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Agenda 10/28/2008 Item #16F 3 Agenda Item No. 16F3 October 28,2008 Page 1 of 13 EXECUTIVE SUMMARY Recommend that the Board of County Commissioners review and approve the proposed Tourism Strategic Plan for Fiscal Year 09. OBJECTIVE: Recommend that the Board of County Commissioners review and approve the FY 09 Strategic Plan as developed by the Tourism Department staff to promote Collier County as a tourism destination. CONSIDERA TIONS: Staff held a series of planning and input meetings in the late summer and early fall with the Collier County tourism industry hotels, attractions, shopping and dining venues, our tourism marketing services pminers including Paradise Advertising, Miles Media Group, Visit Florida, BCF Public Relations, Klages Research and Phase V. Those meetings have produced a comprehensive and totally integrated Strategic Plan for FY 09 (October '08 _ September 09). This Strategic Plan incorporates an Executive Summmy that highlights the overall plan, plus a comprehensive, integrated Marketing and Media plan. This plan is outlined in the attachments to this Executive Summary and in the bound documentation of the entire plan that has been delivered to each Commissioner. The funding that was approved by the BCC on July 22, 2008 as part of an Economic Emergency Marketing plan is designed to stimulate more International visitation. The strategies for that emergency plan have been incorporated into the FY 09 Strategic Plan. Some of the provisions of that emergency plan was to bring to full time status our tourism representatives in Europe and the UK. We also brought our pmi time Public Relations Assistant position to full time. The plan is designed to attract new and repeat visitation to Collier County in the off-season and to maintain our visitation in the busier times of year. COUNTY ATTORNEY: This item has been reviewed by the County Attorney's Office and is legally sufficient for Board action. - CMG. FISCAL IMPACT: The expenditures from the various tourist tax funds as outlined in this plan are budgeted in the Tourism Department's FY 09 budget as approved by the County Commission on September 18, 2008. GROWTH MANAGEMENT IMP ACT: There is no impact to the Growth Management Plan related to this action. RECOMMENDA TION: Staff requests that the Board of County Commissioners review and approve the proposed Strategic Plan incorporating the Marketing and Media plan for FY 09 and authorize the Tourism Department staff to execute the plan. '-' PREPARED BY: Jack Wert, Tourism Director Page 1 of 1 Agenda Item No. 16F3 October 28,2008 Page 2 of 13 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS Item Number: Item Summary: 16F3 Recommend that the Board of County Commissioners review and approve the proposed Tourism Strategic Plan for Fiscal Year 09. Meeting Date: 10/28/2008 900:00 AM Prepared By .Jack Wert Tourism Director Date County Manager's Office Tourism 10/16/20081:56:28 PM Approved By Jack Wert Tourism Director Date County Manager's Office Tourism 10/16/20083:01 PM Approved By .Jeff Klatzkow Assistant County Attorney Date County Attorney County Attorney Office 10/20/200811:13 AM Approved By OMS Coordinator Applications Analyst Date Administrative Services Information Technology 10/20/200812:13 PM Approved By Mark Isackson Budget Analyst Date Count}! Manager's Office Office of Management & Budget 10/21/20082:44 PM Approved By .James V. Mudd County Manager Date Board of County Commissioners County Manager's Office 10/21/20083:28 PM file://C:\AgendaTest\Export\1 I 5-0ctober%2028,%202008\ 16.%20CONSENT%20AGEN... 10/22/2008 NAPLES, MARCO ISLAND, EVERGLADES CONVENTION & VISITORS BUREAU 2009 STRATEGIC PLAN EXECUTIVE SUMMARY The challenges facing today's destination marketing organizations: We may be living in one of the most volatile and dynamic eras of our time. Change and uncertainty buffet our daily lives at a dizzying pace, affecting everything from family life to the world geo-politicalland5cape. Destination marketing organizations are facing a quickly and constantly evolving marketplace. Perennial success through tried and true methods can instantly evaporate as a result of the subtlest market forces. The competition for funding, visitors and share of mind is escalating at a relentless pace. And past success may only bring increased pressures and