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TDC Agenda 09/28/2020COLLIER COUNTY Tourist Development Council AGENDA September 28, 2020 9:00 AM Board of County Commission Chambers Collier County Government Center 3299 Tamiami Trail East, 3rd Floor Naples, FL 34112 Commissioner Andy Solis, Chair Clark Hill, Vice-Chair Susan Becker Amanda Cox Nancy Kerns Kathleen Brock Edward (Ski) Olesky Councilor Victor Rios Councilman Michael McCabe All interested parties are invited to attend, and to register to speak and to submit their objections, if any, in writing, to the Council prior to the meeting if applicable. For more information, please contact Jack Wert at (239) 252-2402. If you are a person with a disability who needs any accommodation in order to participate in this proceeding, you are entitled, at no cost to you, to the provision of certain assistance. Please contact the Collier County Facilities Management Department located at 3335 Tamiami Trail East, Suite 101, Naples, FL 34112-5356, (239) 252-8380. Public comments will be limited to 3 minutes unless the Chairma n grants permission for additional time. Collier County Ordinance No. 99-22 requires that all lobbyists shall, before engaging in any lobbying activities (including, but not limited to, addressing the Board of County Commissioners before the Board of County Commissioners and its advisory boards, register with the Clerk to the Board at the Board Minutes and Records Department. September 2020 Collier County Tourist Development Council Page 2 Printed 9/23/2020 1. Call to Order 2. Pledge of Allegiance 3. Roll Call 4. Agenda and Minutes A. Changes and Approval of Today's Agenda B. Approval of prior TDC Meeting Minutes 1. July 27, 2020 TDC Meeting Minutes 5. Presentations 6. Consent Agenda - All Matters listed under this agenda item are considered to be routine and action will be taken by one motion without separate discussion of each item. If discussion is desired by a member of the Council, that item will be moved from the Consent Agenda and considered separately under New Business or Old Business. A. Coastal Zone Management B. Beach Park Facilities 1. Recommendation to approve one (1) Collier County Tourist Development Council Grant Application for Beach Park Facilities for Fiscal Year 2020 in the total amount of $165,000 dollars and to make the finding that the project expenditures promote tourism. C. Tourism Division 7. New Business A. Recommendation to approve the use of Tourist Development Tax Promotion Funds to support the upcoming November 2020 Sports Tourism Event up to $7,000 and make a finding that this expenditure promote tourism. B. Recommendation that the Tourist Development Council approve an Agreement with the United Arts Council of Collier County in support of achieving the strategies outlined in the Collier County Arts & Culture Strategic Plan, and make a finding that this expenditure promotes tourism. C. Recommendation to award an agreement for Request for Proposal (“RFP”) 20-7775, “Tourism Marketing and Promotions,” to Paradise Advertising and Marketing, Inc.; and make a finding that this action promotes tourism. September 2020 Collier County Tourist Development Council Page 3 Printed 9/23/2020 D. Recommendation to approve the Fiscal Year 2020-21 Strategic Marketing Plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this plan promotes tourism. 8. Old Business 9. Council Member Discussion 10. Marketing Partner Reports A. Marketing Partner Report 11. Tourism Staff Reports A. Tourism Staff Report 12. Detailed Staff Reports 13. Next Scheduled Meeting A. Next Meeting Date - October 26, 2020 14. Adjournment 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 4.B.1 Item Summary: July 27, 2020 TDC Meeting Minutes Meeting Date: 09/28/2020 Prepared by: Title: Tourist Development Tax Coordinator – Tourism Name: Kelly Green 09/17/2020 12:29 PM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/17/2020 12:29 PM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/17/2020 12:30 PM Tourism Jack Wert Director Completed 09/17/2020 12:34 PM Public Services Department Jennifer Reynolds Additional Reviewer Completed 09/17/2020 12:36 PM Corporate Business Operations Sean Callahan Executive Director Completed 09/18/2020 2:48 PM County Attorney's Office Colleen Greene Attorney Review Completed 09/18/2020 2:48 PM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 4.B.1 Packet Pg. 4 July 27, 2020 1 MINUTES OF THE COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL MEETING Naples, Florida, July 27, 2020 LET IT BE REMEMBERED the Collier County Tourist Development Council in and for the County of Collier, having conducted business herein, met on this date at 9:00 AM in a REGULAR SESSION in Building “F” of the Government Complex, Naples, Florida with the Following members present: Chairman: Commissioner Andy Solis Vice Chairman: Clark Hill Victor Rios Susan Becker Kathleen Brock Ed (Ski) Olesky Amanda Cox Michael McCabe Nancy Kerns ALSO PRESENT: Jack Wert, Tourism Director Gary McAlpin, Manager, Coastal Zone Management Colleen Greene, Assistant County Attorney Kelly Green, Senior Accountant, Corporate Business Operations 4.B.1.a Packet Pg. 5 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 2 Any persons in need of the verbatim record of the meeting may request a copy of the video recording from the Collier County Communications and Customer Relations Department or view online. The meeting was held via Zoom with some Members and Staff in personal attendance in the Board Room. 1. Call to Order – Commissioner Solis Commissioner Solis called the meeting to order at 9:00 A.M. 2. Pledge of Allegiance The Pledge of Allegiance was recited. 3. Roll Call A quorum was established. 4. Agenda and Minutes A. Changes and Approval of Today’s Agenda Mr. Rios moved to approve the Agenda. Second by Ms. Kerns. Carried unanimously 9 – 0. B. Approval of prior TDC Meeting Minutes 1. Regular Meeting June 22, 2020 Ms. Becker moved to approve the minutes of the June 22, 2020 meeting as presented. Second by Mr. Rios. Carried unanimously 9 - 0. 5. Presentations/Public Comment - (3 minutes each) None 6. Consent Agenda All matters listed under this agenda item are considered to be routine and action will be taken by one motion without separate discussion of each item. If discussion is desired by a member of the Council, that item(s) will be moved from the Consent Agenda and considered separately under New Business or Old Business. A. Coastal Zone Management None B. Beach Park Facilities 1. Recommendation to approve one (1) Collier County Tourist Development Council Grant Application for Beach Park Facilities for Fiscal Year 2020 in the total amount of $123,000 dollars and to make the finding that the project expenditures promote tourism. C. Tourism Division None Mr. Rios moved to recommend the Board of County Commissioners approve the Item 6.B.1 on the Consent Agenda and hereby finds the item promote tourism. Second by Ms. Kerns. Carried unanimously 9 – 0. 7. New Business A. Recommendation to approve the Tourist Development Council Grant application requests from the City of Naples, the City of Marco Island and Collier County for FY-2020-2021 in the 4.B.1.a Packet Pg. 6 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 3 amount of $5,742,100; budget these expenditures; and make a finding that these expenditures will promote tourism. Mr. McAlpin presented the above referenced Executive Summary and following Grant requests for consideration: Beach Renourishment Projects Naples Beach FY 2021 Beach Renourishment Program – 90068 - $2,000,000 USACE Feasibility Study Technical Support – 80366 - $150,000 Local Government Funding Request (LGFR) – 90065 - $25,000 Total $2,175,000 Mr. Rios moved to recommend the Board of County Commissioners approve the Tourist Development Council Grant application requests for Beach Renourishment projects in the amount of $2,175,000.00 and finds these expenditures will promote tourism. Second by Mr. Hill. Carried unanimously 9 – 0. Inlet Projects Wiggins Pass Monitoring – 80288 - $25,000 Collier Creek Permit, Jetty Rework and Channel Training – 90072 - $1,100,000 Total $1,125,000 Mr. Rios moved to recommend the Board of County Commissioners approve the Tourist Development Council Grant application requests for Inlet projects in the amount of $1,125,000.00 and finds these expenditures will promote tourism. Second by Mr. McCabe. Carried unanimously 9 – 0. Regulatory Beach Tilling – Collier County – 80171 - $30,000 Biological Monitoring Nearshore Hardbottom – 90033 - $185,000 Shorebird Monitoring - 90297 – $25,000 Physical Beach and Pass Monitoring – (Vanderbilt, Clam Pass Beach, Park Shore, Naples and Marco South Beaches along with Wiggins, Doctors, Collier Creek and Caxambas Pass) - $170,000 Sea Turtle Protection Program – 9999 - $170,000 Total $580,000 Ms. Becker moved to recommend the Board of County Commissioners approve the Tourist Development Council Grant application requests for Regulatory in the amount of $580,000.00 and finds these expenditures will promote tourism. Second by Mr. Rios. Carried unanimously 9 – 0. Beach Maintenance Beach Maintenance – City of Naples – 90527 - $197,000 Beach Maintenance – Collier County/Marco Island – 90533 - $354,200 Heavy loadout Ramp/Access - Collier Blvd – 80407 - $25,000 $576,200 4.B.1.a Packet Pg. 7 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 4 Mr. Rios moved to recommend the Board of County Commissioners approve the Tourist Development Council Grant application requests for Beach Maintenance in the amount of $576,200.00 and finds these expenditures will promote tourism. Second by Ms. Becker. Carried unanimously 9 – 0. Structures Naples Pier Repair & Maintenance - 90096 (Category D) - $135,600 Mr. Rios moved to recommend the Board of County Commissioners approve the Tourist Development Council Grant application request for Structures in the amount of $135,600.00 and finds this expenditure will promote tourism. Second by Ms. Becker. Carried unanimously 9 – 0. Administration 195 Administration Costs – 90020 - $75,000 185 Project Management and Administration – 99195 - $846,000 Tax Collector Fee’s (2.5%) – 99195 - $155,300 Total $1,076,300 Mr. Hill moved to recommend the Board of County Commissioners approve the Tourist Development Council Grant application requests for Administration in the amount of $1,076,300.00 and finds these expenditures will promote tourism. Second by Mr. Rios. Carried unanimously 9 – 0. B. Recommendation to approve advance funding of $135,586 to the City of Naples in FY2019/2020 for immediate pier maintenance repairs and make a finding that this item promotes tourism. Mr. McAlpin presented the above referenced Executive Summary noting: • Historically, the City of Naples has been allowed funding in the amount of $200,000 annually for maintenance of the Pier. • In 2015, they were allocated $1.4M in advance for a major renovation to the Pier with the funds to be “paid back” over a series of years based on the $200,000 annual allocation from the County. • The advance is nearly paid off with a balance of approximately $64,000 remaining for 2021. • The proposal is to advance an additional $135,000 as the Pier is in need of repairs. • The funding will be allocated to the 2021 Fiscal Year when all balances due will be paid off. Mr. Rios moved to recommend the Board of County Commissioners approve advance funding of $135,586 to the City of Naples in FY2019/2020 for immediate pier maintenance repairs and finds the expenditure promotes tourism. Second by Ms. Becker. Carried unanimously 9 – 0. C. Recommendation to approve the FY 20/21 10-Year Capital Planning document for Fund 195- Beach Renourishment and Pass Maintenance and Fund 185 Program Management and Administration and make a finding that these expenditures promote tourism. Mr. McAlpin presented the above referenced Executive Summary. He provided an overview of the Plan which identifies projections for income and expenditures over a 10-year period. During Council discussion, the following was noted: 4.B.1.a Packet Pg. 8 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 5 • Beach resiliency involves the plan to construct higher and wider beaches and other measures to protect upland structures against storm surge while beach renourishment refers to the maintenance required to maintain the beaches at an acceptable level for the users. • The County combines dredging projects when feasible to save on costs by coordinating the mobilization efforts for various projects in the same timeframe. Mr. Rios moved to recommend the Board of County Commissioners approve the FY 20/21 10-Year Capital Planning document for Fund 195-Beach Renourishment and Pass Maintenance and Fund 185 Program Management and Administration and finds the expenditure promotes tourism. Second by Ms. Kerns. Carried unanimously 9 – 0. D. Recommendation to approve the recommended approach to address the Water Quality Improvement within Collier County and make a recommendation for approval to the Board of County Commissioners. Mr. McAlpin presented the above referenced Executive Summary noting: • The Board of County Commissioners amended the Ordinance governing the Coastal Advisory to allow for responsibility in reviewing water quality issues affecting the County’s bays, estuaries, inlets and shoreline. • The CAC based on input from its water-quality subcommittee, County and City operating divisions and water-quality experts is recommending a sharply limited approach with the following parameters: • Limiting recommendations to those items pertaining solely to Collier County. • Avoiding duplication of efforts underway by other parties. • Avoiding lengthy studies to gather bullet-proof support for recommendations. • The concept is to not interfere with ongoing activities and for the BCC to implement the recommendations as they see fit. The process includes providing periodic recommendations to the BCC with the following proposed at this point: 1. Improve compliance with the County’s Fertilizer Ordinance. 2. Form a working group to meet with lawn/landscape maintenance companies that work in Collier County to ensure the necessary training and certification to comply with the fertilizer ordinance. and the understanding to adjust fertilizer levels when using recycled water for irrigation. 3. Make a recommendation as to the cost-benefit of installing Advanced Wastewater Treatment to reduce nutrient levels in recycled irrigation water. 4. Other water-quality recommendations will be considered in 2020. Mr. Rios moved to recommend the Board of County Commissioners approve the recommended approach to address Water Quality Improvement within Collier County. Second by Mr. Hill. Carried unanimously 9 – 0. E. Recommendation to approve a work order with APTIM Environmental & Infrastructure, Inc. to provide professional support services for the extension of the Bureau of Ocean and En ergy Management (BOEM) lease of the T1 Borrow Area sand source under the current library services Contract #18-7432-CZ for time and material not to exceed $16,128.00, and make a finding that this item promotes tourism. Mr. McAlpin presented the above referenced Executive Summary noted: 4.B.1.a Packet Pg. 9 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 6 • The work is necessary for the County to extend their Lease Agreement with BOEM to utilize the T1 borrow area as an offshore sand source for Collier County Beach Renourishment projects. • The current lease expires on January 26, 2021 which allows use of up to 1.7 million cubic yards of Outer Continental Shelf sand sources from Borrow Area T-1 for beach renourishment in Collier County. • APTIM will provide professional engineering services to the County in support of the lease extension (preparation of a letter to BOEM requesting the lease extension and submittal of an updated National Environmental Policy Act (NEPA) document, etc.). During Council discussion the following was noted: • Even though the County has not used the source during the existing lease term, it is available for use during emergency events when truck haul projects are not feasible. • The source is located 40-miles off shore and the County is responsible for the costs related for filing the application, but does not have to pay for the sand. • The proposed expenditure is for technical support in filing the application and if detailed environmental studies are required, further funding will be necessary and a request will be brought forward to the TDC for a recommendation and BCC for approval. Mr. Rios moved to recommend the Board of County Commissioners approve a work order with APTIM Environmental & Infrastructure, Inc. to provide professional support services for the extension of the Bureau of Ocean and Energy Management (BOEM) lease of the T1 Borrow Area sand source under the current library services Contract #18-7432-CZ for time and material not to exceed $16,128.00, and finds the expenditure promotes tourism. Second by Mr. Hill. Carried unanimously 9 – 0. F. Recommendation to approve the use of Tourist Development Tax Promotion Funds to support the upcoming November 2020 Sports Tourism Events up to $23,250 and make a finding that these expenditures promote tourism. Mr. Wert presented the above referenced Executive Summary and provided an overview of the following events: Alligator Alley Fall Baseball Classic (Florida Premier Baseball League, Inc.) - scheduled for November 6-8, 2020 for the eighth year at North Collier Regional Park, Veterans Community Park and Golden Gate Community Park. It is a boys’ youth baseball event for ages 9-14 years old. The expenses to be reimbursed for the event will be assistance with facility rental and operating expenses up to $5,250. The event organizer is responsible for payment of park staff overtime. Paradise Coast Softball College Showcase (NextGen Softball) - scheduled for November 20-22, 2020 for the fourth year at North Collier Regional Park. It is a high school girls’ fast-pitch softball showcase. The expenses to be reimbursed for the event will be assistance with facility rental, and operating expenses up to $4,500 and parks staff overtime up to $1,500, for a total of $6,000. True Lacrosse World Cup Championships (True Lacrosse) - is scheduled for November 21-22, 2020 for the first year at North Collier Regional Park. It is a youth boys’ lacrosse event for ages 12-18 years old. Reimbursement will be for assistance with facility rental and operating expenses up to $12,000. The event organizer is responsible for payment of park staff overtime. Mr. Rios moved to recommend the Board of County Commissioners approve the use of Tourist Development Tax Promotion Funds to support the upcoming November 2020 Sports Tourism 4.B.1.a Packet Pg. 10 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 7 Events up to $23,250.00 and finds the expenditure promotes tourism. Second by Ms. Kerns. Carried unanimously 9 – 0. G. Recommendation to approve the cancellation of the August 24, 2020 Tourist Development Council (TDC) meeting. Mr. Wert reported the Board of County Commissioners does not meet in August and noted the TDC may want to consider canceling their meeting. Mr. Hill moved to cancel the August 24, 2020 Tourist Development Council (TDC) meeting. Second by Mr. Rios. Carried unanimously 9 – 0. 8. Old Business None 9. Council Member Discussion Mr. Hill queried on the feasibility of funding marketing strategies moving forward given the decrease in tax revenues and the drive market has easier access to the competitive markets to the north (Sarasota, Tampa, etc.) - Mr. Wert noted the advertising campaign has been altered for reduced exposure and less expensive campaigns (digital, etc.). Funds remain readily available given the lack of travel by staff, trade show attendance, etc., and the bigger challenge may be next fiscal year, especially the first half given the potential reductions in revenue and related budget projections. There is a potential that funds may be made available to the County through the CARES Act, which may help fund the campaigns. Ms. Cox noted one benefit to the current strategy is this is traditionally the time of year the drive market is targeted and this season may be elongated given the reluctance of the public to travel by air. Additionally, the direct flights opening up in November from Seattle and Los Angeles to RSW airport may present opportunities in new markets. Ms. Becker queried on the response to the “Paradise Pledge.” Mr. Wert reported it has been well received by businesses who continue to sign up to the program – Commissioner Solis requested Staff to send the information on the Pledge to Commissioner Taylor. 10. Marketing Partner Reports These reports (Marketing Partner Reports - Research Data Services, Paradise Advertising & Marketing, Inc., LHG (Lou Hammond Group), Collier County Tourist Tax Collections, Miles Partners - Website Activity, Digital & Social Media- Paradise Advertising, Book Direct, County Museums) are provided to TDC members on the digital link above to the County website. The Research Data Services report will be presented on a monthly basis, and the other reports will be presented at TDC meetings on an as needed basis. TDC members may request a presentation by the Marketing Partner representative or by Tourism staff at each TDC meeting. A. Research Data Services – Anne Wittine B. Paradise Advertising – Amber de Lisser, Tom Merrick, Cindy Murrieta C. Lou Hammond Group – Jack Wert D. Collier County Tourist Tax Collections – Jack Wert E. Miles Partners – Website Activity – Jack Wert F. Digital & Social Media- Paradise Advertising and Zebra Brazil - Jack Wert G. County Museums – Amanda Townsend 11.Tourism Staff Reports Mr. Wert provided the activity reports as necessary (Tourism Staff Reports - Director, Group Sales, Leisure & Travel Trade Sales, Special Markets, Sports Marketing, Public Relations & 4.B.1.a Packet Pg. 11 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) July 27, 2020 8 Communications, Film Office, International Representatives, Visitor Centers) are provided to TDC members on a digital link to the County website and will be presented to the TDC on an as needed basis. TDC members may request a presentation by Tourism staff members at each TDC meeting. A. Director B. Group Sales C. Leisure and Travel Trade Sales D. Sports Marketing E. Public Relations & Communications F. Film Office G. International Representatives H. Visitor Centers 12. Detailed Staff Reports A. Detailed Staff Reports Submitted 13. Next Scheduled Meeting Date/Location – September 28, 2020 – 9:00 a.m. Collier County Government Center, Administration Bldg. F, 3rd Floor, 3299 East Tamiami Trail, Naples, Florida 34112 There being no further business for the good of the County, the meeting was adjourned by order of the chair at 11:07 A.M. COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL _________________________________ Chairman, Commissioner Andy Solis These minutes approved by the Board/Committee on _________________ as presented ________ or as amended ___________. 4.B.1.a Packet Pg. 12 Attachment: July 27 (13637 : July 27, 2020 TDC Meeting Minutes) 09/28/2020 EXECUTIVE SUMMARY Recommendation to approve one (1) Collier County Tourist Development Council Grant Application for Beach Park Facilities for Fiscal Year 2020 in the total amount of $165,000 dollars and to make the finding that the project expenditures promote tourism. OBJECTIVE: To obtain Collier County Tourist Development Council grant funding for beach park facilities. CONSIDERATIONS: The attached Collier County Tourist Development Council grant application for Beach Park Facilities was reviewed by the Parks and Recreation Advisory Board (PARAB) on 08/19/2020 for Tigertail Beach Park User/Site Enhancements. Details regarding previous funding and additional funding required are shown in the table below: PROJECT AMOUNT REQUESTED PREVIOUSLY REQUESTED FY 17 Tigertail Beach Park User/Site Enhancements $165,000 $690,000 TOTAL $165,000 $690,000 PROJECT DETAILS: Tigertail Park Beach User/Site Enhancements total estimated cost for construction is $745,000. On April 25, 2016 (Item 7-f), the Collier County Tourist Development Council approved a Category “A” Grant Application in the amount of $690,000 for completion of the Tigertail Park Beach User/Site Enhancements project. The design for this project was completed at a cost of $86,186. Benches and picnic tables were also purchased at a cost of $24,299. The remaining balance of TDC funds previously requested for this project is $579,515, but current construction costs are $745,000. Additional funds are now being requested to complete construction. Estimated time frame for this project is 5 months. Project to begin in May 2021 and to be completed by October 2021. FISCAL IMPACT: Funds in the amount of $165,000 are available for appropriation from Tourist Development Tax Fund 183 Beach Park Facilities. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to this action. ADVISORY BOARD RECOMMENDATION(S): The Collier County Parks and Recreation Advisory Board (PARAB) voted unanimously to recommend additional funding for this project at their 08/19/2020 meeting. In addition, PARAB made a recommended finding that the project expenditure promotes tourism. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. - CMG RECOMMENDATION: That the Collier County Tourist Development Council recommends approval of the Tigertail Park Beach User/Site Enhancements grant application for additional funding in the amount of $165,000 and make a finding that the project expenditures promote tourism. Prepared by: Melissa Hennig, Regional Manager, Parks and Recreation Division 6.B.1 Packet Pg. 13 09/28/2020 ATTACHMENT(S) 1. TDC Grant Application_Tigertail Beach Park User-Site Enhancements (DOCX) 6.B.1 Packet Pg. 14 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 6.B.1 Doc ID: 13477 Item Summary: Recommendation to approve one (1) Collier County Tourist Development Council Grant Application for Beach Park Facilities for Fiscal Year 2020 in the total amount of $165,000 dollars and to make the finding that the project expenditures promote tourism. Meeting Date: 09/28/2020 Prepared by: Title: Operations Analyst – Parks & Recreation Name: Matthew Catoe 09/04/2020 4:39 PM Submitted by: Title: Division Director - Parks & Recreation – Parks & Recreation Name: Barry Williams 09/04/2020 4:39 PM Approved By: Review: Facilities Management James Morton Additional Reviewer Completed 09/04/2020 4:55 PM Public Services Department Melissa Hennig Additional Reviewer Completed 09/04/2020 5:05 PM Parks & Recreation Ilonka Washburn Additional Reviewer Completed 09/08/2020 8:23 AM Facilities Management Ayoub Al-bahou Additional Reviewer Completed 09/08/2020 8:25 AM Tourism Kelly Green Tourism Division Completed 09/11/2020 7:54 AM Parks & Recreation Barry Williams Additional Reviewer Completed 09/21/2020 2:48 PM Tourism Jack Wert Director Completed 09/21/2020 3:13 PM Corporate Business Operations Sean Callahan Executive Director Completed 09/22/2020 11:25 AM County Attorney's Office Colleen Greene Attorney Review Completed 09/22/2020 11:29 AM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 6.B.1 Packet Pg. 15 COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL CATEGORY "A" GRANT APPLICATION Tigertail Beach Park User/Site Enhancements 1. Name and Address of Project Sponsor Organization: Collier County Parks and Recreation Division North Collier Regional Park 15000 Livingston Road Naples, Florida 34109 2. Contact Person, Title and Phone Number: Barry Williams, Director 15000 Livingston Road Naples, FL 34109 Phone: 239-252-4035 FAX: 252-530-6538 Other: 239-280-7035 3. Organization's Chief Official and Title: Barry Williams, Director Collier County Parks and Recreation Division 4. Details of Project-Description and Location: Collier County Parks and Recreation is requesting additional funding to complete user enhancements at Tigertail Beach Park located on 480 Hernando Drive, Marco Island. Annual visitation at this public beach park exceeds 150,000. User/site enhancements include: • Augment the Visitor Information Center/Public amenity area of the beach park: - Improve current main restroom facilities to include: waterless urinals, vandal proof mirrors, hand-dryers, auto-sinks and auto-flush toilets, repaint and re-tile all facilities. - Xeri-scape landscaping and irrigation enhancements around the Visitor Center and Café entrance. - Renovate Ranger Station and Kiosk • Replace the remaining recycled boardwalk next to the playground and restaurant with IPE, an environmentally sustainable hardwood. Includes removal of old boardwalk. • Refurbish the two foot shower areas with auto-on/auto-off and provide for appropriate drainage 6.B.1.a Packet Pg. 16 Attachment: TDC Grant Application_Tigertail Beach Park User-Site Enhancements (13477 : Tigertail Beach Park User/Site Enhancements) P a g e | 2 • Renovate parking lot to include new wheel stops, curbing, sidewalks, brick pavers at Boardwalk entry, and re-surfacing and re-striping of parking lot. 5. Estimated project start date: May 2021. 6. Estimated project duration: (see below for milestones). 7. Total TDC Tax Funds Requested : $165,000 8. If the full amount requested cannot be awarded, can the program/project be restructured to accommodate a smaller award? Yes ( ) No (X) 6.B.1.a Packet Pg. 17 Attachment: TDC Grant Application_Tigertail Beach Park User-Site Enhancements (13477 : Tigertail Beach Park User/Site Enhancements) P a g e | 3 COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL CATEGORY "A" GRANT APPLICATION Tigertail Beach Park User/Site Enhancements PROJECT BUDGET PROJECT ELEMENT AMOUNT TDC Funds Requested $165,000 City/Taxing District Share $N/A State of Florida Share $N/A Federal Share $N/A TOTAL $165,000 PROJECT EXPENSES: Design $86,186 Purchase and delivery of benches and picnic tables $24,299 Construction $647,300 SUBTOTAL $757,785 Owners Allowance $97,700 TOTAL $855,485 TDC Tigertail Beach User/Site Enhancements Funds Available $579,514 Added TDC Funds requested $165,000 MILESTONES: Obtain PARAB 8/19/20 approval for additional TDC Funds August 2020 Obtain TDC approval for additional TDC Funds September 2020 Request RLS September 2020 Obtain BCC approval October 2020 Solicitation bids for construction November 2020 Issue PO/NTP construction May 2021 Project completion October 2021 6.B.1.a Packet Pg. 18 Attachment: TDC Grant Application_Tigertail Beach Park User-Site Enhancements (13477 : Tigertail Beach Park User/Site Enhancements) 09/28/2020 EXECUTIVE SUMMARY Recommendation to approve the use of Tourist Development Tax Promotion Funds to support the upcoming November 2020 Sports Tourism Event up to $7,000 and make a finding that this expenditure promote tourism. OBJECTIVE: To support the hosting cost for sporting event in November 2020 with a goal to attract participants and spectators to Collier County through Sports Tourism. CONSIDERATIONS: Collier County is scheduled to host the following Sports Tourism Event in November 2020. The Tourism Division Sports Marketing Team has attracted this event to our community. The projected hosting costs are based on experience with these same or similar events, the event funding application request, and the projected room nights from the event organizer. Event expenditures are the responsibility of the event organizer to pay. The Tourism Division proposes to reimburse the event organizers for court rental costs based on the proposed rental cost from the facility and room night visitation delivered to Collier County from the event participants and fans. These expenditures are authorized to be reimbursed through the BCC approved Sports Assistance Program. Staff utilizes the BCC approved Event Application form (attached) to determine the appropriate amount of recommended funding based on a sports tourism industry standard maximum acquisition cost of fifteen dollars per room night. In the case of this event, the acquisition cost is $10 per the chart below. Funding for these sports events are subject to TDC recommendation and Board approval. Naples Invitational (BDG, LLC) is scheduled for November 23-28, 2020 for the first time at Community School of Naples. This is a men’s collegiate basketball tournament that was previously held for the last four years in Nassau, Bahamas. The event is projected to attract 8 collegiate teams, 240 participants and generate 700 room nights in the County, direct visitor spending of $310,686 and TDT revenue of $6,825. The requested reimbursement amount provided by the event organizer is $7,000 based on the court rental costs and estimated 700 room nights. Year Projected Nov 2020 Direct Spending $310,686 TDT Revenue $6,825 Room Nights 700 Acquisition Cost $10 (for $7,000) Projected Teams: Drake, Iona, Toledo, South Alabama, Drexel, Loyola Marymount, Austin Peay, 8th team TBD. FISCAL IMPACT: Funding of up to $7,000 for the November 2020 events is included in the proposed FY 21 Tourism Division budget in Fund 184 for Sports Marketing Event support. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan with this Executive Summary. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. - CMG 7.A Packet Pg. 19 09/28/2020 RECOMMENDATION: For the Tourist Development Council to recommend approval of the use of Tourist Development Tax Promotion Funds to support the upcoming November 2020 Sports Tourism Event up to $7,000 and make a finding that this expenditure promotes tourism. Prepared by Nikki King, Sports Marketing Manager ATTACHMENT(S) 1. Naples Invitational Basketball App (PDF) 7.A Packet Pg. 20 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 7.A Doc ID: 13635 Item Summary: Recommendation to approve the use of Tourist Development Tax Promotion Funds to support the upcoming November 2020 Sports Tourism Event up to $7,000 and make a finding that this expenditure promote tourism. Meeting Date: 09/28/2020 Prepared by: Title: Tourist Development Tax Coordinator – Tourism Name: Kelly Green 09/17/2020 12:03 PM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/17/2020 12:03 PM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/17/2020 12:03 PM Tourism Jack Wert Director Completed 09/17/2020 12:37 PM Public Services Department Jennifer Reynolds Additional Reviewer Completed 09/17/2020 12:39 PM Corporate Business Operations Sean Callahan Executive Director Completed 09/18/2020 2:47 PM County Attorney's Office Colleen Greene Attorney Review Completed 09/18/2020 2:49 PM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 7.A Packet Pg. 21 7.A.1 Packet Pg. 22 Attachment: Naples Invitational Basketball App (13635 : November Sports Event Funding Request) 7.A.1 Packet Pg. 23 Attachment: Naples Invitational Basketball App (13635 : November Sports Event Funding Request) 7.A.1 Packet Pg. 24 Attachment: Naples Invitational Basketball App (13635 : November Sports Event Funding Request) 7.A.1 Packet Pg. 25 Attachment: Naples Invitational Basketball App (13635 : November Sports Event Funding Request) 7.A.1 Packet Pg. 26 Attachment: Naples Invitational Basketball App (13635 : November Sports Event Funding Request) 7.A.1 Packet Pg. 27 Attachment: Naples Invitational Basketball App (13635 : November Sports Event Funding Request) 09/28/2020 EXECUTIVE SUMMARY Recommendation that the Tourist Development Council approve an Agreement with the United Arts Council of Collier County in support of achieving the strategies outlined in the Collier County Arts & Culture Strategic Plan, and make a finding that this expenditure promotes tourism. OBJECTIVE: To contract for services in support of the Collier County Arts & Culture Strategic Plan with the United Arts Council of Collier County (“UAC”). CONSIDERATIONS: On March 24, 2020 (Item 16.F.1), the BCC adopted the Collier County Arts & Culture Strategic Plan (“Plan”), which included commitments to build the foundation for Collier County to become an arts and cultural destination, and to celebrate, support, and build local arts, creativity, and culture to enrich the quality of life for all residents of all ages and backgrounds. The development of the Plan was commissioned by the Board after the results of the Arts & Economic Impact 5 study in 2016 found that the nonprofit arts and culture sector is, at a minimum, a $108 million industry in Collier County that supports approximately 3,000 full-time equivalent jobs and generates $107.5 million in local and state government revenue annually. Recommendation 1.3.1 in the Plan was to establish a contract for services with defined roles, goals, funding and accountability for the County and the Local Arts Agency (LAA). The UAC was designated by the State of Florida as the Local Arts Agency in Collier County with a mission to enrich lives and strengthen the community through the power of the arts. Under this Agreement, the UAC will collaborate with the County in the achievement of the economic and tourist development goals and objectives related to arts and culture. Specifically, through this Agreement, the UAC will focus on: 1. Serve as the coordinator and facilitator for the arts & cultural community with respect to producing programming to augment Collier County tourism; and working collaboratively with the Tourism and Development Council (TDC), UAC will provide input on the TDC’s system for tracking arts & cultural economic impact on Collier County and, 2. Implementing select projects during 2020-2021 identified by Collier County & the United Arts Council (UAC) based on the Collier County Arts & Culture Strategic Plan; and, 3. Establishing a cultural calendar and developing a Collier Cultural Concierge Program, including specific events for future programming like the Bayshore Boardwalk Arts Festival; 4. The UAC, working cooperatively with the Community Redevelopment Agency (CRA), will begin to utilize the Bayshore Gateway Triangle area to solidity and enhance this arts and cultural district by establishing a Public Art Program and Cultural Community Space. Additionally, the UAC will support other Collier County areas as they are officially recognized by the Board of County Commissioners (BCC). 5. Using the foundation of support provided by Collier County, UAC will work with the Community Foundation of Collier County (CFCC) to forge a public-private partnership designed to maintain a healthy and vibrant arts and cultural community in Collier County. During the first year of the contract, the UAC will establish a Cultural Trust Fund to support the different projects in development under the Plan. Future goals of the UAC will include working cooperatively with the County and its contract operator, Sports Force Parks, to identify and develop arts and cultural programming for the Paradise Coast 7.B Packet Pg. 28 09/28/2020 Sports Complex (PCSC). This will continue the holistic programming of the PCSC to become an event destination focused on more than just sports. FISCAL IMPACT: The total amount of the Agreement is $125,000 in FY 21, which will be provided on a reimbursable basis through quarterly payables. Funding for the contract will be apportioned between the Tourist Development promotional funds and the Bayshore Gateway Triangle Community Redevelopment Agency. Funding in the amount of $50,000 is available within the FY 21 Tourist Development Promotion Fund (184). The remainder of funding is available within Bayshore Gateway Triangle CRA Fund (187). GROWTH MANAGEMENT IMPACT: There is no growth management impact associated with this action. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. - CMG RECOMMENDATION: That the Tourist Development Council approve an Agreement with the United Arts Council of Collier County in support of achieving the strategies outlined in the Collier County Arts & Culture Strategic Plan, and make a finding that this expenditure promotes tourism. Prepared by: Sean Callahan, Executive Director, Corporate Business Operations ATTACHMENT(S) 1. A Cultural Paradise - Collier Arts & Culture Strategic Plan (PDF) 2. UAC Stamped Agreement 09222020 (PDF) 7.B Packet Pg. 29 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 7.B Doc ID: 13646 Item Summary: Recommendation that the Tourist Development Council approve an Agreement with the United Arts Council of Collier County in support of achieving the strategies outlined in the Collier County Arts & Culture Strategic Plan, and make a finding that this expenditure promotes tourism. Meeting Date: 09/28/2020 Prepared by: Title: – Corporate Business Operations Name: Sean Callahan 09/18/2020 2:45 PM Submitted by: Title: – Corporate Business Operations Name: Sean Callahan 09/18/2020 2:45 PM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/21/2020 2:54 PM Tourism Jack Wert Director Completed 09/21/2020 3:12 PM Corporate Business Operations Sean Callahan Executive Director Completed 09/22/2020 11:14 AM County Attorney's Office Colleen Greene Attorney Review Completed 09/22/2020 3:27 PM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 7.B Packet Pg. 30 7.B.1 Packet Pg. 31 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 32 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 33 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 34 Attachment: A Cultural Paradise - 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Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 59 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 60 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 61 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 62 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 63 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.1 Packet Pg. 64 Attachment: A Cultural Paradise - Collier Arts & Culture Strategic Plan (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 65 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 66 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 67 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 68 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 69 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 70 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 71 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 72 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 73 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 74 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 75 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 76 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 7.B.2 Packet Pg. 77 Attachment: UAC Stamped Agreement 09222020 (13646 : UAC Contract for Services) 09/28/2020 EXECUTIVE SUMMARY Recommendation to award an agreement for Request for Proposal (“RFP”) 20-7775, “Tourism Marketing and Promotions,” to Paradise Advertising and Marketing, Inc.; and make a finding that this action promotes tourism. _____________________________________________________________________________________ OBJECTIVE: To provide continuing advertising and marketing services which promote Collier County as a worldwide visitor destination. CONSIDERATIONS: On June 1, 2020, the Procurement Services Division released RFP No. 20-7775, Tourism Marketing & Promotions. The County notified 12,650 firms, 224 interested firms viewed the solicitation information, and staff received seven proposals by the July 1, 2020 deadline. A selection committee met on July 31, 2020, evaluated the proposals and established a final recommended ranking. Each of the selection committee members independently reviewed the proposals and discussed their evaluative comments the selection committee meeting. Based on the selection committee’s ranking, staff is recommending that the RFP be awarded to Paradise Advertising & Marketing Inc. (“Paradise”). Staff negotiated the attached agreement with Paradise, which provides as follows: • The first year of the agreement will consist of an annual $400,000 service fee based on an annual marketing and advertising budget of $4 million. • A $150 flat hourly rate will apply to all creative functions not covered by the service fee and each project will be estimated and pre-approved. • In the initial term and in subsequent years of this agreement, Paradise will invoice for time and material services on all media and production projects at net with no mark up. • In the initial term and in subsequent years of this agreement, Paradise will invoice the County monthly a fixed service fee in twelve (12) equal installments of ten (10) percent of the Board approved annual Tourism Division budget for marketing and advertising. • For this fixed monthly service fee, Paradise Advertising and Marketing, Inc will provide on average an estimated two-hundred twenty-two (222) hours per month of services covered by that service fee. LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. - CMG FISCAL IMPACT: Funds for marketing services is in the proposed Tourism Department budget for Fiscal Year 21. The projected annual contract budget for the first year of the agreement is $4,400,000 consisting of $4,000,000 in media and production and $400,000 in service fee. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management plan with this action. RECOMMENDATION: To award an Agreement for RFP 20-7775, “Tourism Marketing and Promotions,” to Paradise Advertising and Marketing, Inc. and make a finding that this action promotes tourism. Prepared by: Jack Wert, Tourism Director 7.C Packet Pg. 78 09/28/2020 ATTACHMENT(S) 1. 20-7775 Solicitation (PDF) 2. [Linked] ParadiseAdvertising-Collier-RFP-FINAL (1) (PDF) 3. 20-7775 Final Ranking (PDF) 4. 20-7775 Notice of Recommended Award (PDF) 5. 20-7775 ParadiseAdvertising&Marketing_VendorSigned (PDF) 7.C Packet Pg. 79 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 7.C Doc ID: 13649 Item Summary: Recommendation to award an agreement for Request for Proposal (“RFP”) 20- 7775, “Tourism Marketing and Promotions,” to Paradise Advertising and Marketing, Inc.; and make a finding that this action promotes tourism. Meeting Date: 09/28/2020 Prepared by: Title: Tourist Development Tax Coordinator – Tourism Name: Kelly Green 09/21/2020 9:48 AM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/21/2020 9:48 AM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/21/2020 9:49 AM Tourism Jack Wert Director Completed 09/21/2020 10:14 AM Public Services Department Jennifer Reynolds Additional Reviewer Completed 09/22/2020 9:56 AM Corporate Business Operations Sean Callahan Executive Director Completed 09/22/2020 11:20 AM County Attorney's Office Colleen Greene Attorney Review Completed 09/22/2020 11:28 AM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 7.C Packet Pg. 80 COLLIER COUNTY BOARD OF COUNTY COMMISSIONERS REQUEST FOR PROPOSAL (RFP) FOR TOURISM MARKETING & PROMOTIONS SOLICITATION NO.: 20-7775 VIVIANA GIARIMOUSTAS, PROCUREMENT STRATEGIST PROCUREMENT SERVICES DIVISION 3295 TAMIAMI TRAIL EAST, BLDG C-2 NAPLES, FLORIDA 34112 TELEPHONE: (239) 252-8375 Viviana.Giarimoustas@colliercountyfl.gov (Email) This solicitation document is prepared in a Microsoft Word format (Rev 8/7/2017). Any alterations to this document made by the Vendor may be grounds for rejection of proposal, cancellation of any subsequent award, or any other legal remedies available to the Collier County Government. 7.C.a Packet Pg. 81 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) SOLICITATION PUBLIC NOTICE REQUEST FOR PROPOSAL (RFP) NUMBER: 20-7775 PROJECT TITLE: Tourism Marketing & Promotions DUE DATE: 7/1/2020 10:00 AM EST PLACE OF RFP OPENING: Procurement Services Division 3295 Tamiami Trail East, Bldg. C-2 Naples, FL 34112 All proposals shall be submitted online via the Collier County Procurement Services Division Online Bidding System: https://www.bidsync.com/bidsync-cas/ INTRODUCTION As requested by the Tourism Division (hereinafter, the “Division or Department”), the Collier County Board of County Commissioners Procurement Services Division (hereinafter, “County”) has issued this Request for Proposal (hereinafter, “RFP”) with the intent of obtaining proposals from interested and qualified vendors in accordance with the terms, conditions and specifications stated or attached. The vendor, at a minimum, must achieve the requirements of the Scope of Work stated. The results of this solicitation may be used by other County departments once awarded according to the Board of County Commissioners Procurement Ordinance. Historically, the Convention & Visitors Bureau (CVB) has had a destination marketing annual budget of approximately two million ($2) to five ($5) million dollars based on the revenue derived each year from the 5% Collier County Tourist Development Tax (TDT). Emergency/Disaster Recovery Advertising is funded from a special reserve account and these funds will be utilized on an as-needed basis as approved by the Board of County Commissioners. The successful firm will be responsible for developing and implementing the annual Emergency Communications Plan as needed. Additionally, other departments within the County Manager's operation (i.e. Museum, Parks and Recreation, Libraries, etc.) may be allocated their own budget dollars for advertising and promotion. Those marketing dollars will be from separate funds and if used, will be under a separate purchase order. BACKGROUND The Naples, Marco Island, Everglades CVB is a part of the County Manager's Agency in Collier County Government. The CVB, with oversight by the Tourist Development Council (TDC) Advisory Board, markets and promotes the entire County as a worldwide leisure travel, group meetings and sports event destination. The CVB is seeking a full-service advertising, promotion, marketing and digital agency with extensive experience in marketing tourism destinations in various local, regional, national and international target markets. The agency should have expertise in domestic and international television, magazine, newspaper and radio advertising, social media and digital marketing and in planning and implementing cooperative advertising and promotional programs and events. TERM OF CONTRACT The contract term, if an award(s) is/are made is intended to be for three (3) years with two (2) one (1) year renewals. Prices shall remain firm for the initial term of this contract. Surcharges will not be accepted in conjunction with this contract, and such charges should be incorporated into the pricing structure. The County Manager, or designee, may, at his discretion, extend the Agreement under all of the terms and conditions contained in this Agreement for up to one hundred eighty (180) days. The County Manager, or designee, shall give the Contractor written notice of the County's intention to extend the Agreement term not less than ten (10) days prior to the end of the Agreement term then in effect. All goods are FOB destination and must be suitably packed and prepared to secure the lowest transportation rates and to comply with all carrier regulations. Risk of loss of any goods sold hereunder shall transfer to the COUNTY at the time and place of delivery; provided that risk of loss prior to actual receipt of the goods by the COUNTY nonetheless remain with VENDOR. 