meetings
Media meetings are essential to keep a close relationship with journalists and outlets, and usually
generate lots of new ideas, approaches and stories for Paradise Coast.
Monthly Media Calls
Follow-up media calls, introductory calls and visits.
Monthly Media Planning
Schedule a monthly media plan, for both PR and Social Media. This will allow us to be more align in
every single step of the process and also optimize our return.
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Two Press Trips:
The Press Trip was the action of last year that generated more response on the media, by far. The idea
for the next year is to hold two group Press Trips, in order to optimize the investments and significantly
enhance Paradise Coast brand in Brazil.
Three Individual Press Trips
Some top media outlets only are available for individual Pres Trip, either because they need more time
on the destination or because they have to made their on schedule.
Two Influencer Trips
Influencers are a great way to expose a brand to a huge amount of people without high investments.
We recently worked successfully with influencers in Palm Beaches and we are willing to use the same
strategy for Paradise Coast.
Advertising
We have a large expertise on hiring tourism media with unique negotiation conditions. That opens the
possibility to advertise for a larger audience with reduced investments. During the next fiscal year we
will present several different opportunities for Paradise Coast, but in order to be more accurate in our
research for proposals, it’s very important to have pre-approved budget for the next fiscal year.
TV Crew Project
Brazil Travel News – Part of this year’s strategy is to put Paradise Coast on TV. A project from Brazil
Travel News was discussed with Jonell Modys at IPW. It involves shooting different videos about the
area with coverage on digital and printed media as well. TV crew is based in Florida and would need
ground support from Paradise Coast (housing, transportation and meals)
KPIs
Growth of 15% of press coverage
Identify and contract a tool that will deliver faster, more accurate clipping and media value data
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SOCIAL MEDIA
Fiscal Year 16 was the first year of investment in Social Media. The page went officially online on
December 2015, with paid promotion starting only in June of 2016. For the next fiscal year we will
continue with paid promotion, on different campaigns on Facebook. As the promotion is still a bit new,
we are still in a test stage, which is allowing us to better understand our audience and give us data to
be constantly more assertive and effective with the investments. Campaigns are always adjusted
according to ROI.
Instagram is also an opportunity to raise Paradise Coast awareness to the final consumer. Instagram
ads options still not as good as Facebook, but still is a valid option. The best strategy to raise
awareness without spending much is to provide influencer trips. By choosing celebrities with huge
engagement, they can direct thousands of fans to a website or social media page, just by mentioning
the destination. On Instagram, the quantity and quality of images are very important to engage the
costumers, so by improving the Paradise Coast media bank, we will certainly improve our Instagram
engagement.
KPIs
Growth of 250% on Facebook likes
Maintain the engagement rate (as higher the number of fans are harder is to keep this rate)
Improve considerably the Instagram content and engagement
FINAL CONSIDERATIONS
Our expectation for the next year is to see an improvement in the Brazilian economy, even though the
country will go through a recovery phase. For this reason we will keep investing in Trade actions, as we
are doing this year, to increase share of mind and promote Paradise Coast even further.
As a new strategy, we strongly recommend an increase in investment into promotion and PR to the
final consumer. Co-Ops are effective only if the travelers buy the packages. If we don’t promote and
educate the consumer, the investment in trade Co-Op will, most likely, show only average results.
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ARTS, CULTURE & HERITAGE
MARKETING PLAN 2016-17
__________________________________________________________________________
STRATEGIES
The Arts & Culture section of the CVB website Includes expanded partner listings, descriptive
information, images, hyperlinks and special offers. Webpage also links to various arts & culture
related web videos and articles.
E - Newsletter: We distribute a consumer e-Newsletter to promote the Celebrate the Arts Month
in November and again in February. Content centers on arts, culture and history events with
hyperlinks to the digital Arts, Culture & Heritage events in our community.
Arts, Culture & Museum Grants: Encourages grantees to place their event promotions and
advertising into our visitor feeder markets and to link to our CVB events web page for complete
visitor information.
Work with United Arts Council to increase distribution of their printed Cultural Arts Calendar of
Events and to expand the reach of their digital event calendar for wider distribution.
Identify a Collier transportation partner to offer organized tours of our museums and art
galleries.
Research cultural publications that will provide an opportunity to increase the branding message
via use of half page full color arts and culture advertisements.
Encourage cultural events that showcase one or more venues such as Arts Naples World
Festival. Package hotels with event tickets, dining and shopping discounts to attract out of
market visitors
HERITAGE MARKETING
Allocate up to $100,000 in Heritage market advertising and promotional support in the CVB
marketing budget.
o Work with Collier museums and non-profit museums to place targeted heritage
advertising with these allocated funds
o Support the Collier County Museums with all their major events with social and digital
media.
Promote the new Naples Depot Visitor Center in the former baggage car.
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AIR SERVICE MARKETING
SUPPORT PLAN 2016-17
__________________________________________________________________________
Air service is the most commonly used transportation mode by our visitors. So it is imperative that we
continue to foster partnerships with our local and regional airports and regional destination partners.
Of the visitors arriving by air, over 60% fly into Southwest Florida International Airport (RSW),
followed by Miami International Airport (MIA), Fort Lauderdale Airport (FLL), Tampa
International (TPA) and Orlando International Airport (MCO).
RSW is the largest commercial airport serving the region, and is the primary focus of our
commercial air service marketing efforts.
Naples Municipal Airport is our secondary focus for commercial air service and we work closely
with the Fly Naples team to retain the current service with Elite Airways and to add other
carriers in the future.
The Punta Gorda airport in Charlotte County is a target for co-op marketing efforts with Frontier
and Allegiant Airlines to encourage overnight and attraction business from their customers.
Our area is also served by four General Aviation airports including, Naples Municipal Airport,
Marco Island Executive, Everglades City Airpark, and Immokalee Regional.
o Each airport serves the general aviation needs of their communities and offer
additional economic development opportunities and serve as ports of entry for
executive jet travelers to our area.
STRATEGIES
Attract new scheduled and chartered flights from the western US
Attract new International service from UK, Europe, Scandinavia and South and Central America.