expectations from destination partners and the community at large. We must constantly re-evaluate and reconsider what value the leisure and meetings markets place upon our destination experience. We must also be ever vigilant of our requirement to contribute to and provide value to our community. With the ever-rising cacophony of today's marketplace, we are faced with a growing challenge for visibility. The Internet has given the buyer many more sources for information - demanding speed and transparency in our presentation of rates and benefits - with the consumer rarely having to consider destination marketing organizations as a first stop for information. Our challenge in this rapidly evolving environment is to not simply be ready to face the demands of today's market, but to anticipate where we'll need to be - outflanking our competition and ensuring our future success. While doing so, we must constantly remember that what we all do to promote our destination isn't about our organization, or about us, but about the customers we're hoping to attract and retain. As Walt Disney once said, "You don't build it for yourself. You know what the people want and you build it for them." ~ Naples Marco Island ~ Everglades~ F~ A I:"'; A C~ t t-~; C <:.:':: 0(::'1 ^ ,~,:;-r Economic trends affecting visitation: Our destination has achieved remarkable success in comparison to its competition. While others are experiencing declining ADR and RevPar, plus dramatic downturns in visitation and visitor expenditures, our destination has led its competitive set, proving the wisdom of our past strategies. Within a local and regional economy still restrained by a downturn in a once perennially buoyant housing market, Collier County tourism has persevered as a bright spot in the regional economy. With a statewide and national economy also affected by the economic effects of a downturn in the housing market, combined with volatile swings in energy costs, we are now seeing pressures affecting our visitation from in-state and domestic markets, requiring revisions of our previous strategies and tactics. Fuel costs are having a tremendous and direct affect on travel, with such broad- reaching effects as families cutting back on distances, to entire airlines trimming routes. Although the ripple effects of the U.s. economy are being felt worldwide, continued weakness of the U.S. dollar against international currencies opens the need for new markets and initiatives, potentially balancing any negatives that may be experienced from the domestic market. Although the economy may experience a usual "post-election bounce" in 2009, a myriad and quickly evolving sea of economic factors must be continually monitored and scrutinized, requiring a deft flexibility to our strategies. Our target markets: Although Collier County enjoys visitation from diverse areas of origin, wise use of our resources demands that we carefully target our efforts to markets that will give us the highest return. In choosing our targets, careful and constant consideration is given as to where our visitors have historically come from, current and projected availability of access from their geographic location, the potential duration of stay, their potential interest in our destination's attributes and activities, economic status and disposable income, likelihood to travel, the cost to market to the particular target, and more. Currently, our target markets are described and delineated geographically as follows: , . In-state markets of historic origin, and which can access the destination with a four-hour drive. The majority of this target is derived from Southeast Florida, composed of the area from Miami north to West Palm Beach. Other in-state drive markets include Tampa Bay and Orlando. With rising fuel costs and a weakening travel economy, these markets continue to show great importance. 2. Domestic U.S. markets composed of markets of historic origin with drive and lift accessibility, and/or which may show a tendency to visit other Florida beach destinations. Currently these markets include the upper Midwest and the Northeast, primarily concentrated in the Chicago and New York areas. 