7.C.a Packet Pg. 82 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) DETAILED SCOPE OF WORK Collier County is located in Southwest Florida. Naples, the seat of Collier County, is about twenty-five (25) miles south of Fort Myers and the Southwest Florida International Airport (RSW). The full-time population of Collier County is about three hundred seventy thousand (370,000) although a seasonal peak of about four hundred fifty thousand (450,000) occurs between November and April. The structure of the Collier County Government is based on the standard constitutional form of county governments in Florida. Visitors have much to discover along Florida's Paradise Coast of Naples, Marco Island & the western portion of the Everglades. They will find an escape, serenity and relaxing beachside fun along the Gulf of Mexico in beautiful Southwest Florida. Visitors will also enjoy pristine natural wilderness perfect for bird watching or outdoor adventure in the world-famous Everglades. The area is most know for it’s over 30 miles of soft white sand beaches, exceptional accommodations, family attractions, world-class dining, arts, culture and heritage activities and exceptional shopping. The CVB promotes the destination to consumers with discretionary travel dollars, to travel industry professionals such as meeting planners, travel agents and tour operators, to golfers, fishermen, arts and culture, heritage seekers and nature and adventure enthusiasts. The budget for the CVB is determined from the five percent (5%) tourist development tax collections on short-term lodging (six months or less) within Collier County. A predetermined allocation of the tax collected directs funds to various uses including promotion and advertising, beach renourishment and inlet management, beach park facilities and County owned museum operation. The CVB has determined that Public Relations and Media Relations activities will be handled by internal staff and through a separately contracted outside Public Relations firm. Social and digital media is handled by internal staff working in concert with the contracted firm and the contracted advertising firm. The County is seeking a full-service advertising, promotion, marketing and digital agency with extensive experience in marketing tourism destinations in various local, regional, national and International target markets. The agency should have extensive expertise in domestic and international advertising, social media and digital marketing and in strategic planning and implementation of annual marketing plans and promotional programs and events. While the successful firm will be acting in an independent contractor role, the County may: • Provide temporary workspace, access to telephone and Internet service if needed while on County property at County's expense. • Reimburse pre-approved travel expenses related to executing the marketing plan elements or production of advertising or promotional materials as outlined in FS 125.0104 and County Resolution 2006- 40. • Pre-approve any advertising, production, media and travel expenditures created or distributed by the successful firm. The successful firm will be responsible to provide (this list is not exhaustive and is intended to be illustrative in nature) the following: • An annual marketing plan and a longer-term strategic plan • An advertising campaign which will allow for the broadest possible exposure into international and domestic markets within the available budget maximizing the usage of cooperative advertising, and identifying promotional and value- added opportunities; • Develop, nurture and promote targeted consumers, meeting planners, trade professionals and sports event organizers. • Be knowledgeable of and provide extensive industry research models, for use in targeting strategic audiences and to determine and report return on investment of all campaigns and activities. • Explore and provide possible joint-advertising programs which would match the CVB with travel related and non- travel advertisers, e.g., airlines, auto rental centers, credit card companies, luggage companies, suntan product manufacturers, etc., as well as regional and statewide promotions with other destination marketing organizations. • Provide advertising, marketing and promotional services which promote Collier County as a tourist destination worldwide. • Provide a "lead" contact person/project manager to the County; an individual who shall serve as a first point of contact between the County and the agency. The Collier County Tourism Director or designee, at their sole discretion, shall approve the appointment of the "lead" contact person/ project manager. The firm, and all of its agents and subcontractors, are expected to comply with Florida Statute 125.0104 and the County's Ordinance 92-60 as amended and County Resolution 2006-40. Marketing and Advertising Flat Service Fee For marketing and advertising services in paid media and production, the County prefers to pay an agreed upon annual fixed service 7.C.a Packet Pg. 83 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) fee in twelve monthly installments in lieu of media commissions and mark up on outside vendor services. This fee will be a percentage of the total annual Collier County’s Board approved destination marketing budget comprised of paid media, creative services, production of all media and collateral materials, photography and video production. This fixed service fee will include account management service time, senior management, media research, media buying and verifying, accounting, administrative and other internal operating costs. No markup will be applicable for vendor or sub-contracted services, paid media, social or digital media. Professional Fees/Creative Work-Optional Services Optional Services includes any other related professional services (other than the Marketing and Advertising Flat Service Fee), for marketing and promotional creative design, advertising, production, photography, online and social media production and creative design, copywriting, direct mail development, audiovisual production services, marketing research, social media creative and supervision and promotional publicity. Hourly rates for these services will be provided by the vendor in an attachment to the final agreement. The firm will provide quotes for pre-approval and invoices and proof of performance for each of these services/projects which will include: • A project quote estimate that includes the number of hours by each position (hourly rate) the extended total, and any anticipated subcontractor hours and rates, travel, and miscellaneous charges such as expenses relating to "photo shoots," wardrobe, television or radio ads, special printing or service charges, etc. at no additional mark-up or surcharges fees (at cost amounts); • An agency invoice which matches the approved estimate and includes the number of hours by each position (with their hourly rate) and the extended total for payment and "at cost" invoices. • Provide a copy of the advertising, promotional and marketing information or documentation of paid media delivered such as affidavits. General Requirements: • Retain a permanent full-time staffed office within Collier County. Other branch offices or the main office will be considered as part of the total corporate entity of the agency. • Pay media and production invoices/bills upon demand from suppliers with a full understanding that the agency will not be reimbursed until the service has been performed and/or the promotion/advertisement has appeared, and proof of performance has been supplied to and accepted by the County. • Prepare reports required by the County and submit said reports as requested, including formal monthly presentations to the Tourist Development Council (TDC) at the agency's expense. Establish and maintain a system of records, books, and accounts in a manner satisfactory to the County, which is consistent with and for the durations mandated by the affordability period. • The selected firm will keep adequate records and supporting documentation which concern or reflect its services. The records and documentation will be retained by the firm for a minimum of five (5) years from the date of termination of this agreement. • The County, or any duly authorized agents or representatives of the County, shall, free of charge, have the right to audit, inspect and copy all such records and documentation as often as they deem necessary during the period of this agreement and during the five (5) year period noted above; provided however, such activity shall be conducted only during business hours. • We understand a portion of this work may be subcontracted to meet expertise or timelines for the County. Similarly, the County reserves the right to contract/utilize other service providers during the term of this contract for similar advertising, promotional or marketing materials or services. • Participate in certain meetings, discussions, project site visits, workshops and hearings, which pertain to the administration of the services being provided and report results to the Board at the agency's expense. • Obtain travel compensation for programs and events per Florida Statute 125.0104 and County Resolution 2006-40. • Obtain pre-approval on stock materials, including, but not limited to stock photos, voice talent, models, clothing, etc. The firm must provide evidence of any restrictions, terms and conditions or other considerations prior to use. • Charges for advertising and media placed by the Firm on behalf of the CVB will be billed at the actual cost paid by the Firm 7.C.a Packet Pg. 84 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) and shall not include any markup, for the specified medium or media. • Charges for expertise talents and services needed to execute marketing, media or production advertisement placed by the Firm on behalf of the CVB will be billed at the actual cost paid by the Firm. • County will own all promotional, marketing and advertising campaign materials, film, negatives, videos and art. • The County will retain ownership and the right to use any materials generated by the agency and any other CVB material generated by CVB personnel and may do so without agency consent or approval. The CVB acknowledges certain legal constraints require universal releases unless cost considerations become prohibitive (such as model releases, music, photographs, etc.) and retains sole right to use materials created for the CVB as it sees fit. REQUEST FOR PROPOSAL (RFP) PROCESS 1.1 The Proposers will submit a qualifications proposal which will be scored based on the criteria in Evaluation Criteria for Development of Shortlist, which will be the basis for short-listing firms. The Proposers will need to meet the minimum requirements outlined herein in order for their proposal to be evaluated and scored by the COUNTY. The COUNTY will then score and rank the firms and enter into negotiations with the top ranked firm to establish cost for the services needed. The COUNTY reserves the right to issue an invitation for oral presentations to obtain additional information after scoring and before the final ranking. With successful negotiations, a contract will be developed with the selected firm, based on the negotiated price and scope of services and submitted for approval by the Board of County Commissioners. 1.2 The COUNTY will use a Selection Committee in the Request for Proposal selection process. 1.3 The intent of the scoring of the proposal is for respondents to indicate their interest, relevant experience, financial capability, staffing and organizational structure. 1.4 The intent of the oral presentations, if deemed necessary, is to provide the vendors with a venue where they can conduct discussions with the Selection Committee to clarify questions and concerns before providing a final rank. 1.5 Based upon a review of these proposals, the COUNTY will rank the Proposers based on the discussion and clarifying questions on their approach and related criteria, and then negotiate in good faith an Agreement with the top ranked Proposer. 1.6 If, in the sole judgment of the COUNTY, a contract cannot be successfully negotiated with the top-ranked firm, negotiations with that firm will be formally terminated and negotiations shall begin with the firm ranked second. If a contract cannot be successfully negotiated with the firm ranked second, negotiations with that firm will be formally terminated and negotiations shall begin with the third ranked firm, and so on. The COUNTY reserves the right to negotiate any element of the proposals in the best interest of the COUNTY. RESPONSE FORMAT AND EVALUATION CRITERIA FOR DEVELOPMENT OF SHORTLIST: 1.7 For the development of a shortlist, this evaluation criterion will be utilized by the COUNTY’S Selection Committee to score each proposal. Proposers are encouraged to keep their submittals concise and to include a minimum of marketing materials. Proposals must address the following criteria: Evaluation Criteria Maximum Points 1. Cover Letter / Management Summary 5 Points 2. Certified Minority Business Enterprise 5 Points 3. Business Plan 20 Points 4. Cost of Services to the County 20 Points 5. Experience and Capacity of the Firm 20 Points 6. Specialized Expertise of Team Members 20 Points 7. Local Vendor Preference 10 Points TOTAL POSSIBLE POINTS 100 Points Tie Breaker: In the event of a tie at final ranking, award shall be made to the proposer with the lower volume of work previously awarded. Volume of work shall be calculated based upon total dollars paid to the proposer in the twenty-four (24) months prior to the RFP submittal deadline. Payment information will be retrieved from the County’s financial system of record. The tie breaking procedure is only applied in the final ranking step of the selection process and is invoked by the Procurement Services Division Director or designee. In the event a tie still exists, selection will be determined based on random selection by the Procurement Services Director before at least three (3) witnesses. 7.C.a Packet Pg. 85 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) -------------------------------------------------------------------------------------------------------------------------------------------------- Each criterion and methodology for scoring is further described below. ***Proposals must be assembled, at minimum, in the order of the Evaluation Criteria listed or your proposal may be deemed non-responsive*** EVALUATION CRITERIA NO. 1: COVER LETTER/MANAGEMENT SUMMARY (5 Total Points Available) Provide a cover letter, signed by an authorized officer of the firm, indicating the underlying philosophy of the firm in providing the services stated herein. Include the name(s), telephone number(s) and email(s) of the authorized contact person(s) concerning proposal. Submission of a signed Proposal is Vendor's certification that the Vendor will accept any awards as a result of this RFP. EVALUATION CRITERIA NO. 2: CERTIFIED WOMAN AND/OR MINORITY BUSINESS ENTERPRISE (5 Total Points Available) Submit certification with the Florida Department of Management Service, Office of Supplier Diversity as a Certified Minority Business Enterprise. EVALUATION CRITERIA NO. 3: BUSINESS PLAN (20 Total Points Available) In this tab, include but not limited to: • Detailed plan of approach that answers the scope of work requirements. • Detailed timeline for startup phase through full implementation of the initial annual marketing plan. • Include with the Business Plan or as an attachment, a copy of a report as an example of similar work provided for another destination marketing organization. This should be for one of the client projects listed as a reference. • Provide a narrative, or demonstrate through sample work, the firm’s creative expertise attracting and recruiting new visitors. • Provide a narrative, or demonstrate through sample work, the firm’s creative expertise and ideas for the retention of visitors returning to Southwest Florida. EVALUATION CRITERIA NO. 4: COST OF SERVICES TO THE COUNTY (20 Total Points Available) In this tab, include but not limited to: • Provide the projected Marketing and Advertising annual flat service fee including the minimum number of hours per month your firm will invest each month to provide the Scope of Work provided in this RFP. • Provide an hourly fee schedule of agency staff for all tasks not included in the flat service fee. • Indicate how sub-vendors will be compensated, if needed. • Provide a proposed monthly and annual amount of out-of-pocket expenses that the firm will request reimbursement of pre-approved expenses such as travel expenses, shipping, postage, etc. EVALUATION CRITERIA NO. 5: EXPERIENCE AND CAPACITY OF THE FIRM (20 Total Points Available) In this tab, include but not limited to: • Provide information that documents your firm’s qualifications and experience in representing destination marketing organizations or other clients with travel industry marketing programs. Include examples of the firm’s capacity, skill, and financial strength, and number of years of experience in providing the required services included in the Scope of Work. • Describe the various team members’ successful experience in working with one another on previous projects. The County requests that the vendor submit three (3) completed reference forms from clients in the past five (5) years, whose projects are of a similar nature to the Scope of Services as a part of their proposal. Provide information on the assignments completed by the vendor that best represent campaigns of similar size, scope and complexity to the tasks listed in the Scope of Services using format provided. Vendors may include two (2) additional pages for each project to illustrate aspects of the completed project that provides the information to assess the experience of the agency on related client work. 7.C.a Packet Pg. 86 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) EVALUATION CRITERIA NO. 6: SPECIALIZED EXPERTISE OF TEAM MEMBERS (20 Total Points Available) In this tab, include but not limited to: • Description of the proposed agency team that will work on the CVB account and the role to be played by each member of the team to fulfill the Scope of Work. • Attach brief resumes of all proposed agency team members who will be involved in the creative, production, media, social and digital media services as described in the Scope of Work. • Attach resumes of any sub-vendors that you know will be used and attach letters of intent from stated sub- vendors indicating their willingness to sub-contract on the CVB’s service needs. If sub-vendors will not be used, please indicate that fact in your proposal. EVALUATION CRITERIA NO. 7: LOCAL VENDOR PREFERENCE (10 Total Points Available) Local business is defined as the vendor having a current Business Tax Receipt issued by the Collier or Lee County Tax Collector prior to proposal submission to do business within Collier County, and that identifies the business with a permanent physical business address located within the limits of Collier or Lee County from which the vendor’s staff operates and performs business in an area zoned for the conduct of such business. VENDOR CHECKLIST ***Vendor should check off each of the following items as the necessary action is completed (please see, Vendor Check List)*** 7.C.a Packet Pg. 87 Attachment: 20-7775 Solicitation (13649 : 20-7775 Tourism Marketing Services Agreement) Selection Committee Scoring Sheet (STEP 1) RFP # 20-7775 Title: Tourism Marketing and Promotions Name of Firm Troy Maggie Debbie Claudia Total Scores Final Rank Paradise Advertising & Marketing Inc.84 87 89 92 352.00 1 Madden Preprint Media LLC dba Madden Media 81 79 74 81 315.00 2 Miles Partnership LLLP 74 84 75 78 311.00 3 Quenzel & Associates Inc.84 80 62 76 302.00 4 Starmark International Inc.78 84 71 65 298.00 5 Spark Branding House Inc.76 74 63 83 296.00 6 The Partnership of Atlanta 67 65 63 41 236.00 7 Procurement Professional Viviana Giarimoustas Step 1: Upon direction by the Procurement professional, the individual selection committee member should provide their scoring of the proposals. Step 2: The procurement professional will review the mathematically tabulated scores. Step 3: The Committee will determine the number of proposers to bring back for oral presentations. Page 1 of 1 7.C.c Packet Pg. 88 Attachment: 20-7775 Final Ranking (13649 : 20-7775 Tourism Marketing Services Agreement) Notice of Recommended Award Solicitation: 20-7775 Title: Tourism, Marketing, and Promotion Due Date and Time: 7/1/2020 10:00 AM Respondents: Company Name City County State Final Ranking Responsive/Responsible Paradise Advertising & Marketing Inc. St. Petersburg Pinellas FL 1 YES/YES Madden Preprint Media LLC dba Madden Media Tucson Pima AZ 2 YES/YES Miles Partnership LLLP Sarasota Sarasota FL 3 YES/YES Quenzel & Associates Inc. Fort Myers Lee FL 4 YES/YES Starmark International Inc. Fort Lauderdale Broward FL 5 YES/YES Spark Branding House Inc. Tampa Hillsborough FL 6 YES/YES The Partnership of Atlanta Atlanta Fulton GA 7 YES/YES Utilized Local Vendor Preference: Yes No Recommended Vendor(s) For Award: On June 1, 2020 the Procurement Services Division released Request for Proposal 20-7775 Tourism, Marketing, and Promotion. 12,650 firms were notified, 224 firms viewed the solicitation information and seven (7) proposals were received on July 1, 2020. A selection committee convened on July 31, 2020 and a final ranking was established. Award is recommended to Paradise Advertising & Marketing Inc. Contract Driven Purchase Order Driven Required Signatures Project Manager: Jack Wert Procurement Strategist: Viviana Giarimoustas Procurement Services Director: __________________________________ _________________ Sandra Herrera Date DocuSign Envelope ID: C023F3D2-B0B7-488D-9A82-34A1E734F797 8/11/2020 8/11/2020 8/11/2020 7.C.d Packet Pg. 89 Attachment: 20-7775 Notice of Recommended Award (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 90Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 91Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 92Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 93Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 94Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 95Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 96Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 97Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 98Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 99Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 100Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.e Packet Pg. 101 Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 102Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 103Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 104Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 105Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 106Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 107Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 7.C.ePacket Pg. 108Attachment: 20-7775 ParadiseAdvertising&Marketing_VendorSigned (13649 : 20-7775 Tourism Marketing Services Agreement) 09/28/2020 EXECUTIVE SUMMARY Recommendation to approve the Fiscal Year 2020-21 Strategic Marketing Plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this plan promotes tourism. _____________________________________________________________________________________ OBJECTIVE: Review the strategic plan for the destination for FY 21 commencing October 2020. CONSIDERATIONS: From the beginning of FY 21 in October 2019, the Tourism Division conducted regular monthly meetings with its sales and marketing partners from hotels, and at quarterly Advisory Roundtables where an average of 70 tourism business representatives from hotels, attractions, restaurants, shopping and arts and culture groups contributed new suggestions for our destination marketing efforts. We postponed our quarterly partner meetings in March 2020 due to the COVID -19 outbreak but continued virtual meetings and e-newsletter contacts with our partners each week. We gained additional input from our tourism partners at our day-long strategic marketing retreat in August that was a hybrid virtual meeting attended by over 60 tourism industry partners. The information collected from all these above sources has been compiled into a one-year marketing plan to promote the destination to meet our destination marketing objectives in the next year and is ready for TDC review. Each TDC member has been provided a written version of the plan and we will present a PowerPoint Summary of the 2020-21 Marketing Plan at the TDC meeting. 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, leisure vacations, wellness retreats, golf vacations, culinary, and arts and culture getaways in 2020-2021. Upon approval by the BCC, the complete plan will be posted on our website for use by our Collier tourism industry partners. The Marketing Plan includes Goals, Objectives, Target Markets, Situation Analysis, Strategies, Tacti cs, Implementation details, and detailed planned expenditures for each marketing discipline in the proposed FY 21 Tourism Division Budget. Those planned expenditures include Administrative Costs, Marketing and Advertising, Public Relations and Communications, Group and Leisure Sales, Special Markets, Sports Marketing, Film and Entertainment, International Representation in UK, Europe and Latin America. This plan is designed to change direction at any time the tourism marketplace shows a significant change in direction. We experienced such a sudden change in March of 2020 with the COVID pandemic. Utilizing a message delivery through digital and social media, we are able to make immediate changes in message, media outlets and platforms. We have reduced expenditures in all categories of our operation is accordance budget direction and with the Tourist Development Tax projections by the County Budget Office. We feel this plan reflects a responsible and affordable plan that will help to attract visitors back to our community and to bring back the many lost jobs to our economy. FISCAL IMPACT: The projected destination marketing budget to support this strategic marketing plan is $4,000,000 in paid advertising and production, plus Contracted Services, Promotions , Sports Marketing, Travel, Registrations, Marketing Grants and Group Meetings support totaling an additional $5,553,200 for a total of $9,553,200 for tourism promotion. These expenditures will be funded by the FY 21 projected tourist development tax revenue. collected monthly by the Collier County Tax Collector. Non-County Owned Museum Grants total $300,000. Funds 184, 193, 194, 196 and 758 contain the details of all the above marketing expenditures in the proposed Tourism Division budget for FY 21. 