Encourage expanded air service from our primary fly-drive markets, including Miami, Ft.
Lauderdale, Palm Beach, Tampa, and Orlando.
Work with receptive tour operators that represent the major air carriers into our area to expand
the number of Collier County hotels featured in their travel programs (i.e. US Air Vacations,
Allegiant Vacations, Delta Vacations)
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Distribute Visitor Guides and maps at RSW, Punta Gorda, Naples Municipal Airport and Collier
County Airports.
Maintain and create new co-op programs with Lee VCB, RSW Airport and VISIT FLORIDA
marketing teams for current, new and expanded air service
Attend air service trade shows such as Routes with the RSW airport, Lee VCB and VISIT
FLORIDA and Brand USA marketing teams
Apply for air service grants through VISIT FLORIDA and Brand USA
Budget: $300,000 for FY 17 in marketing support for new or expanded air service to our area.
Add $50,000 additional funding for each fiscal year for the next four years for marketing support
of new or existing service.
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CRISIS COMMUNICATION PLAN 2016-17
__________________________________________________________________________
INTRODUCTION:
This document is a strategic crisis communications plan to help minimize the negative impact on
tourism that may occur from damage to, or the perception of damage to Collier County resulting from a
declared emergency situation.
MARKETING GOAL:
To make prospective leisure and group visitors aware that Florida’s Paradise Coast is a pristine beach
destination and a relaxing place that awaits their visit.
SITUATIONAL ANALYSIS:
Negative media coverage regarding hurricanes, potential hurricanes, or other emergency situations
such as a mosquito borne disease outbreak or scare such as the Zika virus, dengue fever,
chickanguna; a severe water quality crisis due to an oil spill, as toxic algae, harmful bacteria, red tide,
etc. – whether they affect Collier County or not -- can have a negative impact on Collier County tourism.
Often the media fails to distinguish between destinations that have had near misses, versus those that
have incurred damage. When a severe water quality crisis impacts Southeast Florida beaches, the
media is apt to use headlines like “Toxic algae closes South Florida beaches” without distinguishing
exactly where the problem is, or is not. As a result of this negative media hype, domestic and
international travelers and meeting attendees often feel that all of Florida has been damaged or
negatively impacted by a storm or other emergency – and decide not to travel to our area.
TARGETS:
Geographic: The top Spring- Fall feeder markets for Collier County leisure and group business
include Miami/Ft Lauderdale, Palm Beach, Orlando, Tampa Bay, Clearwater-St. Pete, New York
and Chicago. International feeder markets would include Canada, UK, Germany, the
Netherlands and Brazil.
Demographics: Adults 25-54 years of age, including couples and families.
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Seasons: The hurricane season runs June through November. Mosquito-borne disease threats
are more likely May through December. Water quality issue could occur at any time.
Campaign Timing: Public Relations and social media efforts would begin immediately upon
notice from the Collier County Emergency Management staff that an emergency situation is
eminent. The media schedule would begin when the CVB and agency team deems it is
appropriate and would continue for at least one week.
BUDGET:
Each declared emergency will have a special budget of approximately $165,000 per event would be
allocated as follows:
Social Media: $ 10,000
E-Newsletters $ 10,000
Production: $ 15,000
Advertising Media & Website Content Development: $100,000
PR Distribution $ 30,000
Total: $165,000
Note that the total approved emergency advertising budget covers up to 3 declared emergency
situations per year.
CVB EMERGENCY CONTACT INFORMATION:
CVB Contacts:
Jack Wert, Director
Office: 239-252-2402: jackwert@colliergov.net; Cell: 239-404-1682;
Kelly Green, Tourist Development Tax Coordinator
Office: 239-252-2384; kellygreen@colliergov.net; Cell: 239-821-5804;
Debi DeBenedetto, Sales & Marketing Manager / Group Sales
Office: 239-252-2379; debide@colliergov.net; Cell: 239-734-0295;
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Michelle Pirre, Sales Assistant
Office: 239-252-5380; michellepirre@colliergov.net; Cell: 239-641-1023
Claudia Cianfero, Travel Industry & Florida Association Sales Manager
Office: 239-252-5879; claudiajonsson@colliergov.net; Cell: 239-821-4498;
JoNell Modys, PR/Communications Manager
Office: 239-252-2425; jonellmodys@colliergov.net; Cell: 239-580-8481;
Buzzy Ford, Digital Coordinator
Office: 239-252-2383; buzzyford@colliergov.net; Cell: 239-285-1471
Michael Obyc, Senior Sports Marketing Manager
Office: 239-252-6293; MichaelObyc@colliergov.net; Cell: 239-821-3909
Tina Moon, Fiscal Technician
Office: 239-252-2383; Tinamoon@colliergov.net; 317-432-5584
Maggie McCarty, Film & Entertainment Coordinator
collierfilm@aol.com; Office: 239-659-3456; Cell: 239-285-3660; Home: 239-261-7015
Lori Lou Waddell, Visitor’s Center Coordinator
239-298-7936; lorilou@napleschamber.org, Cell: 239-687-8686
Accommodations Hotline: 800-785-8252
Info Hotline 800-688-3600
Large Tourism Conference Room 239-252-5234
Small Conference Room 239-252-5256
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Business & Economic Development Council Contacts
Jace Kentner, Interim Director
Office: 239-252-4040; JaceKentner@colliergov.net ; Cell: 573-216-8092
Jennifer Leslie, Admin. Assistant; Office 239-252-5708; JenniferLeslie@colliergov.net ; Cell:
239-877-3195
Phyllis Kraft Hendrick, Fiscal Tech; Office 239-252-5023; Phylliskrafthendrick@colliergov.net;
Cell: 513-379-3583
Public Relations Contacts: Lou Hammond & Associates
Terry Gallagher, President, Lou Hammond & Associates
terryg@louhammond.com; Direct Line: 212-891-0211;
Carlyn Topkin, Account Supervisor; Lou Hammond & Associates