3. International markets composed of markets of historic origin with lift accessibility and propensity for interest in the attributes and activities of our area. Current geographic targeting is to the United Kingdom, Germany and Canada. Given the weak U.S. dollar, and a rise in this target's international travel, these targets continue to show importance to our area. Naples l\1arco Island Everglades~ r> A F1 ;:.. r::; , ~-' E (,-. C" .L- ~~~ T 4. Markets of opportunity are constantly being identified and considered. These markets show a potential of increased travel to our area due to their geographic adjacency to current targets, changes in drive or lift access, or changes in global economics. Examples of such markets include areas beyond Chicago and New York in the upper Midwest and Northeast, areas of the Southeast (including Atlanta), and areas in Europe. Demographics: leisure target customers are: Primary: Adults 25 to 54 with a household income of $1 00,000 or more, skewed toward women. Secondary: Adults 50+ with household incomes of $100,000 or more, skewed toward women. Targeting rationale: Women are the primary target due to their historic influence over the travel purchasing process. The ages of 25 to 54 are targeted due to the large number of the population which fall into that age demographic, which is targeted and efficiently served through a variety of message/media conduits (the web, television, etc.). The income level target (though higher than most destinations in the state) reflects a matching of potential targets to the destination as we seek those most likely to enjoy the area's attributes who also have the willingness and wherewithal to afford the average rate of our area properties. The secondary targets represent audiences which are actively targeted, but which may be reached secondarily, residually, or after resources have been fully directed to the primary targets. These include older adults with greater disposable income and families less likely to seek the family-targeted destinations found elsewhere in the state. Rationale for all targets has been derived through consultation with our destination's properties; analysis of research provided by our research company, Research Data Services; analysis of research and information from the state's tourism arm, Visit Florida; analysis of historic visitation patterns to our area; a projection of drive and lift patterns; and a consideration and analysis of economic and travel related trends. Strategic overview by target: Geographic and demographic differences in our targets require specific strategic approaches to reaching and attracting each. A very brief strategic overview by target follows. More detailed and fully developed strategies for each can be found in the 2009 Strategic Plan. 1. In-state drive: Emphasizing targeting during summer and spring/fall "shoulder" seasons, targeted primarily to Southeast Florida. Reaching primarily adults ages 25 to 54 with household incomes of $1 00,000 or more through online advertising, television, print, e- blasts, and public relations. 2. Domestic U.S.: Emphasizing targeting during summer and spring/fall "shoulder" seasons, targeted primarily to upper Midwest and Northeast. Reaching primarily adults ages 25 to 54 with household incomes of $1 00,000 or more through online advertising, television, print, e-blasts, and public relations. ~ Naples Marco Island ~ Everglades~ A R AD' S f':~- (::.- -:-) "l'" s '1' 3. North America/Canada: A target of economic concern during a slowing economy, efforts will emphasize targeting for fourth quarter and spring/summer visitation, reaching adults 25 to 54 in the Toronto and greater Ontario markets with household incomes of $1 00,000 or more. Reached through web advertising, online tour operator sites, television, e-blasts, tour operator/visitor guide ads, travel agent trade support, and public relations. 4. International/U.K.: A target of increased economic concern during a slowing economy, efforts will target tour operators in an effort to reach adults 25 to 54 in the London area with household incomes of $1 00,000 (60,000 British Pounds) or more. A target with much longer stays and periods of decision making, efforts will attempt to ensure January and February decision making, attempting to garner visitation in the spring and summer months. Reached through web advertising, online tour operator and travel information sites, e-blasts, travel agent trade support, and public relations. 