7.D Packet Pg. 109 09/28/2020 GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to this action. LEGAL CONSIDERATION: This item is approved as to form and legality and requires majority vote for approval. - CMG RECOMMENDATION: To approve the Fiscal Year 2020-21 Strategic Marketing Plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this Plan promotes tourism. Prepared by: Jack Wert, Tourism Division Director ATTACHMENT(S) 1. MARKETING PLAN FY 21 to TDC 9-28-20 (PPTX) 2. Marketing Plan 2021 Draft To TDC 9-28-2020 (DOCX) 7.D Packet Pg. 110 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 7.D Doc ID: 13654 Item Summary: Recommendation to approve the Fiscal Year 2020-21 Strategic Marketing Plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this plan promotes tourism. Meeting Date: 09/28/2020 Prepared by: Title: – Tourism Name: Yasmith Yidi 09/22/2020 10:28 AM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/22/2020 10:28 AM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/22/2020 10:41 AM Tourism Jack Wert Director Completed 09/22/2020 11:31 AM Public Services Department Jennifer Reynolds Additional Reviewer Completed 09/22/2020 11:47 AM Corporate Business Operations Sean Callahan Executive Director Completed 09/22/2020 3:16 PM County Attorney's Office Colleen Greene Attorney Review Completed 09/23/2020 8:13 AM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 7.D Packet Pg. 111 FY 21 Marketing Plan Overview 7.D.1 Packet Pg. 112 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Marketing Plan Development Highlights •Monthly meetings with hotel Sales & Marketing staffs on strategy •Quarterly roundtable meetings to discuss strategies and new marketing techniques with hotels, attractions, shopping, restaurants •Monthly reports on market conditions from Research Data Services, secondary research and from our International reps •Annual Marketing Summit (August 2020) o 60 Tourism Industry Partners helped shape the plan o Input from Sales, PR, International, Sports Council, etc. 2 7.D.1 Packet Pg. 113 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Elements of the Plan •Vision / Mission / Value Statements •Tourism Industry Conditions •Travel & Tourism Industry Insights •Research and Data-Driven Insights •Marketing Goals and Objectives •Marketing Strategies / Tactics •Target Audiences •Media Strategy •Creative Strategy •Sales Efforts •Measurement and Metrics •Budgets for each Discipline 7.D.1 Packet Pg. 114 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Marketing Goals •Mitigate the Decline of Tourism Economic Impact •Create, Deliver and Sustain Tourism Value for Visitors, Partners and Residents •Evolve the Paradise Coast Brand Message to Sustain Confidence in Travel •Maintain Brand Continuity Across All Channels •Further Align Marketing Attribution to Tourism Impact 7.D.1 Packet Pg. 115 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Research and Insights Continuously monitoring research partners & platforms to gain insight on current travel sentiment to apply to our marketing strategy: •Trending to shorter/quicker travel getaways but long distance is still a possibility and we expect that to continue to grow in the fall, winter and spring. •Travelers are seeking options that provide enhanced safety precautions (standard guidelines, masks, open spaces, social distancing, etc.) •International travel and domestic air travel will continue to be negatively impacted into 2021 and beyond. •Meetings/Groups/Events will continue to be impacted but organizers and venues will be creative to continue to host and deliver positive experiences. 7.D.1 Packet Pg. 116 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Customer Segments Leisure •Domestic •International •Sports Event Attendees •Niche •LGBTQ, Ecotourism, Culinary, Arts, Culture, Golf Groups •Sports Event Planners •Meetings/Groups •Bridal/Weddings Travel Trade •Travel Agents •International Tour Operators •Airline/Airport 7.D.1 Packet Pg. 117 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Leisure Traveler -Segments EAGER TRAVELER •Adults 25-49, which includes Millennials and Generation X •$150K+ Household Income (HHI) RELUCTANT TR AVELER •Adults 35-64, which includes Generation X and Boomers •$175K+ HHI WORK AND LEARN TRAVELERS •Adults 25-54, Professionals with families who can work remotely and are homeschooling or virtually teaching their kids •$150K+ HHI, with children under the age of 12 7.D.1 Packet Pg. 118 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Group Meeting & Sports Travelers Key Strategies Ø Thought Leadership Opportunities Ø Strong Paid Social Media Ø E-Mail Marketing Tactics: Ø Webinar Sponsorships Ø Key Virtual and in Person events & tradeshows Ø Linkedin, Facebook, Instagram for planners and event organizers Ø E-newsletters to targeted paid lists of planners, event organizers and event rights holders 7.D.1 Packet Pg. 119 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Marketing Discipline Plans 9 Group Meeting Sales Leisure and Travel Trade Sales Specialty Market Sales Sports Event Sales PR & Communications Digital & Social Media International Markets 7.D.1 Packet Pg. 120 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) 10 TRAVEL INDUSTRY SALES PLAN -2021 GOALS Increase brand awareness and grow database from Latin American Markets Focus on B2B domestic market to increase visitation Continue participating in the West Coast of FL Coalition initiative to increase Latam visitation Continue to increase Canadian visitation OBJECTIVES Train at least 1000 travel advisors in Latin America Further educate 1000 domestic travel advisors 5 West Coast of FL Coalition Missions/Virtual Trainings Train 300 travel agents in Canada STRATEGIES Educate agents and TO in Latin America re: location and key selling features of Naples/Marco/Everglades Educate the Luxury travel advisors on the top reasons to book the Paradise Coast. Followed by all travel advisors as we proceed into Phases 3 and 4. Work together with West Coast of FL CVB's to leverage shared contacts and budgets to continue promoting the region. Educate the Canadian advisors on the reasons why to choose Naples/Marco/Everglades over other FL destinations TACTICS Renew Virtuoso Latam Participate in luxury and regular trade shows and virtual events Virtual or in person trainings in Argentina, Chile, Colombia and Mexico Email campaign in the Fall and Spring through IDSS. Participate in Latam tradeshows/webinars/virtual events Offer virtual FAM's followed by regular FAM's in Phases 3 and 4. Continue to promote the SWFL itinerary in through Tampa out of Miami or vice versa.virtual shows / tradeshows / Missions in cooperation with Visit FL Host La Cita September 2021 East coast sales mission in Spring to target summer business Participate in trade shows once it's safe to do so. Coordinate and assist the new representation firms in Argentina, Brazil, Chile, Colombia and Mexico. Create a top reasons to visit the destination and send out to travel agent database host trainings pre or post tradeshows. Create a top 5 reasons to visit the destination and send out to database 7.D.1 Packet Pg. 121 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Me dia Strategy 7.D.1 Packet Pg. 122 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Media Targeting Strategy Media channels will be tailored to reach each segment. EAGER TRAVELER (previously RESILIENT TRAVELER): •Digital media focused on travel-intenders to both prospect and retarget, including Octas •Competitive market research will continue to be important, reaching consumers as they are considering our competitors •Leverage opportunities to use credit card data for targeting and reporting on economic impact •Target those utilizing shorter term booking windows RELUCTANT TRAVELER: •Informational-and inspirational-based media to educate and stimulate interest in travel to Florida’s Paradise Coast •Heavy use of video and digital media that allows for multiple images and longer-form content to educate safety and showcase the beauty and myriad of experiences waiting for them in the destination •We will also include various traditional media channels as well as digital opportunities 7.D.1 Packet Pg. 123 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Timing & Markets Fall -October –December 2020 •Atlanta, Savannah, Chicago, Cleveland, New York City* •Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville Winter -January –March 2021 •Atlanta, Savannah, Chicago, Cleveland, New York City*, Boston, Philadelphia, Detroit •Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville Spring/Summer -Ap ril –September 2021 •Atlanta, Savannah, other out of state markets TBD •Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville *NY Metro -Inclusion in Fall would be determined based on quarantine restrictions upon returning to NY state. Miami/Fort Lauderdale will be determined based on COVID cases in those areas. 7.D.1 Packet Pg. 124 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Fall Campaign Overview FALL -Local | In-state | Out of Market October through December 2020 •Targeted to specific markets with highest propensity to return to travel to Paradise Coast •Digital targeting to consumers as they are in-market for travel •Strong presence on key Online Travel Agents (OTAs) to reach Eager Travelers with shorter booking windows •Conquest targeting to our consumer when they are considering a competitive destinations •Targeting focused on our new “Work and Learn” segment for those with professional occupations and kids under the age of 12 •Paid Social Campaign on Facebook and Instagram with awareness and engagement goals •Inspirational media with streaming and local television in key markets •Comprehensive end-of-campaign economic impact reporting showing visitor spending in our community from those exposed to our advertising 7.D.1 Packet Pg. 125 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Media Campaigns and Tactics WINTER CAMPAIGN January through March 2021 •Target Markets will likely continue momentum of Fall campaign but could adjust to possibly add more out of state markets, based on current research on fly-market travel •Digital tactics will include a similar approach as above, but will possibly include more native content and video to allow for more engagement with the destination and a focus on both short and longer-term booking windows •Content marketing that provides compelling information and storytelling with premium partners with loyal followers •Email marketing targeted to key interests in eco/outdoors, culinary, and the Work and Learn activities •Streaming video and audio platforms to engage and inspire •Print media to drive awareness of destination with focus on culinary, outdoors, and travel 7.D.1 Packet Pg. 126 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) 2021 Campaigns WINTER / SPRING / SUMMER CAMPAIGN January through September 2021 •Target markets and tactics to be developed as market conditions change through the Winter and early Spring of 2021 •Media usage, consumer sentiment and trends will be analyzed, and recommendations will be made that are relevant to our target market’s mindsets on travel 7.D.1 Packet Pg. 127 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Creative Strategy 7.D.1 Packet Pg. 128 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Creative Strategy Authentic, relevant to the current situation and always on brand. Florida’s Paradise Coast is a unique, luxurious destination that elevates every single moment of every single day you spend here. In fact, it’s those very qualities that make Naples, Marco Island and the Everglades the perfect place to visit when you’re ready to travel. 7.D.1 Packet Pg. 129 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Only Paradise Will Do. Quarantining. Social distancing. Living in place. These are things that few of us have ever heard of, much less experienced. But we’ve done what we had to do, and thankfully, a new day is dawning on our lives. So when we feel confident enough to travel outside of our communities again, not just any getaway will do. It has to be special. Memorable. Maybe even epic. Because the truth is, after months of worry, stress and uncertainty, Only Paradise Will Do. 7.D.1 Packet Pg. 130 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Only Paradise Will Do 7.D.1 Packet Pg. 131 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Only Paradise Will Do 7.D.1 Packet Pg. 132 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Out of Market COVID Recovery Campaign Timing: October 1 -December 31, 2020 Messaging: •“Only Paradise Will Do”-Co-op media featuring special offers from Collier hotels, attractions, arts, museums •“Paradise Pledge”-tourism partner program to showcase how we are following CDC and Florida Department of Health Protocols to make resident and visitor experiences safe and extraordinary Markets: (if research confirms) Out of State: •Atlanta, Savannah, Chicago, Cleveland, New York City •NYC to be reevaluated closer to campaign based on quarantine restrictions upon re- entering NY state from Florida In-State: •Tampa/St. Pete, Orlando, Jacksonville, West Palm Beach, Gainesville, Tallahassee 7.D.1 Packet Pg. 133 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Media Strategy and Tactics Strategy: •Multi-pronged approach where we can deliver safety and visitor experience messaging and content •Heavy presence to reach travel intenders in later stages of travel planning •Awareness and informational media to educate those a little more hesitant Tactics: •Targeting Online Travel Agencies (OTA’s) like Expedia and TripAdvisor to reach people as they are actively looking for travel opportunities to Florida •Leverage American Express cardholders to reach “passionate spenders” in the categories of eco-tourism, high-end hotels, resorts, and family travel •Digital Display Advertising -Targeted with high interest in experiencing what they have been missing–With Economic Impact Report •Native Advertising to deliver content about the safety protocols utilized in the destination and the importance of travel for future well-being •Television advertising in key feeder markets to deliver positive and informational video images of Florida’s Paradise Coast •Advertising utilizing streaming content 7.D.1 Packet Pg. 134 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) There’s a movement happening in Collier County right now. It’s happening in our hotels. Our shops and museums. Our restaurants and attractions. They’re taking the Paradise Pledge, a promise to keep their visitors healthy and safe. It’s a powerful, welcome message to the many customers that drive their business – and with it, our community’s economy. 2 4 7.D.1 Packet Pg. 135 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Be a local hero. Now is the time to take the Paradise Pledge a step further. To have our own residents make a similar Pledge –to support our local businesses. All they have to do is eat in our restaurants. Shop in our stores. Patronize our museums, performing arts centers, and attractions. When they do, they’ll be more than just a customer. They’ll be something everyone in Collier County needs to get through this challenging moment in time: A Local Hero. 7.D.1 Packet Pg. 136 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Be a local hero. 7.D.1 Packet Pg. 137 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Local Hero :30 TV It’s happening in our hotels, our restaurants, and our shops. A pledge to keep our businesses safe for the millions of visitors who drive our economy. And now it’s your turn. When you take the Paradise Pledge, you’re making a promise to your friends and neighbors. One that says, “Hey, I’ve got your back. Let’s get through this together.” So eat in their restaurants. Shop in their stores. Be more than just a customer. Be a local hero. And be the reason Collier County emerges from this stronger than ever before. 7.D.1 Packet Pg. 138 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) 7.D.1 Packet Pg. 139 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Comments & Suggestions 7.D.1 Packet Pg. 140 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Recomme ndation 7.D.1 Packet Pg. 141 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Thank you 7.D.1 Packet Pg. 142 Attachment: MARKETING PLAN FY 21 to TDC 9-28-20 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 1 7.D.2 Packet Pg. 143 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 2 Table of Contents Overview ............................................................................................................................................................ 4 Research and Data-Driven Insights ................................................................................................................... 8 Destination Marketing Goals ............................................................................................................................ 11 Destination Marketing Strategies and Tactics ................................................................................................. 12 Destination Marketing Results Measurement .................................................................................................. 17 Target Audiences ............................................................................................................................................. 18 Media Strategy ................................................................................................................................................. 23 Media Campaigns and Tactics ........................................................................................................................ 25 Group/Meeting and Sports Planners ............................................................................................................... 27 Creative Strategy ............................................................................................................................................ 28 Measurement, Metrics and Reporting .............................................................................................................. 36 Marketing Disicipline Plans .............................................................................................................................. 38 » Group Sales Plan…..…………………………………………………………………………………..38 » Leisure and Travel Industry Plan……………………………………………………………………..40 » Specialty Markets Plan………………………………………………………………………………...41 » Public Relations Plan…………………………………………………………………………………..42 » Digital and Social Media Plan…………………………………………………………………………44 » Sports Marketing Plan………………………………………………………………………………… 45 » Film Commission Plan………………………………………………………………………………… 46 Art, Culture and Heritage Marketing ................................................................................................................ 47 Wellness Tourism ............................................................................................................................................. 51 Air Service Marketing Support ......................................................................................................................... 53 Market Intelligence SWOT Analysis ................................................................................................................ 55 Challenges to Running the Business ............................................................................................................... 58 Best Practices of Other Tourism Destinations ................................................................................................. 61 7.D.2 Packet Pg. 144 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 3 Competitive Destinations in Florida ................................................................................................................. 62 Consumer E-Scapes ....................................................................................................................................... 65 Meetings E-Scapes ......................................................................................................................................... 68 APPENDICES Advertising and Marketing Budget ................................................................................................................... 69 Department Budgets ....................................................................................................................................... 70 7.D.2 Packet Pg. 145 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 4 OVERVIEW The Tourism Division of Collier County, operating as the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB), developed this one-year marketing plan utilizing extensive input from our tourism partners within the County. We gathered this input at quarterly planning meetings, an annual planning day in August and at other tourism industry gatherings throughout the last year. The plan is based on extensive market research from our contracted research team and secondary research sources in the tourism industry, as well as in-house research derived from our customers and tourism industry partners. OVERALL GOAL: We will use our destination marketing initiatives to answer a need in our customers’ minds to fulfill their travel dreams – to discover places they have only wished to visit and experience. Destination Marketing Organizations (DMOs) like our Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) are in a unique position to deliver that dream by gaining a share of voice in the very noisy media universe. We are especially challenged this year to create a sense of safety in the minds of potential visitors and are taking all the necessary safety protocols to ensure their visit will be safe and enjoyable. The lessons learned during the COVID- 19 pandemic have taught us to be adaptable, changing message, direction and tactics on a continual basis. An important part of our recovery from the devastating losses of visitor spending and lost jobs in the hospitality and tourism sector is in building traveler confidence in leaving their homes for a getaway to recharge. Our CVB is in a unique position to deliver that confidence-building message and bring visitors back to our community. That will result in a boost to all our businesses in Collier County. It is important to realize that Destination Marketing drives economic development initiatives. Business relocation specialists are often influenced by travel to a destination. The decision to relocate, expand or start a business usually starts with a visit. Relocation specialists indicate that an important factor in a relocation decision starts with the visitor’s messaging and leisure travel experiences. It is a similar situation in the real estate sector. A visit is usually the first step in an eventual decision to buy property in our area. We need our northern visitors to come back and experience this destination again. In turn, they will spend their dollars in our restaurants, shops, at our attractions and our hotels. That spending will bring the lost jobs back and eventually a return to prosperity in our community. Consumers are exposed to thousands of advertising messages daily and are asked to make decisions every 2.1 seconds. To cut through this clutter of messages, we must continue to deliver compelling reasons to those potential visitors and convince them to react to our brand promise and to seek more information or to book travel to our area. We will use all of the traditional and emerging marketing channels to convince potential visitors that our businesses are taking the necessary precautions to ensure a safe visit. We will use all the research tools at our disposal to seek out those potential visitors by identifying where they live and work. We must then grab their attention using captivating messaging to convince them to visit our area rather than choosing another competing destination. 7.D.2 Packet Pg. 146 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 5 MISSION AND VALUE STATEMENTS • Our Mission is to provide a quality, year-round vacation and group meeting experience that produces a positive benefit to our business community through jobs, visitor spending and economic vitality, resulting in a healthy local economy and tax savings to our residents. • Our Vision is to be recognized as the number one destination for travel in the US. • The Value of our destination is communicated through highly targeted marketing tactics to show the sustainability of our natural resources and our quality of life. Our Target Market is a select demographic of traveler who is attracted to our beautiful beaches, downtown areas, dining, arts, cultural and heritage experiences, natural wonders and world-class shopping DESTINATION MARKETING GOALS • Communicate our unique brand to grow destination awareness, customer loyalty and desire to share their experiences with other potential customers. • Anticipate where our customers are in the buying decision spectrum and deliver a message to them in the various points in the decision funnel the reasons to choose our area. • Grow the yield of our marketing efforts by increasing tourism taxable sales and other local visitor spending. • Engage our visitors and build solid relationships to encourage them to share their experiences. • Deliver an ever-increasing return on our marketing investments. • Influence potential visitors to extend their stay by at least one additional day. • Attract sustainable visits that maximize visitor economic impact and encourage repeat visitation for many years. DESTINATION MARKETING OBJECTIVES • Grow tourist tax revenue back to pre COVID levels of $30 million in increments of $2 million per year by end of Fiscal Year 23. • Increase inquiries to our tourism website by 2% each year by year-end 2022. • Grow requests for our official visitor guide by 1% in 2021 and in 2022 • Grow year-round occupancy back to pre-COVID levels by 1.5% per year by the end of 2022. • Grow our Return on Investment (ROI) of visitor spending to advertising dollars invested from a current base of $100 by an additional $10 each year through 2022. 7.D.2 Packet Pg. 147 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 6 MARKET CONDITIONS The current fiscal year of 2019-2020, which ended on September 30, has been a real rollercoaster ride for our Collier tourism industry. Through the first five-and-a-half months of the fiscal year, we were on pace for another record year for the number of visitors, spending by those visitors, jobs in the hospitality and tourism sector, ADR and Tourist Tax Revenue. Then, in mid-March, the bottom fell out with the spread of the COVID-19 virus. Hotel occupancy tumbled to below 10%. The number of COVID cases rose, as did the death toll. Travel restrictions, quarantines and fear gripped travelers worldwide. Domestic air travel all but ceased, and international air travel did stop completely. Group meetings canceled or postponed, leaving our resort hotels with empty meeting space and tremendous lost revenue. Our Collier residents were told to adopt a “Safer at Home” lifestyle that continued for several months. In short, our local tourism economy was at a standstill. Massive layoffs and furloughs were the result, and the travel industry was and still is hit the hardest from the lack of visitors and our residents staying at home. In May, we saw some travel restrictions ease, and Florida’s Governor allowed people to leave their homes for essential local travel only. Beaches opened sporadically, with many restrictions on hours and what people could bring to the beach. Restaurants eventually were allowed to open at 25% capacity and then to 50% capacity. The Fourth of July holiday brought another surge of travelers, and so did the Labor Day weekend. We will end the fiscal year down in average occupancy about 12% below 2019. Average rate will show marginal growth the balance of 2020 and end the year about even with 2019. Jobs will only recover about 50% of the employment levels in 2019. The CVB marketing efforts have kept people thinking about travel, and research results show evidence that people will travel if they feel they will be safe. They are traveling by auto, not by air, and they are making last minute travel plans. Our Paradise Pledge program has nearly 90 tourism businesses adopting the CDC and Florida Department of Health protocols. Some of the lost jobs have come back, but the supply of available workers seems to be l imited at this time. As we get into the colder winter months, our traditional northern market visitors will begin to dream about travel to a warm place, and Florida will be at the top of their list of destinations. The CVB will continue to market to these potential travelers, and, barring another set back from the COVID virus, we should begin to see recovery in group meetings, international travel and air travel, and we will see many of the lost jobs return by the second quarter of 2021. 