carlynt@louhammond.com; Direct Line: 212-891-0214;
Matt Sessions, Senior Account Executive; Lou Hammond & Associates
matts@lhammond.com; Direct Line: 212-891-0228;
Elia Jacques-Francis, Account Executive; Lou Hammond & Associates
eliaj@lhammond.com; Direct Line: 212-891-0246;
UK Representation
Oonagh McCullagh, UK/Ireland/France
oonagh@ommac.co.uk; Office: +44 1732 875 722 / Office: + 44 (0) 1732 875 900;
Cell: + 44 (0) 7802 420 750
Lesley Davidson, UK/Ireland/France Account Director
LesleyAtOMMAC@fourbgb.com; Office: +44 020 3697 4323
Cell: +44 07584 231 804
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Marissa Kowlessar, UK/Ireland/France Account Executive
MarissaAtOMMAC@fourbgb.com; Office: +44 020 3697 4327
European Representation
Stefanie Paul, German Rep
naples@diamonde.ce’ Office: +49 711 912 67610; Mobile +49 162 281 4898
Frauke Groth, German Rep
naples@diamonde.de; Office: +49 6182 9484853; Mobile +49 6182 948 4853
Anne-Katherine Graf, German Rep
naples@diamonde.de; Office +49 711 91257610
Brazil Representation
Marcelo Kaiser, Brazil Representative
Lizandra Pajak, Brazil Rep
lpajak@aviareps.com; Office +5511 4063.8897 / 8903
Tomas Sampaio Penna, Brazil Rep
tpenna@aviareps.com; Office +55 11 3522-8297 - ext. 109
Collier County Government (Non-CVB)
Gary McAlpin, Coastal Projects Director
garymcalpin@colliergov.net; Office: 239-252-5342; Cell: 239-877-8281;
Home: 954-370-3250
Paradise Advertising Emergency Team Contact info:
Cedar Hames, CEO, Chief Strategy Officer
Office: 727-821-5155 x 103; Cell: 727-687-4680; cedar@paradiseadv.com
Tom Merrick, Chief Creative Officer
Office: 727-821-5155 x 104; Cell: 315-415-5449; tmerrick@paradiseadv.com
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Brian Arndt, Creative Director
Office: 727-821-5155 x 102; Cell: 727-460-7549; barndt@paradiseadv.com
Edison Frazer, Media Director
Office: 727-821-5155 x 101; Cell: 954-288-9164; efrazer@paradiseadv.com
John Morgan, Director, Ad Tech & Analytics
Office: 727-821-5155 x 131; Cell: 727-710-0134; jmorgan@paradiseadv.com
Jessica Anderson, Traffic Manager
Office: 727-821-5155 x 113; Cell: 727-458-2922; janderson@paradiseadv.com
Nicole Delaney, Account Director
Office: 239-465-4972; Cell: 239-682-4896; ndelaney@paradiseadv.com
Glenn Bowman, Creative Director, Director of Digital, Mobile & Social
Office: 727-821-5155 x 105; Cell: 571-214-6809; gbowman@paradiseadv.com
Dylan Madigan, Art Director
Office: 727-821-5155 x 115; Cell: 941-447-1888; dmadigan@paradiseadv.com
Jessica Mackey, Social Strategy Manager
Office: 727-821-5155 x 122; Cell: 386-334-5493; jmackey@paradiseadv.com
Tara Tufo, Director of Public Relations
Office: 727-821-5155 x 126; Cell: 646-468-8834 ttufo@paradiseadv.com
Lorin Augeri, Public Relations Account Executive
954-815-2156; laugeri@paradiseadv.com
Cheryl Kupan, Executive Assistant/Office Manager
Office: 727-821-5155 x 100; 917-574-5497 ckupan@paradiseadv.com
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Other Marketing Partner Contacts:
Miles Media
Andraya Taliento, Senior Project Manager, Miles Media Group
Andraya.Taliento@MilesPartnership.com; Office: 941-342-2350; Cell: 407-421-3803
Lauren Bourgoing, Account Director, Miles Media Group
Lauren.Bourgoing@MilesPartnership.com; Office: 941-342-2310; Cell: 941-932-7892
Phase V
Phase V Toll-Free: 800-660-3479; Main Switch 239-768-9339
Eve Doston, Warehouse Ops Mgr., 239-265-1003; Cell 239-265-0996; edoston@phasev.com
Lysandra Taylor, Data Ops Mgr., 239-225-1006; Cell 239-407-1061; ltaylor@phasev.com
Melissa Eger, Accounts Mgr., 239-225-1002; Cell 239-362-4467; meger@phasev.com
Scott Hadley, Sales Manager 239-225.1022; Cell 239-826-1105; shadley@phasev.com
Contacts Center Supervisors 800-660-3479; contactcenter@phasev.com
Felicia Ortiz, Accounts Receivable 239-225-1004; Cell 239-878-1056; fortiz@phasev.com
Civil Air Patrol Naples
Capt. Dirk DeVille – 239-643-2226
Naples Municipal Airport
Diane Terrill, Director of Communications; Office: 239-643-0733
Collier County Mosquito Control
Adrian L. Salinas, PIO; asalinas@cmcd.org; Office 239-436-1000
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Collier County Health Dept.
Jennifer Gomez, Dir. of Community Health Promotion & PIO; Jennifer.Gomez2@flhealth.gov;
Office 239-252-8200
Andrea McKinney, PIO; andrea.mckinney@flhealth.gov; Office 239-252-8049
Florida Zika Virus Hotline for Residents & Visitors – 1-855-622-6735
Collier County Pollution Control
Rhonda Watkins, Principal Environmental Specialist;rhondawatkins@colliergov.net;
Office 239-252-6049
Florida Department of Environmental Protection (DEP) Algal Bloom Monitoring & Response
https://depnewsroom.wordpress.com/south-florida-algal-bloom-monitoring-and-response
NOAA Harmful Algal Bloom Operational Forecast System (HAB-OFS)
https://tidesandcurrents.noaa.gov/hab
FWC Florida Red Tide Status Reports & Maps
http://myfwc.com/REDTIDESTATUS
MOTE Marine Red Tide FAQs
https://mote.org/news/florida-red-tide
MOTE Beach Conditions Reporting System
http://visitbeaches.org
Collier County Emergency Management
Dan Summers, Director
danielsummers@colliergov.net; Office 239-252-3600
Kathleen Heinrichsberg; kathyheinrichsberg@colliergov.net; Office 239-252-3622
Michael Shaw, Emergency Management Coordinator; michaelshaw@colliergov.net;
Office 239-252-3605
Richard Zyvoloski, Emergency Management Coordinator (business assistance contact)
richardzyvoloski@colliergov.net; Office 239-252-3603
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Collier County Communications & Customer Relations
Michael Sheffield, Director
michaelsheffield@colliergov.net; Office 239-252-8569
Kate Albers, Public Information Coordinator; katealbers@colliergov.net; Office 239-8579
Troy Miller, Manager – Collier Television Operations; troymiller@colliergov.net;
Office 239-252-3853
City of Naples
Bill Moss, City Manager; bmoss@naplesgov.com; 239-213-1028
TIMELINE:
The following timeline is contingent upon a variety of factors including weekends, hurricane evacuation
orders by other counties, as well as many other possible factors.