5. International/Germany: A target of increased economic concern during a slowing economy, efforts will target tour operators in an effort to reach adults 25 to 54 in the areas of Munich, Dusseldorf, Frankfurt, Berlin and Hamburg, with household incomes of $1 00,000 (70,000 Euros) or more. Efforts will target January and February to affect fourth quarter, first quarter and spring and summer visitation. Reached through web advertising, online tour operator and travel information sites, e-blasts, travel agent trade support and public relations. Measuring results: In an ongoing effort to assure our effectiveness and the efficient fulfillment of our efforts, we carefully monitor and measure our outcomes through the following methods. . Focus group research - Provides insights into our targets, reveals trends and provides a measurement of our messages. . Inquiry analysis - The source, timing, cost, ete. of telephone, email, online and mail inquiries is analyzed monthly, quarterly and annually. . Online tracking and analysis - Number of hits, click-through rates of ads, time spent on site and more is 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) we constantly and continually review and analyze data and trends. Additionally, quarterly roundtables are held with the various properties. . Media data - A broad and growing number of sources are constantly considered in order to qualify our selection of media used to reach our ta rgets. . In-market quantitative studies - Monthly interviews provide ongoing analysis and in-depth information about visitors while in the destination. . 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 ADR, RevPar, in-market spending and other in-market measures of visitation impact. Naples l\.larco Island Everglades~ (~ C""l -"~_ S T Budget summary: A brief summary of our budget is as follows, with a more in-depth presentation available within the 2009 Strategic Plan. FUND 194- ADMINISTRATIVE Personal Services (Salaries) - Note: Includes reimbursement to Parks & Rec. for 1/2 Sports Coordinator Salary Operating Expenses TOTAL OVERHEAD COST Transfers: Beach Parks Fund 183 Beaches & Inlets Fund 195 Tax Collector Fees TOTAL TRANSFERS Reserves TOTAL FUND 194 ADMINISTRATIVE EXPENSES FUND 184. MARKETING & PROMOTION Advertising Contractual Services Travel Expenses Promotional & Sponsorships Trade Show Registrations TOTAL MARKETING & PROMOTION EXPENSES Tax Collector Fees Reserves TOTAL FUND 184- MARKETING AND PROMOTION FUND 193- MUSEUM GRANTS Non.County Owned/Operated Museums Tax Collector Fees Reserves FUND 196- ADVERTISING Carry Forward- Reserves Emergency UK, European & Canada Advertising, Research Transfer from Fund 194 to Fund 196 at FY 09 End TOTAL EMERGENCY ADVERTISING RESERVE TOTAL TOURISM MARKETING & ADMINISTRATIVE BUDGET mtl.. . FUND 198 COUNTY OWNED MUSEUMS Operating Budget from TOC Tax ~- JU,'1'r 1Il~~11!1:" If,. TOTAL TOURISM/CVB BUDGET (Does not include Beaches (Fund 195) or Beach Parks (Fund183) ~ .. U! ~ Naples Marco Island ~Everglades~ ""'A.J~ADI!3~'", C~'C_'AS--' AMOUNT SUB TOTALS TOTAL $676,600 280,900 $957,500 199,600 405,400 42,100 647,100 0 $1,604,600 2,400,000 638,500 108,000 669,565 118,200 3,934,265 91,100 167,600 $4,192,965 675,000 8,600 26,300 $709,900 1,500,000 -615,637 615,637 $1,500,000 $8,007,465.00 $1,595,999 ~ $9,603,464 FY 2009 TOURISM/eVB BUDGET REeAP SPORTS1o~ARKET ~ 10 FILM OFFICE 1% MUSEUM GRANTS \ - 9% .' ADMINISTRATIVE 20% INTERNATIONAL 9% PUBLIC RELATIONS 5% SALES 10% MISC. MARKETING 6% ADVERTISING 30% MARKETING SERVICE CONTRACTS 8% TRAVEL 1% ADMINISTRATIVE . ADVERTISING TRAVEL MARKETING SERVICE CONTRACTS . MISC. MARKETING SALES II PUBLIC RELATIONS INTERNATIONAL MUSEUM GRANTS FILM OFFICE SPORTS MARKET Naples lvlarco Island Everglades~ .-~ .').. 1--"; ~-,,_ L~ t :-c~ ,'" <:.'> A E~ ., IMPLEMENTATION SCHEDULE FOR MEDIA In order to maximize efficiencies, all media will be purchased up-front and finalized by the end of 1 st quarter, 2009. In order of priority, the following implementation schedule will be executed: . Television - Avail Request (All markets) - December - Buy Overview to Client - Late January - Review and make any adjustments - Early February - Traffic Spots - 2 weeks prior to air date . Print - Develop media estimates by publication/category during November, December - Execute all insertion orders to publication once each category has been signed by Client - Issue mechanical specifications and target audience information internally for