7.D.2 Packet Pg. 148 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 7 PARADISE COAST BRAND PILLARS Beach Eco- Adventure Outdoors Sports Wellness Culinary Arts & Culture Entertainment Shopping Film 7.D.2 Packet Pg. 149 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 8 RESEARCH AND DATA-DRIVEN INSIGHTS DATA THAT DRIVES BUSINESS DECISIONS The Arrivalist platform is a research tool that we implemented in 2017 to allow us to see the travel behavior of consumers who have been exposed and unexposed to our advertising. We have been able to monitor those travel patterns over the years to provide a historical window and up-to-the-day patterns. From the middle of March 2020, we’ve been monitoring Arrivalist Daily Travel Index, which shows us travel patterns during the pandemic. This data has provided us with sound insight as we have needed to adjust our marketing efforts. We will continue to use this tool to determine our markets moving forward into the 20/21 fiscal year. Actual origin markets overall during the pandemic. 7.D.2 Packet Pg. 150 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 9 Historically, our research indicates that we have a strong market in the Northeast, particularly during the fall/winter months. We have been marketing to them heavily during the winter for years, so they know our destination, and they know it well. They are often repeat visitors. We anticipate visitation from these markets this year as well, although not at the same volume as years past. But Arrivalist indicates that we should continue to target and market to this audience as we have previously during this timeframe. We have a growing market in the Midwest currently traveling mostly in the fall, winter and in the spring months. Within the past two years, we have added new cities in the Midwest such as Minneapolis, Cleveland and Columbus, and we have seen some nice growth from these markets. Like the Northeast markets, we anticipate lower volume but continued travel during this fiscal year from the Midwest, but this will continue to be an important region for the destination and our efforts should continue, although we may have to reduce the amount of markets we reach given reduction in media budget. It is important to note that the longer the distance traveled, the longer the visitors seem to be staying in our destination. Midwest visitors, for example, stay about five days compared to a visitor from Miami/Fort Lauderdale, who stays on average 2.5 days. We have seen significant growth in travel within 250 miles during the pandemic, which is expected, and we anticipate we will see this pattern continue into 2021. After reviewing the data from Smith Travel Research (STR) and Arrivalist, we are seeing that our Florida drive market is strong year-round. Historically, Florida travel decreases slightly in the winter, likely due to higher hotel rates (which Floridians are aware of) and more congested highways, but this year could be different, as those willing to travel are choosing destinations that are closer to home and more likely to be a drive market. Florida travel increases significantly to our area during the summer months, with a typical stay between two and three days on the weekend. 7.D.2 Packet Pg. 151 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 10 INDUSTRY RESEARCH AND ALLIANCE PARTNERS We are aligned with many industry partners on a local, state, national and international level. We continue to work collaboratively with them to garner and leverage resources, research and partnership opportunities. 7.D.2 Packet Pg. 152 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 11 DESTINATION MARKETING GOALS 1. Mitigate the Decline of Tourism Economic Impact for the Destination 2. Create, Deliver and Sustain Tourism Value for Visitors, Partners and Residents 3. Evolve the Paradise Coast Brand Message to Sustain Confidence in Travel 4. Maintain Brand Continuity Across All Marketing Communications Channels 5. Further Align Marketing Attribution to Overall Tourism Impact 7.D.2 Packet Pg. 153 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 12 DESTINATION MARKETING STRATEGIES AND TACTICS Goal 1: Mitigate the Decline of Tourism Economic Impact for the Destination STRATEGIES & TACTICS • Develop seasonal integrated marketing communications (IMC) plans to be implemented to support sales efforts for the destination. » Implement a data-driven advertising media plan for leisure, group/meeting, sports, eco-adventure, international, film, arts and culture, and various niche audience segments. • Maximize earned media (PR, Social, Word of Mouth), leveraged (Partner) • Maximize owned media (Web, Social, Email, Newsletter) channels to supplement and/or complement paid marketing initiatives. » Utilize research and data to influence all plan executions and ongoing modifications in the tourism marketplace. • Align sales, marketing and communications initiatives to ensure strategy, brand and message continuity. » Review sales/business development plans (sports, group/meeting, trade, niche, etc.) to identify specific areas for alignment, supplement, complement and cross promotion. » Proactively communicate brand marketing plan execution components (source market focuses, timing/seasonality, customer segments, brand voice and messaging, creative themes, channel intentions) with domestic and international sales team members and sales channel partners. » Engage and explore ways to influence advance (pre-visit) Paradise Coast messaging to sports, leisure groups, and meetings attendees. • Implement tools to track results and IMC plan attribution against tourism impact. » Continue to utilize Data Depot as centralized hub to aggregate all IMC plan KPIs and PMs. » Lean on media partners for all paid advertising metrics and measurements. » Utilize advertising tag manager tools in all relevant platforms for specific digital campaign and customer journey attribute. 7.D.2 Packet Pg. 154 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 13 Goal 2: Create, Deliver and Sustain Tourism Value for Visitors, Partners and Residents STRATEGIES & TACTICS • Continue to refine research practices to more clearly define customer profile (demographic, psychographic, behavioral, contextual) across all sales channels. » Identify core leisure customer profile and personas. » Identify core sports event organizer customer profile and persona. » Identify core group/meeting customer profile and persona. » Identify core niche customer profile and personas. • Manage prospective, current and past visitors and sales leads contacts, and facilitate meaningful communications in an ongoing way. » Assess and maintain the health of all existing databases. » Acquire new qualified visitor and sales leads contact information (input into CRM). » Create and deploy direct nurturing communications with contacts via email, direct mail, newsletters, social posts, etc. • Effectively communicate the breadth and depth of Paradise Coast tourism offerings to all customer segments. » Identify tourism offerings to strategically showcase in IMC plan initiatives. » Ensure content refreshed often to maintain relevance. » Intentionally align offerings with seasonality, message intention, consumer groups interest, market segments relevance, stage in customer journey, etc. • Incorporate relevant partner information in advertising, marketing and communications efforts (hotels, resorts, beaches, attractions, venues, events, airports, facilities, restaurants, parks, etc.) as applicable and available. » Routinely solicit partners for information and content (images, video) submissions for IMC plan inclusion. » Maintain two-way open lines of communication among all partners. • Proactively communicate the value of Paradise Coast tourism to partners and residents. » Develop and deploy communications components containing tourism KPIs and PMs for stakeholder groups (press releases, social posts, highlight video, emails, newsletters, monthly/quarterly/annual report, etc.) » Solicit feedback from partners to better address ways to communicate tourism value to stakeholders. 7.D.2 Packet Pg. 155 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 14 Goal 3: Evolve the Paradise Coast Brand Message to Sustain Confidence in Travel STRATEGIES & TACTICS • Enhance/shift brand messaging and themes as needed for use within seasonal advertising campaigns across all customer group segments to ensure messaging is relevant. » Maintain “Only Paradise will do” messaging into the fall/winter (determined by research and insights) to communicate brand attributes and destination safety. Evolve messaging as needed throughout the year to ensure it is consistent with travel sentiment. » Extend final campaign selection throughout IMC plans across all channels and mediums • Continuously acquire, refresh and curate destination content. » Curate, compile and complete creative components for IMC plan needs. » Identify priority content needs for new IMC plan executions (sports complex, golf, niche, etc.) • Identify and incorporate travel trends and visitor insights to influence relevant campaign extensions. » Explore the addition of sports events and sports complex tourism components into campaigns such as venue technical specifications, area amenities, event information, leisure activities, restaurants, » When appropriate, explore wellness tourism components into campaigns such as Blue Zones, healthy eating, activities, fitness, spa, yoga, meditation, etc. » Enhance eco/outdoor/adventure tourism components into campaigns such as the Everglades, national and state parks, fishing, boating, kayaking, paddle-boarding, hiking, biking and other outdoor activities. » Weave culinary components into campaigns such as exclusive/cornerstone offerings (custom beverages, chefs, mixologists, bartenders, stone crab and other food), fish to fork/cook your catch, etc. » Integrate arts, culture and entertainment tourism components into campaigns such as visual arts, performing arts, events, festivals, attractions, museums, etc. » Enhance integration of relevant audience components into campaigns such as LGBTQ couples, solo travelers, couples, families, multi-generational travelers, active boomers, girls’ trips, guys’ trips, golfers, destination wedding groups, affinity groups, International visitors, etc. • Harness key data sources to craft custom messaging for consumer segments, channels and markets. » Create and deploy A/B testing for campaigns to garner specific consumer insights. » Review consumer behaviors and reactions to creative and messaging across earned, paid, owned, leveraged media. » Assess digital and social customer journey trends (VCR, CTR, digital source sites, social engagements) to further establish strategic creative and message executions. 7.D.2 Packet Pg. 156 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 15 Goal 4: Maintain Brand Continuity Across All Marketing Communications Channels STRATEGIES & TACTICS • Identify brand campaign asset distribution opportunities for all internal and external stakeholders. » Enhance internal and external stakeholder lists requiring brand assets (such as Website, Advertising Media, Public Relations, Social Media, Sales, Sports, Events, Film, Community Partners, Visitor Centers, Collateral, etc.) » Identify and satisfy specific stakeholder campaign asset needs associated by IMC plan component (advertisement, video, image, collateral, etc.) » Develop turn-key brand campaign asset distribution strategy (Digital Asset Management system portal, marketing tool kits, etc.) • Ensure brand asset usage across non-advertising campaign customer journey channels. » Deploy brand assets and aligned messaging throughout Paradise Coast websites, including header images, primary videos, User Generated Content (UGC), messaging, key words, etc. » Deploy brand assets and aligned messaging throughout Paradise Coast social media pages including header images, primary videos, messaging, key words, etc. • Design opportunities to engage internal and external stakeholders. » Assemble and facilitate annual community workshop(s). » Schedule marketing partner workshop(s) and marketing summit(s). • Consider additional opportunities to engage stakeholders with shared content with Public Relations, Sales and International Representatives. » Develop and facilitate social media (organic) workshops for partners. » Develop and facilitate sales techniques workshops for partners. » Develop and facilitate public relations workshops for partners. 7.D.2 Packet Pg. 157 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 16 Goal 5: Further Align Marketing Attribution to Overall Tourism Impact STRATEGIES & TACTICS • Utilize research, data and technology to indicate marketing attribution towards Return on Investment (ROI) and Return on Business Objectives (ROBO). » Secure Key Performance Indicator (KPI) data through various County resources, technology and data platforms, and research partners. » Quantify and analyze data to measure results and report overall ROI and ROBO. • Utilize research, data and technology to indicate marketing attribution towards Return on Ad Spend (ROAS). » Secure Performance Metrics (PM) data through marketing technology partners. » Quantify and analyze data platforms to measure results and report ROAS. • Utilize marketing technology platforms to analyze and compare advertising campaign performance and overall website/digital performance. » Secure campaign and website data through marketing technology partners. » Quantify and analyze data to measure results and report campaign attribution contribution to overall website/digital performance. 7.D.2 Packet Pg. 158 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 17 DESTINATION MARKETING RESULTS MEASUREMENT Our marketing communications efforts will be tracked and measured in an ongoing basis throughout the year as follows: • Tourism Key Performance Indicators (KPIs) • Integrated Marketing Communications Performance Metrics (PMs) KPI'S FISCAL 2018 FISCAL 2019 AUGUST YTD Increase Direct Visitor Expenditure $1,418,940,300 $1,519,393,900 $1,114,321,100 Increase Overall Economic Impact $2,115,640,100 $2,265,416,300 $1,661,452,700 Increase Annual Hotel Occupancy 77.1% 74.3% 55.5% Increase Average Daily Room Rate $230.32 $235.80 $234.83 Increase Average Length of Stay 4.3 days 4.2 days 4.1 days Increase Industry Supported Jobs 38,700 40,200 36,200 Increase Qualified Social Channel Followers 60,686 67,619 73,149 7.D.2 Packet Pg. 159 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 18 TARGET AUDIENCES CUSTOMER SEGMENTS • Leisure » Domestic » International » Sports Event Attendees » Niche (LGBTQ, Ecotourism, Culinary, Arts/Culture, Leisure Golf) • Groups » Sports Event Planners » Meetings/Groups » Bridal/Weddings • Travel Trade » Travel Agents » International Tour Operators » Airline Initiatives LEISURE TRAVELER PROFILE In response to the current challenges facing travel and tourism due to COVID-19 and the resulting economic situation, we developed a strategy during the summer (2020) height of the pandemic to segment travel audiences based on their level of readiness to travel again, and to reach them in their respective mindsets. Those audiences were defined as Resilient Travelers (those who were seemingly ready to travel and actively planning) and Reluctant Travelers (who were more hesitant and needed more inspiration and reassurance to consider traveling again). The reality is that not much has changed since that strategy was developed. The key difference is that, by now, most people have established their philosophies as it relates to social distancing, hygiene, mask-wearing, how they plan to keep themselves and their families safe, and their personal comfort level with travel. Although there is much uncertainty about how long this period will last, we do anticipate that it will extend well into 2021. For many, the past few months have included parents working from home, children learning from home and everyone adapting to their new normal way of life. With previous travel plans postponed/cancelled and many extracurricular activities paused, the interest and dreaming of getting away from their daily routine is stronger now than it was just a few months ago. We believe that the Resilient Traveler has evolved into the Eager Traveler. 7.D.2 Packet Pg. 160 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 19 The Reluctant Traveler is still an important segment, and we know that many are still very hesitant and anxious about how to proceed about their daily lives. They will continue to need reassurance about the safety protocols being practiced in the destination, to learn more about the experiences they can expect, and see images of the wide- open spaces available here. Moving into 2021, we are identifying a new traveler segment. Prior to the pandemic, there were approximately 4.8 million Americans who identified themselves as “digital nomads” who work remotely. Since March, we have seen the majority of US companies move their workforces to working from home, and for most, that has no indication of changing in the near future. Parents with school-aged children are finding their way into new routines of homeschooling and working full-time. There is a heightened interest and ability to have a change of scenery while keeping their daily responsibilities in place. With this in mind, we introduce the Work and Learn Traveler to our marketing plan. All three of our targets have intrinsic similarities: they are primarily female and the decision maker and primary travel planner in the home/family. They are educated and affluent and understand the importance of self-care and wellness. They enjoy (and miss!) travel with their friends and loved ones. EAGER TRAVELER • Adults 25-49, which includes Millennials and Generation X • $150K+ Household Income (HHI) RELUCTANT TRAVELER • Adults 35-64, which includes Generation X and Boomers • $175K+ HHI WORK AND LEARN TRAVELERS • Adults 25-54, Professionals with families who can work remotely and are homeschooling or virtually teaching their kids • $150K+ HHI, with children under the age of 12 7.D.2 Packet Pg. 161 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 20 PARADISE COAST CUSTOMER PERSONAS Within these segments (listed above), we feel our previously developed target personas will also provide opportunities for a deeper level of targeting, inspiration and connection. • Travel Enthusiasts: Love to travel, do so often, and are always looking for their next new and unique experience. • Experiential Travelers: Seek out the authentic experiences in a destination, strive to connect with the local people and culture. • Luxury Travelers: Unique from the overall affluent traveler, the luxury traveler seeks exclusive experiences that can’t be easily attained by the general consumer. They have high standards in service and quality and enjoy treating themselves. • Millennial Influencer: Always looking for their next great trip and are seen as experts on travel to their friends and family. From authentic cuisine to craft beer, they want to immerse themselves in the local culture of the destination and share socially throughout the trip. • Nature Explorers: Look for locations that offer numerous outdoor activities and are interested in sustainability and building environmental and cultural respect for the destinations they visit. • Golf Enthusiasts: Travel specifically to play many different golf courses in the destination, often with a small group of like-minded friends. • Wellness Gurus: Seek out destinations that promote healthy lifestyles, wellness and fitness, and find allure in pampering themselves along the way. • LGBTQ Travelers: While diverse in experiences they seek, from luxury to eco-tourism, they look for inclusive destinations where they are welcomed. • Romance: From millennial couples to empty nesters, they seek romantic getaways for relaxation and reconnecting. 7.D.2 Packet Pg. 162 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 21 LEISURE TARGET GEOGRAPHIC MARKET In Fiscal Year 2019, we adopted the strategy of segmenting geographic target markets (DMAs) into three core tiers that reflect their familiarity with and affinity to Naples, Marco Island and the Everglades. As we have closely watched our success in travel intent and visitation from the markets we have targeted, we have gained a clear understanding of where our destination marketing can make the most impact. During the pandemic, we have watched Arrivalist research data to see where recovery has started to come from, studied the changing consumer sentiment, and made solid market recommendations based on those trends. The geographic markets we target in 2021 will be based on seasonal visitation as well as traveler sentiment given the COVID-19 pandemic. As we plan for the Winter season, we anticipate adding proven out-of-state markets if we’re able to see that consumers feel comfortable about flying or prefer to continue to travel by auto. Spring/Summer will be determined using the same research resources to evaluate the situation as we approach that seasonal planning time. These markets are outlined below from current research as viable source markets. • Fall » Atlanta, Savannah, Chicago, Cleveland, New York Metro* » Florida Markets: Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville • Winter » Atlanta, Savannah, Chicago, Cleveland, New York Metro*, Boston, Philadelphia, Detroit » Florida Markets: Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville • Spring/Summer » Atlanta, Savannah » Florida Markets: Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville *New York Metro - Inclusion in Fall would be determined based on quarantine restrictions upon returning to NY state. Miami/Fort Lauderdale will be determined based on COVID cases in those areas. 7.D.2 Packet Pg. 163 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 22 GROUPS/MEETINGS SEGMENT PROFILE Meetings are ever evolving in this time, and no one has a crystal ball as to how they will ultimately rebound. We believe it is key to concentrate messaging and media on what’s most important and provide Meeting Planners with valuable information about the destination that will help them convince their clients to get back to business when they are receptive to research, plan and book group meetings. It is clear the landscape of group business is going to change, likely in a dramatic fashion in this current and post- COVID-19 world, and the way in which planners work and make decisions will change with that. We will need, more than ever before, to be stewards of our destination and work in a transparent and exceptional way. Planners will be more focused than ever on the experience of their attendees. They will want to know about the atmosphere, culture and nature of the destination, but now they will also want specific information and reassurance about the individual safety of their attendees. They will want details about the cleanliness standards for the venues and for the destination as a whole. With that in mind, planners will expect a higher-than-ever level of professionalism and customer service as well as thought leadership from the DMO sales staff. Planners want to get back into the market, and they want unique and innovative opportunities for venues and meetings and meaningful experiences for their attendees. 7.D.2 Packet Pg. 164 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 23 MEDIA STRATEGY LEISURE The strategy to connect with each of our targeted travelers is empirical in how best to reach them in their current mindset and personal journey in planning for future travel. To continue to reach our two traveler segments, we will continue to employ our successful overarching strategies, but will evolve them slightly: EAGER TRAVELER (AKA RESILIENT TRAVELER): • Digital media focused on travel-intenders to both prospect and retarget, including OTAs • Competitive market research will continue to be important, reaching consumers as they are considering our competitors • Leverage opportunities to use credit card data for targeting and reporting on economic impact • Target those utilizing shorter term booking windows RELUCTANT TRAVELER: • Informational- and inspirational-based media to educate and stimulate interest in travel to Florida’s Paradise Coast • Heavy use of video and digital media that allows for multiple images and longer -form content to educate safety and showcase the beauty and myriad of experiences waiting for them in the destination • We will also include various traditional media channels as well as digital opportunities The overall strategy will continue the shift we began in FY20 to employ more video and images and incorporate long- form content when possible. We are inviting travelers to join us on the Paradise Coast, whether they are vacationing or working remotely, so we must show them beautiful videos and images to inspire them to visit. Additionally, our analytics show us that visitors to our website who arrived there via paid social media ads on Facebook and Instagram, or through a Google search, were more engaged with the website. Those visitors have a lower bounce rate, spend more time on the site, and visit more pages to learn more about the destination. It’s important to note that the organic Google searches and the Cost Per Click (CPC) paid searches have a very low bounce rate, and those are most often driven by upper funnel traditional media such as television, radio, print and outdoor, reaching our targets in the dreaming stages. 