PUBLIC RELATIONS CRISIS COMMUNICATIONS PLAN:
The CVB’s public relations team goes into action in the early stages of an emergency event, gathering
and updating destination status information, obtaining and disseminating information about hotel
vacancies and conditions in the area for potential storm evacuees as well as residents and visitors
within our own destination, and notifying local, state, national and international media and tourism
contacts of the destination’s situational status.
The PR manager or the Digital Marketing Coordinator activates the online Emergency Module and
develops customized messaging and Home Page display views related to the situation or crisis.
In the event of a storm event, the team begins communicating regularly with Phase V, the Paradise
digital team, the LHG national PR team and area hotels to ensure accommodation information and
vacancy status is displayed online.
Once the crisis has passed, immediate action is taken to obtain clear and accurate information of the
conditions in and around Florida’s Paradise Coast. The latest news is displayed on the website’s
emergency module, in the website media center, communicated to area partners and to the media.
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The CVB splits news dissemination between the in-house team and the national team at LHG, and also
uses paid news distribution services such as TravMedia or Business Wire to quickly get news to as
much of the tourism and general news media as possible. The CVB also communicates news through
VISIT FLORIDA channels.
Several paid news distribution services may be utilized as part of the crisis communications plan. They
include but are not limited to the following. Each individual situation dictates what service is best. Dollar
amount may vary.
D S SIMON MEDIA
D S Simon is a leading provider* of satellite media tours, allowing organizations to effectively
communicate key messages across as many as 30 markets in the U.S. or globally, using their choice of
destination spokesperson for the story for television, radio, Internet, and social media. A media tour
also offers a great platform to create additional digital content such as Instagram videos, Vines, social
media ready content and more.
Projected cost: $20,000
*Additional satellite media tour vendors may be found here:
http://www.odwyerpr.com/pr_services_database/satellite_media_tours.htm
TRAVMEDIA
TravMedia is the leading platform putting tourism messages out to the global tourism media audience.
A contract of $10,000 could be put into place to provide for multiple distributions to select global
audiences, with the opportunity to modify messaging and language used for each target market.
Projected cost: $10,000
CRISIS COMMUNICATIONS PLAN SCENARIOS:
Potential Threats
Zika Virus
This situation could potentially hinder travelers’ desire to come to the destination, particularly family
travelers and honeymooners. Upon learning that a locally-transmitted case has been reported and
confirmed, the CVB would take a number of steps.
1. Upon learning of locally-transmitted cases (by mosquito) in South Florida, the CVB PR
team creates situational statements available for media and activates the website
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Emergency Module as a place for the statement and daily updates as needed. Messaging to
Collier Tourism partners takes place to share the informational website link. CVB staff
utilizes this information when asked to inform and educate on the state of the situation.
2. Upon learning of a locally-transmitted case (by mosquito) in Collier County, CVB PR or
Director contacts Florida Department of Health, Florida Governor’s Office and VISIT
FLORIDA for situational updates, media relations coordination, comparison numbers on
Collier County vs. the rest of Florida or the country, and other information. Ongoing contact
ensues with Collier County Health and Collier County Mosquito Control.
3. CVB PR or Director issues a bulletin to all hotel emergency contacts with messaging
points to be implemented by the property.
4. CVB PR or Director updates Emergency Web Module to include prevention tips and
update on current situation (see #1).
5. CVB PR team posts updates on destination social media handles. Team also monitors
news, including blogs and social, and feeds out correct information as needed.
6. CVB PR takes lead on message development. LHG provides national media
coordination and works with state agencies named above regarding national media
appearances.
Terrorism/Active Shooter
Upon learning of an active shooter situation, the CVB would take a number of steps.
1. CVB PR or Director connects with local police and government authorities regarding the
situation and crafts language for a reactive statement.
2. CVB PR or Director prepares statement as response for incoming queries by local and national
media. Tourism defers to law enforcement for lead on situational updates to media.
3. CVB PR team posts update on destination social media handles as appropriate to the situation
and location of the event. Team also monitors news, including blogs and social, and feeds out
correct information as needed.
Environmental Crisis
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Should an environmental issue such as algae influx, oil spill, or other health-threatening situations
arise, the CVB would take a number of steps.
1. CVB PR or Director connects with Collier County Pollution Control, Department of
Environmental Protection, etc. to determine immediate impact of the situation.
2. CVB PR or Director updates website to advise travelers of state of the affected area.
3. CVB PR team issues news alerts to media in Collier County to inform and educate on the state
of the situation.
4. CVB PR or Director provides Phase V operators and area Visitor Information Centers with
status information to use in answering inquiries
5. CVB PR team posts update on destination social media handles. Team also monitors news,
including blogs and social, and feeds out correct information as needed.
Evacuation Orders from Other Counties
This situation could potentially send hurricane evacuees to Collier County. A special meeting of the
BCC would be called for an assessment from Emergency Operations Center (EOC). Upon
learning that Collier County would have at least its inland hotels free from evacuation orders and
likely out of an impending storm’s projected path, the CVB would take a number of steps.
1. CVB PR or Director notifies Phase V to begin hotel call around to determine number of
available vacancies and whether hotels accept pets in an emergency.