creative development by December - Monitor print editorial and added value for shifts or possible remnant space availabilities . Online - Begin negotiations for the online plan in early November - Review options for companion ads,e-blasts and e-newsletters with the Client in December - Develop media estimates and secure all media in January . Direct Marketing - Review all opportunities and secure approvals for overall schedule in December - Begin creative process/implementation of approved schedule in December-January Once all media is secured and purchased, review budget and monitor billing monthly. On a monthly basis provide the following information to Client: Updated flowchart to include additions/deletions/purchased budget Provide ROI chart for print, based on Phase V detailed reports HBX trend chart for the month ~. Naples Marco Island ~ Everglades~ F" ,.c.. f~ ,/::., L1 t .S E C:' ':':".) ,.1-:.., .s. 2009 Expenditure by Medium (Against all Targets) 20/0 31% 310/0 Agenda Item No. 16F3 October 28,2008 Page 10 of 13 ~ Spot Television II Online/Direct M.arketing Consumer Magazines/Directories Newspaper Request Summary by Source g% 50/0 10/0 ~~. Consumer Magazines i1; Consumer Directories Leisure E-Marketing liJIi Newspaper Domestic . TV Target Markets Niche - Bridal III Niche - Eco Niche - Senior ii,J\i Luxery Interest Agenda Item No. 16F3 October 28,2008 Page 11 of 13 2009 Expenditure by Target Breakdown 6% 10% 56% II Consumer Leisure . Niche Markets Travel Agents[Travel Sites Meeting Planners . Sports Marketing International 2009 Expenditures by Geographic Breakdown 17% 460/0 II Domestic U.S. . Florida International OUR GOAL AND OBJECTIVES Goal: From year to year, our goal is consistent and remains the same... Our goal is to encourage overnight visitation to Collier County in an effort to help build occupancy of our taxable accommodations while encouraging the highest levels of attainable visitor expenditures, in an effort to positively affect the economic well being of all Collier County citizens. Objectives: Each year, in response to our own success and in reaction to an ever-changing market, we consider and many times devise new, measurable objectives to obtain our goal. As we do, it's important for us to realize the following: 1. We do not control the price, product, or delivery of the visitation experience. Although we may influence, guide, direct. and aid; our role limits us to promoting visitation, not delivering the visitation product. 2. We do control some level of promotion, and the sales that we encounter. Although the area's promotional efforts are also affected by our area partners, we have the ability to provide broad, market-wide awareness. Additionally, although many partners may have a direct line to their own sales, many times our efforts provide direct contact and influence in those sales. 3. We influence intentions to travel. We are not responsible for every facet of the marketing chain. Our primary mission is influencing potential visitors to consider our destination. The following Objectives for 2009 have been established: Overall Marketing Objectives 1. Maximize the integration of all CVB resources, partners and programs. 2. Continue to identify and attract targets of highest potential return. 3.Continue to increase awareness of the destination among targeted audiences. 4.Continue to define (brand) the destination as the most attractive alternative vis-a-vis its competitive set. 5. Maximize the efficiency and im pact of all efforts through re-purposing, cross utilization, and the efficient purchasing of all resources. 6. Continue to devise new ways to test and fulfill the promise that our destination is "Florida's Last Paradise': Naples l\1arco Island Everglades~ F' .T.,- ~. ..2-. L. I :-' ,::::. ,,-~ ',:') ...:, Specific Marketing Objectives 1. Maintain the return on investment of all marketing programs and efforts at $20 to every $1. 2. Implement strategies and tactics that will increase average stays to 5 days. 3. Implement strategies and tactics that will increase return visits by 2%. 4. Implement strategies and tactics to increase visitor satisfaction by 3%. 5. Increase inquiry response rates to website by 5%. 6. Increase the number of visitors who use www.ParadiseCoast.com as a planning resource by 5%. Naples Marco Island Everglades~ i"' A l"l /-'>. c:> I ~':', E <:.~ C.l' .t:~ ~~ ,...