7.D.2 Packet Pg. 165 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 24 With that in mind, our digital strategy in FY21 will continue our always-on paid search and paid social efforts, but always incorporating the inspirational media that will motivate people to find Paradise Coast organically when they are ready to spend time on the site exploring. In today’s climate with heightened interest in wide-open spaces and outdoor experiences, we will increase our focus on media reaching those interested in eco-tourism and leisure golf. The destination has so much to offer in these activities, and we will target those looking for these types of experiences. We are also continuing the momentum we began in FY20 marketing to the LGBTQ market, as we believe they will be an important segment in recovery for leisure travel. We know from CMI research that 68% of LGBTQ travelers plan to take at least one vacation during the remainder of 2020, and they spend significantly more on travel than other segments. 7.D.2 Packet Pg. 166 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 25 MEDIA CAMPAIGNS AND TACTICS • Three main marketing campaigns to extend visibility in our markets throughout the year » Fall, Winter, Spring/Summer • Additional local-focus campaign as well as evergreen advertising EVERGREEN / ALWAYS-ON October 2020 through September 2021 • Paid Social Media including Facebook, Instagram and Pinterest • Paid Search (Pay Per Click) to be present when consumers are looking for information on our destination SHOP AND DINE LOCAL CAMPAIGN Mid-September through mid-December 2020 • Targeted to local residents of Collier County and surrounding area (Naples-Fort Myers) • Promote community pride to support local restaurants and shopping through the fall and holiday season • Local television • Radio endorsement campaign with local personality • Local newspaper in entertainment and shopping content • Billboards in key areas • Digital advertising targeted to Fort Myers/Naples DMA with shop local messaging • Economic impact reporting at end of campaign FALL OUT-OF-MARKET CAMPAIGN October through December 2020 • Targeted to specific markets with highest propensity to return to travel to Paradise Coast: Atlanta, Chicago, Cleveland, Savannah, Tampa Bay, West Palm Beach, Jacksonville, Orlando, Tallahassee, and Gainesville. We will include the New York Metro area if quarantine restrictions when returning to NY state lift • Digital advertising across all platforms, leveraging media partners who can reach our target consumers when they are in-market for travel • Strong presence on key Online Travel Agents (OTAs) to reach Eager Travelers with shorter booking windows • Employ a conquest targeting approach to serve Paradise Coast ads to our consumer when they are considering a competitive destination 7.D.2 Packet Pg. 167 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 26 • Targeting focused on our new “Work and Learn” segment for those with professional occupations and kids under the age of 12 • Paid Social Campaign on Facebook and Instagram with awareness and engagement goals • Inspirational media with streaming on HULU and local television in key markets • Fall campaign will allow for comprehensive end-of-campaign economic impact reporting showing visitor spending in our community from those exposed to our advertising WINTER CAMPAIGN January through March 2021 • Target Markets will likely continue momentum of Fall campaign but could adjust to possibly add more out of state markets, based on then current research on fly-market travel • Digital tactics will include a similar approach as above, but will possibly include more native content and video to allow for more engagement with the destination and a focus on both short and longer-term booking windows • Content marketing that provides compelling information and storytelling with premium partners with loyal followers • Email marketing targeted to key interests in eco/outdoors, culinary, and the Work and Learn activities • Streaming video and audio platforms to engage and inspire • Print media to drive awareness of destination with focus on culinary, outdoors, and travel SPRING-SUMMER CAMPAIGN May through August 2021 » Target Markets and Tactics to be developed as market conditions change through the Winter and early Spring of 2021 » Media Usage, Consumer Sentiment and Trends will be analyzed, and recommendations will be made that are relevant to our target market’s mindsets on travel 7.D.2 Packet Pg. 168 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 27 GROUP/MEETING AND SPORTS PLANNERS The days of heavy print and meetings website advertising doing the job for the meetings initiatives are gone. With in- person trade shows and sales events on hold for now, we must be nimble and forward thinking in our strategies. Our strategy must be centered around creating that direct connection with the meetings and sports planners. With that in mind, the media strategy to reach meetings and sports planners will focus on these key pillars: • Thought Leadership Opportunities • Strong Paid Social Media • Email Marketing The tactics for each must leverage the media companies, trade associations and organizations that have the audience and memberships that align best with the ideal sale target for meetings on the Paradise Coast. The three pillars of the meetings and sports media strategy will drive placements to include: • Thought Leadership and Content Opportunities » Webinar Sponsorships, especially those with presentations by the DMO » Sponsorship of White Papers with lead generation » Presence at key virtual events that have lead generation opportunities » With print in key publications, embrace advertorial opportunities to provide content to compel consideration • Paid Social Media » Heavy presence on LinkedIn with promoted posts, links to thought leadership of DMO staff, and celebration of recent/past exciting meetings in destination. Targeting of job titles, target companies and job skills » Facebook and Instagram – many meeting planners, millennials and younger Gen X are heavy users of Facebook and Instagram. These platforms are a way to reach them when they are “off duty” and inspire them with compelling visuals of the destination and success stories of fun meetings. • Email Marketing » Eblasts to highly targeted paid lists of meeting and sports planners and event owners with regular monthly cadence and relevant, yet fun and entertaining content 7.D.2 Packet Pg. 169 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 28 CREATIVE STRATEGY As we prepare for Fiscal Year 2021, our creative strategy can be best summed up in this manner: Be ready to adapt. Right now, with the world still dealing with the Coronavirus pandemic, traveler sentiments are in a constant state of flux. With the initial virus outbreak in the US in Spring 2020 and the accompanying directives to quarantine, stay in place and social distance, the large majority of leisure and business travelers put their plans on hold. But as consumers adjusted to “the new normal” in the weeks and months that followed, sentiments about traveling began to change again. At this time, it became clear that we could separate travelers into two distinct categories: Resilient Travelers and Reluctant Travelers. Resilient Travelers were more amenable to traveling again sooner, so long as they took the necessary precautions and visited destinations that weren’t considered COVID-19 “hot spots.” Reluctant Travelers required some more convincing. They needed to know that the destinations they intended to visit had their safety in mind at all times, and they wanted to see some proof of that commitment. They also wanted to be sure the destination offered wide-open spaces where they could avoid crowds. Fortunately, Florida’s Paradise Coast delivers everything both of these audiences are looking for. This enabled us to quickly adapt our messaging to reflect that. Images showed our large, uncrowded beaches and natural environments, and promotional copy made it clear that our wide-open spaces were here to be explored and enjoyed safely. As we communicated these important attributes, our messaging never veered from our core brand promise: Florida’s Paradise Coast is a unique, luxurious destination that elevates every single moment of every single day you spend here. In fact, it was those very qualities that made Naples, Marco Island and the Everglades the perfect place to visit when you WERE ready to travel again. But how would we convey this message convincingly and authentically? Simple. We adapted. We quickly pivoted in mid-March 2020 from our “Vacation Well” messaging to something a bit more in-tune with the mindset of travelers: Quarantining. Social distancing. Living in place. These are things that few of us have ever heard of, much less experienced. But we’ve done what we had to do, and thankfully, a new day is dawning on our lives. So when we feel confident enough to travel outside of our communities again, not just any getaway will do. It has to be special. Memorable. Maybe even epic. Because the truth is, after months of worry, stress and uncertainty, Only Paradise Will Do. 7.D.2 Packet Pg. 170 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 29 The creative theme of “Only Paradise Will Do” is perfect for answering the varied requirements of today’s Resilient and Reluctant Travelers. It is a framework that allows us to address their concerns – not to mention their current frame of mind -- while still positioning Florida’s Paradise Coast as the only vacation destination good enough for them. Here are some examples of how we are currently utilizing this theme in creative executions to different audiences and different interest segments: DINING: When it’s time to stop cooking for yourself… Only Paradise will do. COUPLES: When it’s time to pamper yourself again… Only Paradise will do. 7.D.2 Packet Pg. 171 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 30 LGBTQ: When it’s time for a date night out… Only Paradise will do. FAMILIES ON BEACH: If this is your idea of social distancing… Only Paradise will do 7.D.2 Packet Pg. 172 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 31 MILLENNIALS: When it’s time to get away again… Only Paradise will do. ECO-ADVENTURES: When it’s time to explore beyond your backyard… Only Paradise will do. 7.D.2 Packet Pg. 173 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 32 ARTS & CULTURE: When it’s time to experience arts and culture… Only Paradise will do. 7.D.2 Packet Pg. 174 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 33 SPORTS: When it’s time to play again…Only Paradise will do. 7.D.2 Packet Pg. 175 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 34 MEETINGS: When meetings need safe, open spaces…Only Paradise will do. 7.D.2 Packet Pg. 176 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 35 The true beauty of the “Only Paradise Will Do” theme lies in its adaptability; its flexibility. As the global pandemic situation continues to change in the months to come, we will be able to quickly adapt our messaging to reflect the relevant mindset. Even better, we will be able to do so in a way that is seamless to our audiences. Once the virus has subsided sufficiently – or a vaccine has been introduced – we can expect a lot of travelers to want to make up for lost time. The “Only Paradise Will Do” theme delivers on everything they’ll be looking for – and we are prepared to quickly shift the messaging to reflect the many things Florida’s Paradise Coast has to offer: When you want an attainable luxury vacation experience…Only Paradise will do. When you want an expansive, tranquil beach destination superior to anything else in Florida…Only Paradise will do. When you want to visit America’s Happiest, Healthiest Place – a place with a wide variety of offerings that address and enhance one’s personal, physical, emotional, psychological, mental and spiritual well -being…Only Paradise will do. When you want to visit a destination that proudly encourages and embraces diversity…Only Paradise will do. When you want to explore and experience the natural beauty of the Everglades…Only Paradise will do. When you want to take advantage of endless natural open-air settings like parks, trails, lakes, rivers, streams, waterways and outdoor recreational areas…Only Paradise will do. When you want to plan sporting events that deliver a superior experience for the athlete and the fans who come to watch them compete…Only Paradise will do. When you want to stage a meeting in a destination where your attendees will want to visit…Only Paradise will do. When you want to experience an ever-expanding arts and cultural destination…Only Paradise will do. When you want to dine in a place that celebrates the creativity of talented chefs who know how to make the most of fresh-from-the-farm (or Gulf!) ingredients…Only Paradise will do. Obviously, no one can predict what is going to happen with this pandemic in the months to come – or how it will affect the mindset of leisure travelers, meetings and sports planners, or even those lucky enough to call Florida’s Paradise Coast home. However, there is one thing we can predict: By allowing ourselves to be flexible with our messages – and then amplifying those messages with a creative theme that remains true to the core attributes of our brand – we will be able to seamlessly promote Florida’s Paradise Coast in an effective, persuasive and successful manner. 7.D.2 Packet Pg. 177 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 36 MEASUREMENT, METRICS AND REPORTING KEY PERFORMANCE INDICATORS The “bottom line” KPIs used to measure the overall success of our marketing efforts are: • Visitation • Tourist Development Tax, aka Bed Tax Collections - Total amount received from a 5% tax on transient rentals. • Hospitality and Tourism Jobs • Occupancy - Rooms sold divided by rooms available multiplied by 100. Occupancy is always expressed as a percentage of rooms occupied. • Average Daily Rate (ADR) - Room revenue divided by rooms sold, displayed as the average rental rate for a single room. • Length of Stay • Revenue Per Available Room (RevPAR) - Room revenue divided by rooms available as used by our Hospitality partners and their benchmark measurement. • Revenue - Total room revenue generated from the sale or rental of rooms. • Visitor Spending - both Direct and Induced, combined to indicate Economic Impact. PERFORMANCE METRICS The “bottom line” KPIs used to measure the overall success of our marketing efforts are: On an ongoing basis, we will review data from Arrivalist after our campaigns run to determine if a longer length of stay occurred. In addition, we will see if a lift occurs in Midwest arrivals in the summer months and an increase in visitation from the emerging markets. We will also use Conversant as a digital media platform with actual visitor spending metrics built into the message delivery. 7.D.2 Packet Pg. 178 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 37 ANALYTICS AND REPORTING To measure marketing activities in a most effective manner, we deployed a custom, real time Dashboard Analytics System (DASH) to encapsulate all results and attributions. With real-time access across all marketing channels, we will be able to view holistic marketing efforts including paid media performance, social media metrics, website performance and STR data, as well as tax collections. 7.D.2 Packet Pg. 179 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 38 MARKETING DISCIPLINE PLANS GROUP SALES PLAN GOALS Create New Group Meeting Demand • Continue to focus on growing markets • Include wellness/medical, incentives, technology Develop New Promotion Tools • Show your Badge program keep • Monthly Virtual Events • Continue new video reach • Tuesdays with the Team live online Chat Learn the RFPE system and how to track it Grow Partner Engagement • Hotels to participate in CVB programs • Leverage industry memberships Personalize service • With all marketing and sales efforts use personalization tactics to improve service • Create personal business cards, virtual events OBJECTIVES Keeping wellness events going on website To create reasons and reach to planners to be engaged and informed Track and focus on RFPE, stay in budget and track on IDSS Hotel and destination partners to gain opportunities by keeping the meetings and incentive market informed of the current status of the destination Reach out to new planners through HB and CD programs and Cvent and sources. Increase RFP's to 40 per month, booked business by 6 per month and room nights by 2% from 2020 To keep planners informed of the program and salespeople informed to sell it as incentive. Average 3 RFPE requests a month with 2 booked per month Include planners in a marketing survey for strategic retreat invite group sales to attend Average 20 new planners per month to contact 1 targeted webinar/presentation per month Consider adding a Team committee of CVB and partners to do virtual show planning and tie in PR, Social, Virtual, YouTube and group etc. Track all RFPE in IDSS, track expenses Have 50% of available shows with Expect to have a potential reach avg. 600 invitations and 50 attendees per monthly session Track booked and paid and task reminder Surveys every other month partner/planner STRATEGIES Resume individual presentations and webinars for specific target accounts (i.e. Maritz, Prestige, Experient, HelmsBriscoe, Incentive Houses and corporate planners Continue using videos, newsletters and show your badge Better use of IDSS Participate in virtual or in person, experiences for different chapters of MPI, FICP, SITE that offer a target planner audience and features for the CVB Work with FSAE, get involved in committees use memberships and CVB incentives Include tradeshows that focus on these markets - Florida planners, incentive Add virtual and Tuesday chats monthly Better tracking to reconcile Review RFPE policy changes to limit to two years out from budget year and limit individual hotel funds to $49k each max per year. Create new ways (spreadsheet) or other Partners to participate in virtual site visits and FAMs for meeting planners organized by CVB group sales 7.D.2 Packet Pg. 180 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 39 Group Sales Plan Continued TACTICS Develop LinkedIn posts to engage new planners Use new meetings photos and videos and postcards in marketing materials. Encourage group hotels to share their meeting photos and video footage to enhance our destination message Better Tracking and internal controls reporting Increase partner participation in trade shows Direct mail campaign (i.e. using Clyde Butcher postcards) Use Virtual monthly events to stay in touch Purchase locally sourced promo items: soap, popcorn, dolphins, gratitude stones, wellness journals. Partners to offer virtual experiences to feature in monthly webinars and virtual events organized by group sales Try to bring planners to the area through sponsorships, Fams and sites Solicit and ask, share tradeshow list quarterly Develop contacts with new planner groups (i.e. Martz, Experient, etc) Offer MPI, SITE, FICP virtual and in person sponsorships to gain priority features and time to present during their meetings and shows Continue webinars and Sales presentation to specific consortia STRATEGIC RESULTS Growth in number of meetings and room nights. Learn valuable new virtual skills Stay on Budget with the plan for RFPE and incentive planners to book the destination More partner engagement in what CVB group sales is doing and more participation in trade shows and sales plan More RFP's & booked group business through this personal engagement Growth in planner reach and engagement Show your badge creates planner and attendee incentives & increase restaurant business in slower months Virtual opportunities will result in new group busines demand and RFPs and group bookings Increase reach and market presence from memberships 7.D.2 Packet Pg. 181 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 40 LEISURE AND TRAVEL INDUSTRY SALES PLAN GOALS Increase brand awareness and grow database from Latin American Markets Focus on B2B domestic market to increase visitation Continue participating in the West Coast of FL Coalition initiative to increase Latam visitation Continue to increase Canadian visitation OBJECTIVES Train at least 1,000 travel agents in Latin America Further educate 1000 domestic travel advisors 5 West Coast of FL Coalition Missions/Virtual Trainings Train 300 travel agents in Canada STRATEGIES Educate agents and TO in Latin America re: location and key selling features of Naples/Marco/Everglades Educate the Luxury travel advisors on the top reasons to book the Paradise Coast. Followed by all travel advisors as we proceed into Phases 3 and 4. Work together with West Coast of FL CVB's to leverage shared contacts and budgets to continue promoting the region. Educate the Canadian advisors on the reasons why to choose Naples/Marco/Everglades over other FL destinations TACTICS Renew Virtuoso Latam Participate in luxury and regular trade shows and virtual events Virtual or in person trainings in Argentina, Chile, Colombia and Mexico Email campaign in the Fall and Spring through IDSS. Participate in Latam tradeshows/webinars/virtual events Offer virtual FAMs followed by regular FAMs in Phases 3 and 4. Continue to promote the SWFL itinerary in through Tampa out of Miami or vice versa. virtual shows / tradeshows / Missions in cooperation with Visit FL Host La Cita September 2021 East coast sales mission in Spring to target summer business Participate in trade shows once it's safe to do so. Coordinate and assist the new representation firms in Argentina, Brazil, Chile, Colombia and Mexico. Create a top reasons to visit the destination and send out to travel agent database Host trainings pre or post tradeshows. Create a top 5 reasons to visit the destination and send out to database IMPLEMENTATION SCHEDULE Q1 - train 200 advisors Q1 - 200 advisors Q1 - 1 Mission Q1 - 100 Advisors Q2 - train 300 advisors Q2 - 200 advisors Q2- 2 Missions Q2 - 100 Advisors Q3 train 200 advisors Q3 - 200 advisors Q3 - 1 Mission Q3 - 100 Advisors Q4 - train 200 advisors Q4 - 200 advisors Q4 - 1 Mission STRATEGIC RESULTS 1,000 agents trained 1,000 advisors trained 200 advisors trained 300 advisors trained 7.D.2 Packet Pg. 182 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 41 SPECIALTY MARKETS SALES PLAN GOALS Continue to grow database contacts for LGBT and Weddings/Honeymoons Continue to increase destination exposure Continue partner engagement OBJECTIVES Increase contacts 10% Find content for webpage and social media Continue encouraging partners to attend tradeshows with CVB. I per event min. STRATEGIES Join associations, Coordinate Fam/Sites or Sales Missions, Attend tradeshows or virtual events, host training webinars Add new events, new venues, deals and promotions Partner Encourage partners to take advantage of CVB programs on webpage such as deals, events and promos. 