2. CVB PR or Director issues a bulletin to all hotel emergency contacts with instructions on
assisting Phase V and about self-updates for emergency Web module.
3. CVB PR or Director provides Phase V operators with status information to use in
answering the Hotel Hotline, 1-800-785-8252.
4. Phase V loads data from initial call around in Web emergency module.
To Activate Emergency Website Module Log into admin account at
http://www.paradisecoast.com/admin/login
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Username: password: Go to content sidebar & Select documents. Scroll though
documents find. “Storm Information & Hotel” document and Select “Edit”
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Under the publishing
box, select “Published”
Select “body”. Fill in information as needed, and when done, select “Save”
To Select Emergency Slides, go to Media sidebar and select “Slideshows”
Click “Edit” for the Homepage Slideshow
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You can remove or add slides from the photo slide show
To add an Emergency Slide Select “Add Photo”
Select the “Emergency Slide you would like to use. Then select “Save”.
You are done, the slide will display on the Home Page of the website, with a link to the Emergency
Page
CVB PR team issues news alerts to media in Collier County and to counties under evacuation
orders to inform and educate evacuees about Hotel Hotline and our mobile website, along with
the latest news and status to pertinent national media covering the storm, including cable news,
networks, Weather Channel, etc.
CVB PR team posts the latest information regularly on destination Facebook and Twitter sites.
Carlyn Topkin and Matt Sessions at Lou Hammond Group are additional editors for Facebook
and Jessica Mackey at Paradise is the editor for Twitter. Content will be fed to them for posting.
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CVB PR manager re-Tweets destination Tweets and also posts information to her followers on
her Twitter site.
CVB PR team monitors news, including blogs and social, and feeds out correct information as
needed.
Advertising agency contracts and places media if warranted.
Coastal Zone Evacuation orders for Collier County residents and visitors:
CVB PR or Director notifies Phase V to begin hotel call around to determine number of available
vacancies at all Collier County hotels outside the evacuation zone, and whether hotels accept
pets in an emergency. They also survey coastal hotels to determine if emergency personnel,
staff, media or guests will be in residence.
CVB PR or Director provides Phase V operators with status information to use in answering the
Hotel Hotline, 1-800-785-8252.
CVB PR or Director issues a bulletin to all hotel emergency contacts with instructions on
assisting Phase V and self-updates for emergency website module.
Phase V loads data from initial call around in Web emergency module.
CVB PR activates emergency module on website:
a. Log into the site admin: http://www.paradisecoast.com/admin/
b. Click “Content Management System (CMS)” – located on the top of the list
c. Click “Inactive Documents” - located in the top right
d. Click “Storm Information & Hotel Availability” – located in the list of docs
e. Edit text according to current conditions for Collier County
f. Select “Yes” in Active Category
g. Accept document
h. Now the document is in the Active list, should you choose to edit it. To turn off, make the
document Inactive.
CVB PR team issues news alerts to media in Collier County to inform and educate evacuees
about Hotel Hotline and our mobile website, along with the latest news and status to pertinent
national media covering the storm, including cable news, networks, Weather Channel, etc.
CVB PR team posts the latest information regularly on destination Facebook and Twitter sites.
Carlyn Topkin and Matt Sessions at Lou Hammond & Associates are additional editors for
Facebook and Jessica Mackey at Paradise is the editor for Twitter. Content will be fed to them
for posting.
CVB PR manager re-Tweets destination Tweets and also posts information to her followers on
her Twitter site.
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CVB PR team monitors news, including blogs and social, and feeds out correct information as
needed.
CVB PR notifies hotels and attractions to send detailed status reports and updates to PR
Manager as soon as possible.
Advertising agency contracts and places media if warranted.
Storm or Emergency Event Day(s):
Director determines the schedule of tourism staff for the CVB station in the Emergency
Management Operations Center (EOC).
At end of event, CVB Director notifies team of office status and any special assignments.
CVB PR team monitors news and begins collecting information for post-event status news
releases.
Immediately upon end of event, CVB PR team and all other available staff along with Phase V
surveys area resorts, hotels and attractions to determine what is open, closed, undamaged,
damaged, etc. All report to PR Manager with results.
CVB PR team utilizes social media as much as possible throughout event day for live updates.
CVB PR team updates website emergency module with up-to-the-minute information in text
section.
Phase V updates website emergency module with hotel information as it is received.
Post-Event Timeline:
Day 1 Following Storm or Event:
CVB PR Manager determines whether professional video shoot is needed for B-Roll.
CVB PR Manager or other assigned employee canvasses County to gain first-hand assessment
and photos – contact Gary McAlpin to ride along for coastal access.
CVB PR updates the website.
CVB Director contacts team to put appropriate response plan into action.
CVB PR issues post event news release with accurate and up-to-date status including estimate
of when destination will have power and return to normal status. Distribution to specific media
lists through Lou Hammond & Associates; CVB PR manager issues Business Wire release.
CVB PR team and Director determine whether a Satellite Media Tour is warranted.
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CVB PR team determines if an ARA or NAPS self-written, accurate news story should be
purchased for placement in national publications.
CVB PR team assigns content uploads to Paradise digital team of photos, video, etc. to social
sites such as YouTube, etc.
Entire CVB team assists EOC as needed with emergency hotel accommodations requests or
other issues. This should not be the responsibility of PR as they are extremely busy with
gathering destination status information and photos, Web updates, press releases and social
media updates.
After destination assessment, Paradise initiates customization of creative including TV
commercial production.
Day 2 and 3 Following Storm or Event:
CVB PR continues issuing storm updates and projections for safe travel and positive vacation
experience.
Entire CVB team assists EOC as needed with accommodations for emergency personnel
requests and other tourism related issues.
Paradise completes media content customization – spots trafficked to media.
Day 4 AND Beyond Following Storm or Event:
Emergency paid media campaign begins. See media strategy that follows.
CVB PR efforts continue daily.
Paid Media Plan for Crisis Situations
Media Strategies: Leisure
All current running media will be temporarily suspended until the weather has cleared
E-mails: A timely message regarding the emergency would be emailed to the entire CVB leisure
database. The email would also promote the Paradise Coast brand and allow prospects to
hyperlink directly to the ParadiseCoast.com website. These emails would also be available for
Collier County hoteliers and attractions to forward to their databases.
Online/Southwest Florida: Various sized ads would run on third party websites that would
provide specific information about the Naples, Marco Island and the Everglades area. Examples
include the websites for NaplesNews.com, NewsPress.com and other area news websites.
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Online/Outside Collier County: Ads would run on third party websites in the five Florida feeder
markets. Any online advertising currently running could be updated to reflect the emergency
messaging. Additional ads could be placed in major markets east of the Mississippi on
Weather.com and CNN.com.
Television: Depending upon the timing of the campaign, existing television buys might be
converted to reflect the “emergency” TV commercial.
Social Networks: Paradise Digital team will publish emergency TV spots through the social
media outlets utilizing Facebook, Twitter, and YouTube.
International: Travel trade in the United Kingdom, Germany, Canada and others. Utilize
international reps to distribute information to media and travel trade.
Media Strategies: Group
E-mail: The group email would reflect the same type of emergency situation message as
presented in leisure, but would be custom made for the meeting planner. These emails would
go to the CVB meeting planner database, and would also be available for Collier County
hoteliers and attractions to forward to their databases. The properties and attractions could send
the email verbatim or they could borrow components and develop their own e-mail. An email
would also be developed to promote the emergency e-mail campaign to the hoteliers and
attractions.
Online: Ads would run on third party websites that might include Meetings South, Meeting News
and Association News.
Social Networks: Paradise Digital team will publish emergency message TV spots through the
social media outlets utilizing Facebook, Twitter, and YouTube.
Media Strategies: Website
All media will drive potential leisure visitors to a separate leisure landing page. The landing page
will have a video reflecting a timely message, while reflecting the Paradise Coast brand.
Meeting planners will receive updates via emails from Debi DeBenedetto.
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Media Details for a Declared Emergency
The following procedures will be initiated by Julianna Dewberry or Cedar Hames and they will
immediately contact Nicole Delaney, Tom Merrick and Glenn Bowman, with Cheryl Kupan
serving as their backup. (See emergency contact information in this plan). Backup files for all
elements mentioned below will be housed in the offices and personal residences of Cheryl
Kupan, Tom Merrick, and Glenn Bowman. A duplicate will also be made available to the CVB.
The following procedures will be implemented, listed by medium:
Television:
A generic Emergency spot addressing the event has been produced. Paradise Advertising will
traffic the spot appropriately. In the case of an event, the existing tourism TV schedule may be
converted to run the generic Emergency spot.
This spot has also been sent to Miles Media to post online.
Emails:
Emails appropriate to either emergency scenario (hit or miss) and for both Leisure and Group
markets have been produced. Dylan Madigan will take responsibility for inserting the correct
event name and forwarding the e-mails to Melissa Eger at Phase V, Fort Myers for distribution.
Phase V will forward to the planned databases.
Web Ads:
Web ads have been pre-produced for either emergency scenario. Jessica Anderson will traffic
to appropriate media outlets. Pat Cote has supplied media traffic instructions, which will be
archived with the file and with all backup files.
Paradise Coast Website Front Page Posting:
The emergency module on the website will be activated by the CVB PR team and Miles Media.
The topical information button on the CVB’s front page will be updated with the appropriate
message. The message will offer a click-through to the Emergency Weather page available on
the site (see Emergency Web Page following). Buttons have been pre-produced and Jessica
Anderson will be updated with the appropriate event name and will provide to Dylan Madigan to
provide to Miles Media or CVB to post to the website. In the event Dylan Madigan is unable to
do so, Glenn Bowman will serve as backup.
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Partner Communication Plan
In the case of an adverse weather situation or other emergency event, our industry partners will be
asked to play a vital role. It is important for partners to be familiar with the plan and know their role well
in advance.
We ask that each of our partners designate a staff member to interface with the CVB office and be our
emergency contact. We will need phone numbers, cell numbers, email addresses and any other
contact information that we can use in an emergency.
Once an emergency is declared by the Collier County Commission, the following will happen:
1. The CVB will activate the Emergency Information Module on our website
www.paradisecoast.com. This module will be prominently displayed on our home page and will
cover the latest information on weather conditions, availability of accommodations, shelter
locations and evacuation plans.
2. Phase V will begin calling all of our accommodations to get information on available rooms, filled
rooms and rates for the next five days.
3. Partners will be encouraged to access the emergency accommodations section of our website
and enter their own information. If this is done, we ask that Phase V be notified that your
information is current.
4. CVB staff will occupy their designated ESF 18 space at the Emergency Operations Center
(EOC) to keep the industry and the EOC staff up to date on the current tourism industry
situation.
5. The CVB will initiate their Emergency Communications Plan as outlined in the balance of this
document.
The CVB will initiate their Emergency Operations Plan that outlines the sequence of events to maintain
our operations during an emergency situation. This plan is initiated by the Tourism Director and
monitored by the Emergency Management team at the EOC.
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Hurricane Names 2016 Hurricane Names 2017
In the event that more than 21 named tropical cyclones occur in the Atlantic basin in a season,
additional storms will take names from the Greek alphabet: Alpha, Beta, Gamma, Delta, and so on. If a
storm forms in the off-season, it will take the next name in the list based on the current calendar date.
For example, if a tropical cyclone formed on December 28th, it would take the name from the previous
season's list of names. If a storm formed in February, it would be named from the subsequent season's
list of names.
Alex
Bonnie
Colin
Danielle
Earl
Fiona
Gaston
Hermine
Ian
Julia
Karl
Lisa
Matthew
Nichole
Otto
Paula
Richard
Shary
Tobias
Virginie
Walter
Arlene
Bret
Cindy
Don
Emily
Franklin
Gert
Harvey
Irene
Jose
Katia
Lee
Maria
Nate
Ophelia
Philippe
Rina
Sean
Tammy
Vince
Whitney
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Crisis Communications Advertising Messaging Digital Banners
Group Meetings banners (Hurricane missed the coast)
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Group meetings banners (Hurricane has come and gone)
166
Leisure banners (Hurricane missed the coast)
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Leisure banners (Hurricane came and left)
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Group Meetings Mobile banners
Leisure Mobile banners
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Crisis Communications Advertising Leisure Email Messaging
Messaging used if hurricane hits Collier County but the destination is undisturbed.