40 per quarter 8 per each TACTICS Attend both live and virtual tradeshows and events geared toward target markets such as drive markets. Keep website content updated by searching internet, emailing partners and sharing info in our newsletter Keep partner info up to date in IDSS for all markets Host virtual events and webinars for planners and TA's & TO's Continue Social Media presence & assist with searching for content and pics C Monthly eblasts to partners for deals and promos Have agency do segments in the leisure newsletter, eg. pre pride plans, LGBTQ Wellness, adventure in the everglades for LGBT. Destination weddings, possibly in the meeting newsletter. STRATEGIC RESULTS Add 600 new contacts TA's TO's and Planners find 150 per quarter Host 1 Fams per market More partner participation with LGBTQ and Weddings Markets Increase RFP's to 20 try to get 5 per quarter Host 1 Sales Mission per market More promotions available to travelers Host 2 webinars and 2 virtual events Train 50 Travel Agents 7.D.2 Packet Pg. 183 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 42 PR & COMMUNICATIONS PLAN GOALS Grow story placements out-of-market Grow story placement in-market Increase Customer Digital Engagement Increase Partner Engagement Maintain Brand Accuracy OBJECTIVES Obtain 150 story placements annually in out-of-market national, international, regional magazines, newspapers, online and broadcast outlets Obtain 30 story placements in local newspapers, magazines, online and broadcast outlets Increase social media link clicks to 165k by the end of 2021 Issue one tourism industry e-newsletter per month, at least two public relations/social media workshops per FY, maintain or increase individual partner contact, assistance Provide editorial direction and oversight of the annual visitors’ guide, consumer e- newsletters, industry e- newsletter and crisis communications Host 12 regional/national writers in the destination At least 30 placements in local news outlets Increase social media engagements to 500,000 by the end of 2021 Reach 35% open rate on Paradise CoastLines Newsletter Successfully review content for VG and submit new info, listings Increase impressions in out of market outlets by 10 percent. Host six Florida-based social media influencers to impact drive market travel Increase Social Media Impressions to at least 33m for 2021 PR team secures 15 different site visits to varying partners over the year. Establish enhanced emergency contact list of hotel partners STRATEGIES Increase year-round visibility Promote benefits of tourism to community Extend reach and engagement with new customers Enhance Communications Channel engagement Maintain role as keepers of the Paradise Coast Brand TACTICS Outreach to feeder markets as airlines introduce new service into RSW, expand number of nonstop flights seasonally. Maintain and grow new contributor relationship with local newspapers and magazines Increase usage user generated content and engage in more conversations Deliver industry e- newsletter monthly. Staff to add description and amenities to ensure quality in website and Visitor Guide Use digital-style content for media pitching. Respond to and work proactively with local media Create new digital-friendly content in house. Schedule PR team site visits to stay up to date on latest offerings at hotels, attractions, retail, restaurants. Streamline newsletter content for readability, reduce bounce Write and issue news releases, fact sheets, background releases. Coordinate press and partner events for State of Collier Tourism during National Travel & Tourism Week and for Tourism Awards. Plan, produce videos, social media to introduce partners as the faces of travel, local personalities Share destination media coverage with partners featured. Implement new Emergency Web Accommodations Module Host group media visits with up to six writers; secure partners to donate experiences complimentary Issue targeted news releases about visitor statistics as warranted to highlight newsworthy information about results. Set up local photographers as vendors to obtain new, authentic photo conten Work with EOC and CVB team to streamline and improve hotel and industry communications Should a crisis take place, follow-up with national media that covered the situation regularly providing updates: 6 months later, one year later 7.D.2 Packet Pg. 184 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 43 PR & Communications Plan Continued Meet with media face to face in their offices in 2021 for editorial desk sides Maintain regular addition of events, business listings and editorial updates to ParadiseCoast.com. Be authentic, highlight destination how-to's; best bets, secrets Schedule virtual editorial meetings for the duration of 2020. Evaluate trending topics and pitch newsworthy stories that relate. Support efforts of individual hotel partners; enrich itinerary with destination experiences 7.D.2 Packet Pg. 185 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 44 DIGITAL AND SOCIAL MEDIA MARKETING PLAN GOALS Grow social media engagement with present and future visitors Construct Spanish website Continue to grow our capability to encourage and capture new user generated content for our website including photos, videos and blog posts Increase traffic to our consumer website and improve analytics for time on site, bounce rate and traffic to Book Direct Increase usage millennial targeted content OBJECTIVES Increase social media link clicks to 165k by the end of 2021 Increase social media engagements to 500,000 by the end of 2021 Increase Social Media Impressions to at least 33m for 2021 Create compelling new website content with clear calls to action and utilize social media to drive traffic to those new articles Minimum of 12 Facebook live sessions by the end of 2021 STRATEGIES Engage more of our partners in social media and digital implementations Create more compelling content for the website Increase usage of user generated content and engage in more conversations Increase frequency of boosted posts Increase frequency of live/streaming content TACTICS Host more influencers in the destination with large followings Utilize influencers and visiting journalists in creating new engaging website content Utilize CrowdRiff enhancements to attract more user generated content photos Evaluate top trending social media for boosting posts on our channels Utilize existing technology platforms 7.D.2 Packet Pg. 186 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 45 SPORTS MARKETING PLAN OBJECTIVES Continue to partner with Paradise Coast SportsPlex Operating Agency (Sports Force Inc.) to market, attract, and book national and/or international events. Partner with SFI Marketing Team, Ad Agency of Record and CVB to promote the new Sports Complex Focus on leveraging Sugden, BMX Track, beaches and water sports events to bring to destination Promote attractions, dining and water actives for participants and families KEY PERFORMANCE INDICATORS NCRP & Sports Complex at 80% capacity Increase buzz and excitement about the new sports complex and upcoming events I Book 1-2 new events Book 1-2 new events STRATEGIES Travel with SFI Sales Team to tradeshows to assist with selling destination as well as facilities Ensure we utilize strengths and resources from all parties Schedule appointments with these type of promoters at Sports ETA Symposium Develop "Show your Jersey" and other campaigns to move participants through destination Work with Ad Agency on contract increase awareness of the Sports Complex Conduct weekly meetings with all parties in preparation for grand opening and other events Host 2-4 promoters for site tours Work with local partners TACTICS Strategic ad placement, rendering video of Sports Complex, increase print, digital, email content campaign Create events within our Facebook page/Facebook live and create an IG page Research and connect to promoters who have these types of events that could fit well with our facilities Implement "Show your Jersey" and other campaigns to move participants through destination Conduct weekly meeting with the SFI Sales Team Identify advertisements in digital media, email and print Work with Parks and Rec Team to ensure we have capability of hosting certain events. Link on Sports Website directing participants to local attractions, restaurants Lead Sharing Actively posting relevant contact on all platforms Link to promoters IOS App if applicable STRATEGIC RESULTS Increase economic impact to the County Combining resources to save in overall marketing costs Increase economic impact to the County Increase economic impact to County 7.D.2 Packet Pg. 187 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 46 FILM OFFICE MARKETING PLAN OBJECTIVES Expand current location library Increase Leads/Inquiries Increase Production/ Spend Grow Client Social Media Engagement KEY PERFORMANCE INDICATORS Increase files to Reel-Scout® Inquiry/Lead Increase by 5% annually Production Spending Increases per Production Increase New Engagements/Followers Link to on-line directory thru R-S or ProdHub STRATEGIES Rotate our "hero" shots for each location file. Refresh current locations; Increase current library of images; Take any obsolete files off- line Cultivate repeat clients, actively pursue new inquiries, emphasizing print and commercial producers Work with Film Florida & State Film Office on overall marketing Production Brand for Filming in Florida as a health and safety- conscious Increase two-way engagement with social media followers Create 3 new locations files each month Work with vendors for best local rates and deals, especially during summer and fall Efficient permit processing-now in PDF & revised Recruit Full Sail student/volunteers (unpaid) volunteer to handle some social media fundamentals with supervision Increase spec location files Photography Assistant to work with volunteer to create more posts across platforms that are photo- location-centric* Encourage productions to hire local production emphasizing health & safety protocols & cost- effectiveness More engaging content-photos. Asking for participation, choosing favorites, etc. Work with location service companies to inquire about free links Member of the Film FL Marketing & Communications Committee Daily posting of area photos for authenticating conditions, new construction, unique images Creating Local Resource Links for Health & Safety Protocols, PPE Resources, etc. TACTICS Virtually attend Industry national and international conferences and events Work with NIFF@Artis-Naples to develop customized virtual scouting tours of our area. Familiarize them with permit and support services offered locally With Film Florida - Introduce/educate new legislators to the benefits of the Industry to FL Continue to report quarterly all updates to R-S library & TDC Reports to Internal Control Continue support/promotion of FL State Los Angeles Liaison and continue support of existing sales tax credit *Add at least two new social media outlets to marketing STRATEGIC RESULTS Grow number of new Reel-Scout® files Raise Percentage of Production Increase Production Spending Increase Year-End Total Engagements 7.D.2 Packet Pg. 188 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 47 ARTS, CULTURE AND HERITAGE MARKETING OVERVIEW National research indicates that the impact on a community from arts and cultural activities can be significant. The Arts & Economic Prosperity 5 national economic impact study found that the nonprofit arts and culture industry generates $107.7 million in annual economic activity in Collier County, supporting 2,923 full-time equivalent jobs and generating $10.8 million in local and state government revenues. Arts and culture are both a tourism and an economic generator for our community. Visit Florida has also reported that 65% of visitors to Florida participate in culturally based activities during their visit. 7.D.2 Packet Pg. 189 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 48 Collier County, with the assistance of the CVB, Artis-Naples, the Community Foundation of Collier County, United Arts Council of Collier County and The Cultural Planning Group, contracted with Cultural Planning Group to develop a new long-range strategic plan for the arts, cultural and heritage market. That plan was approved by the County Commission in early 2020. The implementation of the plan was delayed due to the COVID-19 crisis and is now planned for roll out in in early 2021. That plan will provide our community with a road map to enhance our reputation as an arts and cultural destination. This plan includes the arts and culture organizations in Collier County that are in various stages of developing new facilities and considering expansion plans to existing facilities. The plan components are outlined below. GOALS • Build a foundation for cultural tourism and cultural development • Establish all of Collier County as a cultural destination • Broaden and diversify the visitor base through cultural tourism • Enhance the cultural vitality of Collier County for residents and local businesses • Provide the necessary public and private resources for arts and culture STRATEGIES & TACTICS • Designate lead organizations in Collier County for arts and culture • Amend the Tourism Development Council (TDC) grant program guidelines to encourage more cultural programs • Develop metrics and systems for tracking a baseline and trends regarding cultural tourists and their economic and fiscal impacts on the County • Develop and maintain standards of artistic and creative excellence throughout implementation of this plan • Define arts, culture, heritage, and creativity as a focus area for County support and tourism. • Identify, develop, and promote unique and distinctive arts and cultural experiences throughout the county • Enhance and expand the current development of cross-over experiences connecting arts experiences with other cultural and creative sectors • Connect the unique cultures of Collier through communitywide events • Create and enhance vibrant arts and cultural hubs throughout the County • Market Collier County as a unique art and cultural destination to discrete target markets outside of the county within a three-hour drive • Allocate TDC funds for the tourism-related strategies in this plan • Public/Private Cultural Trust Fund for the Arts: Establish a Cultural Trust Fund 7.D.2 Packet Pg. 190 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 49 ARTS & CULTURE SECTION OF THE CVB WEBSITE: • Publish the Strategic Plan with download capabilities for all major sections of the Plan. • Expand partner listings, descriptive information, images, hyperlinks and special offers. • Develop dropdown menu to access arts and culture-related web videos and articles on the website. E-NEWSLETTERS: Distribute a consumer e-newsletter to promote the “Celebrate the Arts Month” in November and feature arts and cultural activities again in two other months of the year. Center content on arts, culture and history events with hyperlinks to that content on other parts of the website. ARTS, CULTURE & MUSEUM GRANTS: • Encourages these organizations to plan and submit grant applications for special events and promotions that will attract visitors to their facilities and encourage overnight stays in our hotels. • The grant guidelines encourage special event advertising and promotion of their events in our visitor feeder markets and to link to our CVB events web pages for destination information. Encourage packages that include hotels with event tickets, dining and shopping discounts to attract out of market visitors. UNITED ARTS COUNCIL: • Negotiate a contract between UAC and Collier County to manage the Arts & Culture plan • Increase distribution of the UAC’s printed and digital Cultural Arts Calendar of Events to expand the reach for wider awareness of the arts and cultural events in our community and develop an online ability to sell event tickets to area performances. ORGANIZED TOURS: Solicit for one or more Collier area transportation partners to assist the CVB staff to actively offer new experiences in our performing arts and museums developed for tour partners by an outside consultant. Offer these tours on our tourism website and at our area Chamber Visitor Information Centers. PUBLIC RELATIONS PROGRAMS: Identify cultural publications that will provide an opportunity to increase the branding message via use of half page full color arts and culture advertisements in cooperation with area arts and culture organizations. 7.D.2 Packet Pg. 191 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 50 HERITAGE MARKETING PAID MEDIA: Identify heritage market advertising and promotional support of area historical events that will drive more visitation to our County and nonprofit museums. Support the Collier County Museums major events with social and digital media placement on heritage websites and other websites and publications with followers interested in history. EARNED MEDIA Work with our PR team to grow the coverage of museum events in our area by 10% in 2020. Encourage museum facilities and event attendees to post on social media their experiences in our museums. NAPLES DEPOT VISITOR CENTER: Promote this new location at the Naples Depot Museum to inform visitors and residents about the many visitor activities available in the County. This new location will be in the lobby of the Naples Depot. Volunteers will be cross trained as museum docents and as visitor information specialists. 7.D.2 Packet Pg. 192 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 51 WELLNESS TOURISM MISSION STATEMENT Our mission is to develop effective ways to integrate quality “wellness” businesses and facilitators in Naples, Marco Island and Everglades. The intention is to establish a cooperative and collaborative initiative to create healthful and life-changing opportunities that attract wellness travelers from around the world. The ultimate purpose is to establish Florida’s Paradise Coast – with all its innate treasures – as a wellness destination and capitalize on the fast-growing multi-billion-dollar wellness tourism industry. VISION STATEMENT To be recognized globally as a happy, healthy wellness destination for group and leisure visitors to come to the Paradise Coast to rejuvenate and “Vacation Well.” GOALS • To be an internationally known wellness vacation destination. • To be on a list of wellness destinations (when one searches wellness destinations online and get on top 10 listing). • To maintain “happiest, healthiest” designation by Gallup polls. • To get all Collier County wellness tourism listings linked to CVB website, including events, nature, sports, fitness, healing/health/medical, Blue Zones Project, hotels, restaurants, spa/beauty. STRATEGIES • Gather all wellness entities in Collier County through solicitation to CVB database. • Input all wellness information as a tagged event or criteria to CVB website. • Use key adjective words so destination comes up in wellness vacation/tourism searches and wellness is easier to find on CVB website. • Further develop our wellness tourism program to use in promotions, website, partner links and press releases. TACTICS • Get endorsements from City and County officials that the destination is a “wellness destination.” • Get endorsements from other Collier entities like all city Chambers of Commerce, Hotel & Lodging Association, Restaurant & Lodging Association, Blue Zones, The Fifth Avenue Business District, etc. Have them promote and use logo. 7.D.2 Packet Pg. 193 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 52 • Create wellness destination press releases to distribute to meetings publications, destination publications, wellness associations, local publications and other media. • Encourage task force members to get their listings in first and show an example. • Encourage major resorts on board with packages and events JW, La Playa, Edgewater, Ritz -Carlton, Naples Grande, Naples Beach Hotel, etc. • Expand wellness activity listings on the website: restaurants/food, hotel/resort, spa/beauty/ nature, Blue Zones, medical, sports/water land, and events. • Include wellness in CVB consumer newsletters categories of interest so consumers can sign up to receive destination wellness information. 7.D.2 Packet Pg. 194 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 53 AIR SERVICE MARKETING SUPPORT OVERVIEW Air service is the most commonly used transportation mode by our visitors. It is imperative that we continue to foster partnerships with our local and regional airports and regional destination partners to identify and attract new or expanded air service to our area. 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) and Punta Gorda (PDA). RSW is the largest commercial airport serving the Southwest Florida region, and is the primary focus of our commercial air service marketing efforts. Naples Municipal Airport is our secondary focus for commercial air service, although we currently only have General Aviation flights to and from this airport. We work closely with the Fly Naples team to attract interested commercial carriers to consider Naples for regional service. We have been successful in attracting several regional carriers in the past few years, but they have not been adequately financed to sustain the service. We will continue to meet regularly with the Naples Airport Authority staff to identify other air service opportunities for the future. We have developed promotional campaigns with the Punta Gorda Airport Authority and our regional tourism destination partners in Lee and Charlotte to support the Frontier and Allegiant Airlines flights. These efforts have focused on selling more tickets from our primary feeder markets and have proved very successful. We will also work this next year with the Allegiant Vacations group to expand and grow their network of contracted hotels in Collier County and to build room night production from Allegiant customers. In addition to Naples Municipal Airport, our area is also served by three other General Aviation airports including Marco Island Executive, Everglades City Airpark, and Immokalee Regional. Each General Aviation Airport in our area serves the private aviation needs of their communities and offers additional economic development opportunities and to serve as ports of entry for executive jet travelers to our area. 7.D.2 Packet Pg. 195 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 54 GOALS • With the recent success of finally attracting a major carrier for direct flights from the US West Coast to RSW (LA & SEA), we will work for more of these flights. • We will also work to attract a major International carrier with direct service from London to RSW. • Continue to work with our regional partners in Fort Myers to support the German airline flights and to attract new carriers from the UK. • Meet with our federal delegation in Washington to expand the passenger facility charges for future. OBJECTIVES • Attract at least one additional carrier with direct flights from the US west coast to RSW. • Attract at least one new international carrier with emphasis on the UK market. • Get agreement with our federal delegation to increase the Passenger Facility Charge by $2 in the next legislative session. • Target two seasonal co-op promotions with the German market air carrier in the fall of 2020 and winter of 2021. STRATEGIES AND TACTICS • Encourage expanded air service from our primary fly-drive markets, including Miami, Fort Lauderdale, Palm Beach, Tampa, Orlando, Punta Gorda and Sarasota. • Work with receptive tour operators in Miami and Orlando that represent the major air carriers into Southwest Florida to expand the number of Collier County hotels featured in their travel programs (i.e. US Air Vacations, Allegiant Vacations, Delta Vacations). • Distribute our Official Visitor Guides and maps at RSW, Punta Gorda, Naples Municipal Airport and Collier County Airports. • Include mentions of the Miami, Fort Lauderdale and Punta Gorda airports in marketing materials to show their proximity to Collier County. • Maintain the current co-op programs and create new co-op programs with Lee VCB, RSW Airport and VISIT FLORIDA marketing teams in support of current, new and expanded air service to our area. • Attend air service trade shows such as Routes with the RSW airport, Lee VCB, Visit Florida and Brand USA marketing teams. • Apply for air service grants through Visit Florida and Brand USA. Budget: $200,000 for FY 21 in marketing support for new or expanded air service to our area. 7.D.2 Packet Pg. 196 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 55 MARKET INTELLIGENCE SWOT ANALYSIS STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS Our community has many unique visitor opportunities that set us apart from competing choices that travelers have. The following analysis is what we hear from our visitors and from our tourism industry partners that shapes decisions to travel here. STRENGTHS • 30 miles of white sand beaches unlike east coast Florida beaches with entry fee. • Legendary sunsets and nightly celebrations. • Small town charm offering a slower pace, with a walkable downtown environment. • Year-round great weather with sunshine virtually every day. • Family friendly destination with a growing number of activities for children. • Wide choice of accommodations from five star to budget. • Diverse multicultural events and activities including Native American, Latino and LGBT offerings. • Strong food culture with many locally owned, unique restaurants and well-known chefs. • Welcoming community with friendly residents; customer service-oriented employees. • Diverse shopping opportunities from outlets to boutique, plus malls and luxury collections. • Well maintained boulevards, medians and cleanliness throughout our community. • International airport with direct service to/from over five destinations and 16 air carriers including new direct service from the US west coast. • A strong part of the Florida brand in both international and domestic travel preference. • Strong brand recognition and pride with our community and marketing partners. • Artificial reef offering fishing and diving opportunities. • 80% of county is in preserved land with abundant green space in community, neighborhood and regional and State parks to enjoy our eco-experiences. • Close to Miami, Fort Lauderdale, Palm Beach, Orlando and Sarasota, making day trips easy for visitors. • Multi-year recognition as America’s Happiest and Heathiest Community. 7.D.2 Packet Pg. 197 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 56 WEAKNESSES • Higher than average airfares into Southwest Florida International Airport (RSW). • Higher than average transportation cost and distance from RSW. • Higher than expected accommodation rates in high season. • Summer heat and rain discourages new visitors from experiencing our area • Perception that our area is only a retirement community with limited activity for families. • Limited entertainment and nightlife options that can discourage couples and Millennials. • Limited late-night dining options, especially for international visitors. • Very limited dining and entertainment options in the Everglades with many closed during the summer season. • Limited public transportation from nighttime activities to hotels. • Traffic in high season perceived as a negative to visitors. • Limited beach access in unincorporated areas of the County. • No all-inclusive offerings that discourages some international visitors. OPPORTUNITIES • Additional domestic and International direct commercial air service to RSW will increase visitor accessibility and demand. • Promote our closeness to Punta Gorda, Miami and Fort Lauderdale airports. • Transportation providers encouraged to offer new airport and area transportation options to visitors. • Alternate transportation options like Slidr, Uber and Lyft, bicycle rentals and CAT Beach Trolley in Naples and on Marco Island to mirror successful service in North Naples. • New expanded group meeting space offers is attractive to new and larger groups. • New hotel development demand will grow in North Naples and around the new sports complex will attract additional commercial development. • Promote the diversity of our community by promoting Naples, Marco Island, Everglades City and Immokalee in separate advertising and social media posts, as part of Florida’s Paradise Coast brand messaging. • Develop all-inclusive packages to offer visitors one stop shopping for a vacation. • Value season in spring, summer and fall combined with attractive package offers for visitors. • Enhanced community relations/advocacy program will deliver the correct tourism message to our tourism partners, elected officials and residents alike. • The new sports complex will bring new and expanded sports and special events to the business and hotel community. 