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Messaging if hurricane is expected but misses Collier County
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Crisis Communications Advertising Group Meetings Email Messaging
Messaging used if hurricane hits Collier County but the destination is undisturbed.
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Messaging if hurricane was expected but misses Collier County
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Crisis Communications Advertising Television Messaging
Television spot to send if a hurricane has hit Collier County but it is undisturbed
VIDEO AUDIO
THE FOLLOWING VISUALS ARE FOR REFERENCE
ONLY. THE ACTUAL EDIT WILL BE DEPENDENT
UPON THE FOOTAGE CAPTURED.
MUSIC:
SOOTHING, ELEGANT, CARE-FREE
PAN OF THE GULF VO: (WARM MALE VOICE, INVITING & FRIENDLY)
Discover a coast so pristine
CLOSE UP OF DOLPHIN Undesirable weather doesn’t linger for long.
WOMAN WADING THROUGH WATER allowing you all the time in the world
:05 DONUT OF “LIVE” COASTAL VIEW WITH TIME
STAMP
to get lost in ours.
CRASH CUTS OF BEACH, MEETING PROFESSIONALS,
CHEF SERVING DISH
Plan your visit to a Paradise you’ll never forget.
WOMAN AND MAN TAKING IN THE SUNSET Our coast is clear.
SUPER LOGO:
NAPLES, MARCO ISLAND AND THE EVERGLADES
FLORIDA’S PARADISE COAST
PARADISECOAST.COM
Florida’s Paradise Coast.
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Television spot to send if a hurricane was expected but missed Collier County
VIDEO AUDIO
THE FOLLOWING VISUALS ARE FOR REFERENCE
ONLY. THE ACTUAL EDIT WILL BE DEPENDENT
UPON THE FOOTAGE CAPTURED.
MUSIC:
SOOTHING, ELEGANT, CARE-FREE
OPEN ON PAN OF SUNRISE OVER THE GULF
COUPLE JET SKIS THROUGH THE EVERGLADES VO: (WARM MALE VOICE, INVITING & FRIENDLY)
Despite the news reports,
COUPLE SWIMMING AT RESORT POOL (STORM NAME) never checked into Florida’s Paradise
Coast.
PAN OF THE EVERGLADES Allowing you unlimited opportunity
CRASH CUTS OF COUPLE WALKING THE BEACH,
VAULTED RESORT CEILING, PEOPLE LAUGHING IN A
RESTAURANT
to check out miles of wide, white sand beaches,
sophisticated hotels & resorts and award-winning
dining.
OFF-SITE MEETING ON THE BEACH Plan your trip to a Paradise you’ll never forget.
PAN OF GULF SUNSET Our coast is clear.
SUPER LOGO:
NAPLES, MARCO ISLAND AND THE EVERGLADES
FLORIDA’S PARADISE COAST
PARADISECOAST.COM
Florida’s Paradise Coast.
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Phase V Disaster Continuity
Phase V’s building is perfectly situated to withstand severe weather. The building is located well inland
(east of I-75), is not in a flood zone and is severe weather resistant – cement and brick construction, flat
metal roof. The windows are prepared to have pre-cut plywood inserted with inset bolts. Its
administrative area of approximately 4000 sq. ft. houses its call center and administrative office and has
ample room to house other emergency organizations if needed.
Phase V also can remain in full service indefinitely in case of a power failure. This capability is
provided in 4 stages:
1. All non-essential workstations and equipment are protected by surge protectors and UPCs to
allow orderly shut-down in a power failure to insure that critical equipment is not harmed until
our emergency generator is fully operational.
2. All servers (network servers and those providing specialized functions – Internet access, email,
telephone switches and routers) and 12 call center work stations are connected to 2 Powerware
100 AMP UPC's with battery backup for 4 hours of service. This is enough time to hook up our
emergency generator capability.
3. We have a 125 KW diesel powered generator. The generator may be hooked up into our power
supply with 3 quick connect cables through a pre-installed power transfer switch. This operation
can be accomplished in 20 minutes. It is capable of handling the power needs of our building
and auxiliary warehouse under full load. Under normal load, the diesel fuel tank has the
capacity to operate the generator for at least 36 hours. We have a contract with a local diesel
provider to deliver diesel fuel on site when needed. The generator is rated to operate
indefinitely without being stopped.
4. If the 125 KW generator fails, we can still operate our critical equipment (#2 above) with two 8
KW and three 5.6 KW generators. This is planned as a short term backup while the 125 KW
generator is being repaired or replaced.
The 125 KW generator is test run monthly and operated handling the full building load for an hour or
more each calendar quarter. The smaller generators are run quarterly. Three of our managers are fully
trained in the operations of the generators.
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Since 1999, we have experienced a number of electrical outages and have continued service. The
longest one was 8 days during hurricane Charley. At no time have we lost telephone service.
Special Emergency Web Page:
In the event of an emergency, Buzzy Ford will update the homepage panel and the content on the
storm page via the website content management system. If Buzzy is not available, Miles will handle
these responsibilities. These pages are currently inactive and need to be marked published to be
accessible on the live site.
www.paradisecoast.com/emergency
Activating an “Event” for Room Availability
(Primary responsibility: Buzzy Ford; Secondary responsibility: Miles)
Log onto http://data.paradisecoast.com as an administrator or use your own login information.
Username: password:
On the “tools” sidebar, select “Add Current Event”
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Create the event (e.g. Tropical Storm Harry) and complete the event form.
To edit any individual property’s emergency availability information, log in as an administrator and
search for that property. Once an event is activated, the emergency availability module will be at the
top of that property’s profile.
If you run into any issues, please contact the following people (in order of escalation):
Miles Partners Response Team:
Sara Dickerson - 941-544-4583 - response@milespartnership.com
Chris Rocha - Work: 941-342-2354 - Cell: 813-545-1429; chris.rocha@milespartnership.com
Andraya Taliento - Work: 941-342-2350; Cell: 407-421-3803;
andraya.taliento@MilesPartnership.com
Lauren Bourgoing – Work: 941-342-2310 - Cell: 941-932-7892;
lauren.bourgoing@milespartnership.com
Melissa Anderson (out of state back-up) 941-342-4158;
melissa.anderson@milespartnership.com
Meghan Alden – Work: 941-342-2342 – Cell: 941-350-6370;
meghan.alden@milespartnership.com
Contact Phase V to let them know we are “activating” an event:
Melissa Eger - 239-225-1002 – meger@phasev.com
Miles will prepare a standard communication email to be sent to properties stating that an “event” has
been activated and request them to input their room availability 3 times per day via
http://data.paradisecoast.com. (This communication will be created prior to an event activation ready
for Miles to deploy once an event activates).
Contact Andraya Taliento at Miles to upload the email blast communication. Secondarily, contact
Meghan Alden at Miles.
Once an event has been activated, contact Miles to distribute email blast to “Primary” and “Emergency”
contacts in the data engine.
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Phase V will contact properties by phone if they have not updated their room availability online. Phase
V will have the ability to update room availability on behalf of the property, if the property so chooses.
a. Data Engine username:
b. Data Engine password:
If a change of evacuation zone level is called during an existing event, Miles must be called in order to
have the Accommodations page only show current evacuation zone hotels.
Please contact in the following manner (in order of escalation):
Andraya Taliento - Work: 941-342-2350 – Cell: 407-421-3893;
andraya.taliento@MilesPartnership.com
Lauren Bourgoing - 941-342-2310 - Cell: 941-932-7892;
lauren.bourgoing@milespartnership.com
Chris Rocha - 941-342-2354; Cell: 813-545-1429; chris.rocha@milespartnership.com
Melissa Anderson (out-of-state back-up) melissa.anderson@milespartnership.com; or call
941-342-4158.
Meghan Alden - meghan.alden@milespartnership.com; or call 941-342-2342
179
Phase V may download current room availability via:
http://data.paradisecoast.com/admin/emergencydownload_naples
Username: phasev Password: passw0rd
Click: Download the room availability export
When an event is active – reports will be available here for PhaseV to download information on room
availability. Updates of pertinent storm information should be sent to PhaseV at meger@phasev.com
PhaseV: How to Update Emergency Accommodations Availability
After Paradise Coast has activated the Emergency Availability Information Grid because of an imminent
weather-related threat, please reference the steps below to update a property listing.
Step 1: Login to the Data Engine using the username and password below.
http://fldataengine.saturn.milesmedia.com/
Username: phaseV Password: passw0rd (it is a zero)
180
Step 2: Set the signature if prompted
Step 3: Once logged in, the screen below will appear
181
Click the drop-down arrow under the heading “Supertag”. Use the scrollbar to select “All Hotels and
Rentals” and then click SEARCH.
Step 4: A listing of all accommodations will appear. In the Users column on the right you will find the
Username and Password for each property.
For each property that needs to be updated, please log out of the data engine as PhaseV and log back
in using the specific Username and Password for the property that needs to be updated.
182
183
Step 5: After logging in using the Username and Password for the specific property, click EDIT next to
the name of the emergency event in the "Emergency Availability" module.
184
Step 6: Enter the specific, emergency-related information, such as current room availability, pet policy,
rates and other details relevant to the property’s available inventory.
Click SAVE.
IMPORTANT NOTES:
For each property that is updated by PhaseV, it is important to log in regularly throughout the
emergency to update property information – 3 times per day is suggested. If a listing goes 24
hours without being updated, it will automatically be removed from the emergency availability
page.
The Emergency Availability page will only display during an emergency. It will not replace the regular
property listings in a non-emergency environment.
QUESTIONS: Please contact the Accommodations Availability & Information Hotline at 800-317-
5050.
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BUDGETS - 2016-17
PAID ADVERTISING; DIGITAL & PRODUCTION FY 17
MEDIA PLACEMENT $3,975,460
Paid Media Placement $3,590,272
Digital Ad Server Placement $150,000
Arrivalist Digital Placement $60,000
Digital Choozle Insights Placement $24,000
Choozle Subscription fee $1,188
Contingency Media Placement $150,000
TOTAL MEDIA PLACEMENT $3,975,460
DIGITAL MEDIA MANAGEMENT
Social Media Post/Community Management $206,000
Website/Landing page updates $8,700
Vendor Communications $39,360
Database Updates $12,480
Digital Analytics & Management $108,000
Contingency Digital Management $25,000
TOTAL DIGITAL MEDIA MANAGEMENT $399,540
PRODUCTION
Fall/Winter Campaign $100,000
Spring/Summer Campaign $45,000
Niche Marketing Campaign $40,000
Social Media Content Development $120,000
e-Scapes (Consumer 2/month, Meetings 1/month) $60,000
Events Support $20,000
Golf promotion $40,000
International Advertising $10,000
Meetings Market Campaign $40,000
Sports Marketing Campaign $10,000
Storytelling Creative $70,000
Misc. Projects (Client requests, Collateral Updates) $50,000
Contingency production funds $20,000
TOTAL PRODUCTION $625,000
AGENCY MONTHLY SERVICE FEE $500,000
PAID MEDIA PLACEMENT $3,975,460
DIGITAL MEDIA MANAGEMENT $399,540
PRODUCTION $625,000
AGENCY MONTHLY SERVICE FEE $500,000
TOTAL $5,500,000
186
$3,975,460, 72%
$399,540, 7%
$625,000, 12%
$500,000, 9%
TOTAL MEDIA
PLACEMENT
TOTAL DIGITAL MEDIA
MANAGEMENT
TOTAL PRODUCTION
AGENCY MONTHLY
SERVICE FEE
187
CVB BUDGETS BY FUNCTION
__________________________________________________________________________
188
189
190
191
CVB OPERATING EXPENSE BUDGET
192
193
194
195
196
197
198
199
200
201
202