7.D.2 Packet Pg. 198 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 57 Opportunities Cont. • Promote our growing offerings for families and Millennials. • Promote to the growing the Argentina, Chile, Colombia markets in South America. • Promote our reputation as an LGBTQ friendly community and promote these events and infrastructure to this affluent market segment. • Promote our craft beer breweries and signature cocktail offerings. • Promote our unique events like Swamp Buggy Races, Chokoloskee and Isle of Capri. • Communicate our affordable beach parking fees: $8 vs. $20 per day in competing markets. • Create more suggested itineraries to post on our website to encourage longer stays. THREATS • Weather, climate change, natural and man-made disasters discourage visitation. • Water pollution algae blooms due to land run off results in a very negative impact on our ecosystem and visitation. • Climate change and Epidemics and threats of disease challenge visitation growth. • Homeland Security mandates can discourage International visitation. • Lack of Federal disaster funding limits numerous businesses from full recovery from COVID-19. • International currency exchange rate fluctuations affect current and future visitation. • Lodging offered by VRBO, AirBnB and others grow in popularity posing lifestyle challenges to neighborhoods with limited resources to enforce and control of those challenges. • Environmental regulations protecting turtle nesting, sea grasses and beach erosion methods limit our year-round visitor activities. • Workforce and affordable housing shortages limit our employment needs in hospitality and tourism other business sectors. 7.D.2 Packet Pg. 199 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 58 CHALLENGES TO RUNNING THE BUSINESS INTERNAL & EXTERNAL DYNAMICS 1. The recent COVID-19 pandemic, weather and other naturally 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 the safety concerns about travel to places they are not familiar with. So our loyal repeat visitors need to be the core of our future visitors who know the great service and care our hotels, restaurants and other businesses demonstrate to our visitors. 3. Through qualitative research, we continuously track our digital advertising and broadcast analytics to ensure our brand massaging is delivering the correct message to attract our targeted customers to our destination. 4. Tourism in Collier County contributes a positive economic impact and provides a tax savings to each resident of nearly $1,100 in 2019. Continuing to grow this level of savings will be challenging with economic conditions slowing. 5. Our full-time contracted international representation in the UK, Europe and South America has enhanced our efforts to reach potential international visitors and travel trade. We continued our relationships with these firms and in turn stayed in touch with our customers in those areas. This action will help us to be top of mind in preference when International travel restrictions are eased. 6. Limited funding for international marketing, continuously changing foreign exchange rates and changing political situations will challenge future visitation. 7. Real-time booking of accommodations on our website has proven very successful in attracting more visitors. This technology is constantly evolving, and investment in annual enhancements is necessary to enable our destination to remain competitive. EMPLOYEE REQUIREMENTS: 8. As revenue and additional visitation rise due to positive results of our destination marketing efforts, we must be able to replace staff that leave and to add full and part-time staff to support our sales, public relations, sports and administrative personnel to support those new staff members. We must keep our salaries and benefits competitive with the tourism industry organizations we compete against for visitors. We do not compete with other government agencies for tourism industry talent, so we must always compare our salaries and benefits with the private sector. 9. Incentive pay for sales staff for meeting or exceeding goals must be considered to remain competitive to other destination’s compensation plans. We compete with sales and marketing professionals who earn bonus pay to recognize when they exceed annual goals. To retain our staff, we need to be competitive in compensation. 10. Outsourcing of certain sales, PR and other marketing tasks must be continually considered to achieve our mission. 7.D.2 Packet Pg. 200 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 59 TECHNOLOGY FACTORS: 1. Our current database management program has served us well, but our hotels do not consistently use this tool to keep us informed of the progress of new group meeting leads. We need to add a new Extranet site as an interface to our database at both Miles and at IDSS. 2. We have seen some improvement, but we still experience challenges with technical services. Because we are on the County server for all our e-mail and other office data platforms, we are very limited in bandwidth. We cannot access many digital platforms because of Z-scaler and the slowness of the County network. We have permission to access social medial channels, but updates tend to erase those permissions. The slowness of the network is compounded when traveling to meet with travel influencers because the VPN network causes further slowness and continual service interruptions. GROWTH/SEASONAL FACTORS 1. The high season for tourism is mid-January to Easter each year. However, the vacation planning process has shortened dramatically due to the COVID-19 crisis. We will need to concentrate more on the Online Travel agents (OTAs) such as Expedia and Trip Advisor to provide easy access to booking last-minute travel. 2. We will experience lower than usual occupancy levels in 2021 due to International travel restrictions and reluctance by many travelers to fly. We will need to shift our emphasis to auto travel in markets that have been high air travel arrivals in the past. 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. On-going coastal development will restrict public access to our beaches and eventually discourage some future visitors to come to this destination. 5. We are experiencing a renewed demand for new hotels. Currently there are about five new hotels in various stages of development, which will add about 700 new lodging units in the next 18-24 months. 7.D.2 Packet Pg. 201 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 60 LEGISLATIVE/REGULATORY FACTORS 1. 2021 will pose numerous state legislative challenges. A good number of seats in both the House and Senate will change and new faces will take our familiar legislators. We will see a repeat of the fight to retain funding and the sheer existence of Visit Florida. We will need to stay in touch with our delegations in both the House and Senate to keep our state marketing organization, Visit Florida, in place and adequately funded. This situation intensifies our advocacy work in educating our legislators on the importance of tourism to our state and local economy. 2. The annual 60-day legislative session will also pose new threats to our dedicated funding source as legislators look to non-traditional funds for general revenue needs. This could seriously reduce the amount of money available for tourism promotion and debt service for the Paradise Coast Sportsplex. 3. Increased federal regulations on visas and passports will negatively affect our international visitation. 4. Shared economy suppliers such as Airbnb and VRBO will continue to challenge us to collect the proper amounts of tourist tax and sales tax on overnight accommodations to the tax collectors and to adequately regulate this growing phenomenon. 5. Offshore drilling sites too close to Florida’s Gulf Coast are a reoccurring threat at the state and federal levels, and we must be diligent to stop this threat of a spill occurring. 7.D.2 Packet Pg. 202 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 61 BEST PRACTICES OF OTHER TOURISM DESTINATIONS 1. Most Florida coastal destinations use 50% or more of their tourist tax (TDT) to promote and administer tourism marketing in their area. Collier County uses 43% of the tax for this purpose. This puts our destination at a disadvantage with regards to competing 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 tourist tax funds to pay for all or most of this cost with some reimbursement from FEMA. 3. This situation may improve if we are approved for future reimbursements from Florida DEP and from FEMA and perhaps federal beach renourishment funding. 4. Most Florida coastal areas do not use local tourist tax to fund beach park facilities capital projects and major beach maintenance projects as we do in Collier County. This practice limits our funding available for beach renourishment projects and promotion. 5. Most Florida tourist destinations fund the operation of their County-owned museums from general revenue, not tourist development taxes, so their tourist tax revenue can be used for promotion of their destination. We have limited the maximum amount that our County museums receive from TDT at $2 million per year and we assist the County museums in promoting their major events with media planning and placement assistance. 6. Most Florida counties support private sector museums through capital or marketing grants using both general revenue and tourist tax funds. Most museums in Florida, both County-owned and privately funded, charge admission to their facilities, especially for special events and exhibits. 7.D.2 Packet Pg. 203 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 62 COMPETITIVE DESTINATIONS IN FLORIDA • Fort Myers • Sarasota • Clearwater/St. Pete • Palm Beach • Fort Lauderdale • Miami • Florida Keys Lee County: LEE COUNTY: Tourist Tax Collection: $43.4 million Visitation: 4.9 million Visitor Spending: $3.2 billion Marketing Budget: $13 million Economic Impact: $5+ billion Messaging: Stay Well. Stay Home. *2019 report SARASOTA COUNTY: Tourist Tax Collection: $23+ million Visitation: 2,796,580 Visitor Spending: $1.9 billion Marketing Budget: $7.7 million Economic Impact: $3.1 billion Messaging: Sarasota Big Pass *2019 annual report Messaging: Stay Well. Stay Home. *2019 report 7.D.2 Packet Pg. 204 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 63 CLEARWATER/ST. PETE: Tourist Tax Collection: $64.4 million Visitation: 15,289,425 Visitor Spending: $5.6+ billion Marketing Budget: $27 million Economic Impact: $9+ billion Messaging: Brighter Days Ahead *2019 calendar year report Messaging: Sarasota Big Pass *2019 annual report Messaging: Stay Well. Stay Home. *2019 report PALM BEACH: Tourist Tax Collection: $54.2+ million Visitation: $8.2 million Visitor Spending: $5 billion Marketing Budget: $4.4 million Economic Impact: $7.7+ billion Messaging: Stay + Play *2019 calendar year report Messaging: Sarasota Big Pass *2019 annual report Messaging: Stay Well. Stay Home. *2019 report FORT LAUDERDALE: Tourist Tax Collection: $86.9 million Visitation: 14 million Visitor Spending: $10.6+ billion Marketing Budget: $5 million Economic Impact: $37.5 billion Messaging: Hello Sunny *2018 Annual Report Messaging: Stay + Play *2019 calendar year report Messaging: Sarasota Big Pass *2019 annual report Messaging: Stay Well. Stay Home. *2019 report 7.D.2 Packet Pg. 205 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 64 MIAMI: Tourist Tax Collection: $31.6+ million Visitation: 24.2+ million Visitor Spending: $18+ billion Marketing Budget: Economic Impact: $17.9 billion Messaging: Miami Shines Messaging: Sarasota Big Pass *2019 annual report Messaging: Stay Well. Stay Home. *2019 report FLORIDA KEYS: Tourist Tax Collection: $120 million Visitation: 5.1+ million Visitor Spending: $2.4 billion Marketing Budget: $9.8 million Economic Impact: $1.8 billion Messaging: Come as You Are *2018 Annual Report 7.D.2 Packet Pg. 206 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 65 CONSUMER E-SCAPES OCTOBER Celebrate the Holidays in Paradise Families Stone Crab Season launched October 15th Stone Crab Festival SWFL Food and Wine Experience Events: Winter Sizzle SWFL Restaurant Week Celebration of Lights and Snow Falling every 3rd Thursday through December Santa Paws at The Venetian Village Marco Island Annual Christmas Island Style Street Parade Marco Island Holiday Boat Parade November is Celebrate the Arts Month Naples Intl Film Festival NOVEMBER Bird Watching, Wildlife, Nature Festival of the Birds Night Lights in the Garden Zoobilee at Naples Zoo - Feasts with the Beasts - fundraiser Corkscrew Swamp Meditation Sessions DECEMBER Culinary Focus Food Festival season Events: Everglades Seafood Festival Mullet Festival 7.D.2 Packet Pg. 207 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 66 Naples Craft Beer Festival Wellness Weekend JANUARY Arts and Culture in Paradise Sugden Theatre, Marco Island Center for the Arts, Artis Naples, Von Liebig Art Center Events: The 41st Annual Naples Art Festival 33 Annual Naples Downtown Art Show on Naples 5th Ave South For the Love of Art Celebration 239 Film Festival April FEBRUARY Fishing Fishing in the Everglades, the Ten Thousand Islands Events: Marco Island Seafood & Music Festival March MARCH Health and Wellness in Paradise Talk about Paddle boarding, beach yoga, golf, spas, hotel wellness offerings and healthy eats Events: 2021 Minto US OPEN Pickleball Championships April Possible Triathlon or other 5k event Happiest and Healthiest City APRIL A Taste of Paradise Great summer specials coming to Paradise Events: Summer Sizzle SWFL Restaurant Week Food festival - Taste of Naples Summer golf - great deals, tee time availability, etc. 7.D.2 Packet Pg. 208 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 67 MAY Summer Fun for Families - Talk about value season and activities for kids in the summer Marco Island Center for the Arts Art Classes, Golisano Children’s Museum, Naples Zoo Events: Annual Sand Castle Sculpting contest at Golisano Children’s Museum - August JUNE Pets in Paradise - Pet friendly hotels, pet friendly dining options, shopping, boating, etc. Events: Dogs in the Garden in August– Naples Botanical Gardens JULY Watersports in Paradise – Activities on the water – boating, jet skis, kayaking Events: Marco Island Boat Show Pro Watercross Event Powerboat Nationals Event AUGUST Heritage - Collier County Museums and the Smallwood store in the Everglades Key Marco Cat in Marco Island Historical Museum Events: Cattle Drive SEPTEMBER Dining in the destination – Food festivals Events: The Stone Crab Festival The Food and Wine Experience 7.D.2 Packet Pg. 209 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 68 MEETING E-SCAPES October – Medical Pharmaceutical planners Markets: NY, New Jersey, Chicago, Dallas, Philadelphia, Houston, Atlanta, Miami, Washington DC, Minneapolis, Boston, Raleigh-Durham November – Insurance Planners Markets: Hartford, Boston, Omaha, Des Moines December – Association Planners Markets: Florida, Washington DC, Chicago, NY, Philadelphia January – Financial Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Hartford, Vancouver, Toronto February – Large Corporation/Business Owners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Houston, Charlotte, Raleigh-Durham, Minneapolis, Toronto, Milwaukee, St. Louis, Kansas City, Columbus and Cincinnati March – Incentive Planners Markets: NY, NJ, Chicago, Boston, Philadelphia, Atlanta, Dallas, Minneapolis, Milwaukee, Pittsburg, Columbus, Cincinnati, St. Louis April – Medical Planners Markets: NY, NJ, Chicago, Boston, Atlanta, Florida, Texas, Washington DC, Milwaukee, Minneapolis, Indianapolis and Ann Arbor May – Corporate Meeting Planners Markets: Corporate meeting planners in the U.S. June – Incentive Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Minneapolis, Milwaukee, Pittsburg, Columbus, Cincinnati July - Insurance Planners Markets: Hartford, Boston, Omaha, Des Moines August – Large Corporation Board/ Business Owners Markets: NY, Chicago, Boston, Washington DC, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Toronto, Milwaukee, St. Louis, Kansas, Columbus and Cincinnati September - Financial Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Des Moines, Hartford, Vancouver, Toronto 7.D.2 Packet Pg. 210 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 69 APPENDICES ADVERTISING AND MARKETING BUDGET FY 21 ESTIMATED BUDGET BREAKOUT AMOUNT Account Service Retainer $400,000.00 Media $3,000,000.00 Creative Production $1,000,000.00 Total Budget $4,400,000.00 7.D.2 Packet Pg. 211 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 70 DEPARTMENT BUDGETS ALL TOURISM PROMOTION FUNDS FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FUND 194- ADMINISTRATIVE COSTS Personal Services (Salaries) $1,106,700 $1,017,600 $1,328,900 $1,289,900 $1,050,000 $1,017,500 Operating Expenses $325,400 $275,100 $497,800 $434,600 $436,100 $429,800 Indirect Cost Reimbursements $70,800 $83,500 $82,400 $63,400 $72,600 $54,300 Capital Expense $7,500 $4,000 $9,000 $195,000 $10,000 $4,000 TOTAL OVERHEAD COST $1,510,400 $1,380,200 $1,918,100 $1,982,900 $1,568,700 $1,505,600 Tax Collector Fees (in Fund 184) $0 $0 $0 $0 $52,000 $45,500 Transfer to General Fund- Sports Complex $170,300 $147,000 TOTAL TRANSFERS $170,300 $147,000 $0 $0 $52,000 $45,500 Reserve for Contingencies $43,300 $0 $66,600 $63,100 Reserve- for Attrition -$19,000 $0 -$22,800 -$18,100 -$17,400 -$21,200 TOTAL RESERVES $24,300 $0 $43,800 TOTAL FUND 194 ADMINISTRATIVE EXPENSES $1,705,000 $1,527,200 $1,961,900 $2,027,900 $1,603,300 $1,529,900 FUND 184- MARKETING & PROMOTION Group Meeting Support $311,500 $311,500 $444,500 $466,000 $300,000 $655,000 Advertising & Promotion & Sponsorships $4,356,600 $4,356,600 $5,000,000 $5,000,000 $5,000,000 $5,000,000 Contractual Services $2,303,400 $2,303,400 $2,063,800 $2,356,200 $2,124,300 $2,226,500 Travel Expenses & Trade Show Registrations $224,300 $224,300 $220,000 $595,500 $257,000 $210,100 Promotional & Sponsorships $0 $0 $533,100 $1,361,800 $920,500 $726,400 Sports Event Venue Support $520,900 $520,900 $612,000 $2,030,000 $400,600 $100,000 Insurance & Indirect Costs $136,600 $136,600 $154,400 $0 $8,900 $33,900 Trade Show Registrations $0 $0 $624,200 $0 $351,000 $339,000 Adjusting Entry -$574,500 $92,300 TOTAL MARKETING & PROMOTION EXPENSES $7,278,800 $7,945,600 $9,652,000 $11,809,500 $9,362,300 $9,290,900 Capital Projects- Depot Baggage Car (Project Cancelled) $0 $0 $0 $600,000 $200,000 Tax Collector Fees $198,000 $198,000 $190,400 $189,000 $155,000 $137,600 Indirect Cost Reimbursements $103,600 $107,000 $108,600 $147,800 $90,800 $61,700 Transfer to Fund 194 for Administrative Expenses $1,501,900 $1,600,000 $1,960,000 Transfer to Emergency Reserve Fund 196 $0 $135,000 $233,300 $834,500 Transfer to Capital Projects Fund 758 $0 $0 $50,000 $1,856,600 $6,600,300 $2,500,000 Transfer to Fund 759- Sports Complex Ops Income & Expenses $470,900 $466,300 $350,000 Reserves -& Transfers $0 $2,506,300 $0 $82,200 $98,000 $509,300 7.D.2 Packet Pg. 212 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 71 All Tourism Promotion Funds Continued TOTAL INDIRECT AND TRANSFERS $2,274,400 $5,012,600 $2,892,300 $3,710,100 TOTAL FUND 184- MARKETING AND PROMOTION $9,553,200 $12,958,200 $12,544,300 $15,519,600 $16,506,400 $12,499,500 FUND 193- MUSEUM GRANTS Non-County Owned/Operated Museum Grants $300,000 $725,000 $725,000 $625,000 $425,000 $40,000 Tax Collector Fees $10,900 $10,900 $10,700 $10,600 $10,500 $9,300 Indirect Cost Reimbursements $3,600 $3,900 $2,800 $700 $1,800 $700 Transfer to Fund 184 $0 $500,000 Carry forward & Reserves $883,600 $998,800 $1,121,400 $1,517,600 $2,082,400 $1,724,600 TOTAL FUND 193 MUSEUMS $1,198,100 $1,738,600 $1,859,900 $2,653,900 $2,519,700 $1,774,600 FUND 196- EMERGENCY ADVERTISING Post Disaster Stimulus Advertising $500,100 $0 $1,500,000 $1,500,000 $500,000 $1,500,000 Restricted for Unfunded Requests $0 $263,900 $1,764,200 Transfer to 184 $12,500 $10,500 $12,000 $12,000 Indirect Cost Reimbursements $1,100 $1,700 $1,200 $300 $300 $100 Carry Forward- Reserves $685,700 $1,500,000 $0 $0 $0 TOTAL EMERGENCY ADVERTISING RESERVE $1,186,900 $1,501,700 $1,513,700 $1,510,800 $776,200 $3,276,300 TOTAL TOURISM MARKETING & ADMINISTRATIVE BUDGET $13,643,200 $17,725,700 $17,879,800 $21,712,200 $21,405,600 $19,080,300 FUND 198 COUNTY OWNED MUSEUMS Operating Budget from TDC Tax $2,000,000 $2,000,000 $2,217,400 $2,000,000 $2,079,800 $1,857,500 General Fund Expenses $293,800 $475,600 Tax Collector Fees $42,000 $42,000 $40,000 $42,500 $42,500 $38,000 Transfers & Reserves -$1,100 $112,600 $240,500 $469,600 $542,200 $694,600 TOTAL COUNTY MUSEUM OPERATIONS $2,334,700 $2,630,200 $2,497,900 $2,512,100 $2,664,500 $2,590,100 TOTAL ALL TOURISM DIV OVERSIGHT FUNDS $15,977,900 $20,355,900 $20,377,700 $24,224,300 $24,070,100 $21,670,400 TOURISM ADMIN 194 $1,705,000 MARKETING & PROMOTION 184 $9,553,200 MUSEUM GRANTS 193 $1,198,100 COUNTY MUSEUM OPERATING 198 $2,334,700 RESERVES & EMERGENCY ADVERTISING 196 $1,186,900 TOTAL FY 17 TOURIST TAX BUDGET $15,977,900 7.D.2 Packet Pg. 213 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 72 GROUP SALES FY 21 FUND 184/194* FY 20 FUND 184/194* FY 19 FUND 184/194* FY 18 FUND 184/194* FY 17 FUND 184/194* FY 16 FUND 184/194* Promotional Items Group $10,500 $14,000.00 $14,000 $6,000 $5,000 $5,000 Sponsorship of Meeting & Events $40,000 $60,000.00 $90,000 $60,000 $75,000 $65,000 Site Visits $2,000 $3,000.00 $3,000 $6,000 $6,000 $10,000 Trade Show Registrations-Group all $50,000 $80,000.00 $100,000 $90,000 $90,000 $93,000 Trade Show Booth Décor* $500 $2,000.00 $2,000 $2,000 $4,000 $2,000 Sales Dues & Memberships* $44,000 $10,000 $8,000 $2,000 HelmsBriscoe $7,000 $ 7,000.00 Conference Direct $0 $5,000.00 Cvent $25,000 $22,000.00 Maritz $10,000 $10,000.00 FSAE $250 $250.00 PCMA $0 $495.00 ASAE $395 $ 395.00 FICP(MW) $0 $ 395.00 Site (MW) $0 $395.00 Site Chicago Miami local (MW) $0 $100.00 Group Sales Travel $20,000 $30,000.00 $40,000 $50,000 $45,000 $45,000 Brochure Distribution-Video Mailers $500 $10,000.00 $10,000 $500 $500 $1,000 Mileage - Local* $500 $1,000.00 $1,000 $1,000 $1,000 $700 Shipping to Shows* $1,000 $2,000.00 $2,000 $2,500 $2,500 $2,000 Sales Missions $10,000 $12,000.00 $12,000 $15,000 $25,000 $20,000 Fam Trip Support $10,000 $15,000.00 $15,000 $15,000 $15,000 $20,000 Freelance Art & Video $1,000 $6,000.00 $6,000 $6,000 $6,000 $10,000 Printing of Invitations $0 $500.00 $500 $500 $500 $500 Group Meeting RFP Incentives FY 21 & FY 22 $200,000 $300,000.00 $250,000 $300,000 $300,000 $140,000 Dest. Intl Impact Calculator $5,000 $0 $0 $7,500 $7,500 Midwest Representation $61,500 $61,500.00 $61,500 $50,000 Travel Reimbursements at Events $13,000 $18,000.00 $18,000 $18,000 TOTAL SALES & MARKETING BUDGET $468,145 $661,030.00 $669,000 $640,000 $591,000 $416,200 7.D.2 Packet Pg. 214 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 73 $50,000 20000 $50,500 $10,000 $200,000 $10,000 $127,645 GROUP SALES BUDGET REGISTER- SHOWS TRAVEL- SHOWS & CONF SPONSOR & PROMOS SALES MISSIONS RFP ENHANCEMENT FAMS & SITES OPERATING- Expenses- SALES Group Sales Continued REGISTER- SHOWS $50,000 TRAVEL- SHOWS & CONF $20,000 SPONSOR & PROMOS $50,500 SALES MISSIONS $10,000 RFP ENHANCEMENT $200,000 FAMS & SITES $10,000 OPERATING- Expenses-SALES $127,645 $468,145 7.D.2 Packet Pg. 215 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 74 LEISURE/TRAVEL INDUSTRY SALES FY 21 FUND 184/19* FY 20 FUND 184/19* FY 19 FUND 184/19* FY 18 FUND 184/19* FY 17 FUND 184/19* FY 16 FUND 184/19* FY 15 FUND 184/19* Sponsorships & Promotions Promotional Items- Leisure $5,000 $5,000 $6,000 $5,000 $5,000 $5,000 $4,000 Sponsorship of Meeting & Events $7,500 $15,000 $10,000 $10,000 $10,000 $10,000 $10,000 West Coast FL Coalition Promotions $15,000 $15,000 $2,000 $2,000 $2,000 Total Sponsorships & Promotions $27,500 Registrations Trade Show Registrations- Claudia $65,000 $65,000 $0 $0 $0 $0 $0 Intl Trade Show Registrations-Jack $40,000 $40,000 $70,000 $63,000 $60,000 $52,000 $50,000 Brochure Distribution $2,000 $3,500 $58,000 $58,000 $55,000 $50,000 $50,000 Trade Show Booth Décor $12,000 $12,000 $55,000 $55,000 $55,000 $50,000 $50,000 Total Registrations $119,000 Travel Sales Travel- Claudia $25,000 $45,000 $2,000 $2,000 $2,000 $2,000 $2,000 Intl Sales & Conference Travel- Jack $35,000 $58,000 $45,000 $43,000 $40,000 $35,000 $32,000 Mileage - Local* $500 $700 $3,000 $5,000 $6,000 $2,000 $2,000 Total Travel $60,500 FAM’s & Sales Missions Sales Missions $10,000 $12,000 $8,000 $7,000 $7,000 $6,000 $4,000 Fam Trip Support $10,000 $25,000 $17,000 $15,000 $15,000 $10,000 $0 Total FAM’s & Sales Missions $20,000 Operating Expenses Printing of Invitations $2,500 $10,000 $28,000 $25,000 $24,000 $20,000 $15,000 Freelance Art-Video- Translations $3,500 $2,000 $500 $500 $500 $500 $500 Shipping to Shows* $5,000 $8,000 $700 $700 $700 $700 $700 Sales Dues & Memberships* $2,000 $2,000 $15,000 $14,000 $12,000 $10,000 $6,000 Total Operating Expenses $13,000 TOTAL SALES & MARKETING BUDGET $240,000 $318,200 $320,200 $305,200 $294,200 $253,200 $226,200 7.D.2 Packet Pg. 216 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 75 Leisure/Travel Industry Sales Continued REGISTER -SHOWS & CONF $119,000 TRAVEL - SHOWS & CONF $60,500 SPONSOR/PROMO $27,500 FAM'S & MISSIONS $20,000 OPERATING $13,000 $240,000 $119,000 $60,500 $27,500 $20,000 $13,000 LEISURE& TRAVEL TRADE SALES BUDGET REGISTER -SHOWS & CONF TRAVEL - SHOWS & CONF SPONSOR/PROMO FAM'S & MISSIONS OPERATING 7.D.2 Packet Pg. 217 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 76 SPECIALTY MARKET SALES FY 21 FUND 184/194* FY 20 FUND 184/194* FY 19 FUND 184/194* Promotional Items $2,000 $2,000 $2,000 Sponsorship of Meeting & Events $3,000 $3,000 $3,000 Trade Show Registrations $12,000 $14,600 $14,300 Trade Show Booth Décor* $2,000 $2,000 $2,000 Sales Dues & Memberships* $1,500 $1,500 $1,500 Specialty Market Sales Travel $10,000 $12,500 $12,500 Mileage - Local* $200 $200 $200 Shipping to Shows* $2,000 $2,000 $2,000 Sales Missions $3,000 $3,000 $3,000 Fam Trip Support $1,000 $1,000 $1,000 Printing of Invitations $1,500 $1,500 $1,500 Freelance Art-Video $2,000 $2,000 $2,000 TOTAL SALES & MARKETING BUDGET $40,200 $45,300 $45,000 REGISTER -SHOWS & CONF $12,000 TRAVEL - SHOWS & CONF $10,200 SPONSOR/PROMO $5,000 FAM'S & MISSIONS $2,500 OPERATING $10,500 $40,200 7.D.2 Packet Pg. 218 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 77 Specialty Market Sales Continued $12,000 $10.200 $5,000 $2,500 $10,500 SPECIALTY MARKET SALES REGISTER -SHOWS & CONF TRAVEL - SHOWS & CONF SPONSOR/PROMO FAM'S & MISSIONS OPERATING 7.D.2 Packet Pg. 219 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 78 SPORTS MARKETING FY 21 FUND 184/194* FY 20 FUND 184/194* FY 19 FUND 184/194* FY 18 FUND 184/194* FY 17 FUND 184/194* FY 16 FUND 184/194* FY 15 FUND 184/194* Media & Web Advertising $100,000 $203,000 $203,000 $555,000 $185,000 $395,000 $25,000 Production $15,000 $15,000 $25,000 $20,000 $20,000 $15,000 $14,000 Web site & Social Media Support $15,000 $25,000 $35,000 $30,000 $30,000 $9,100 $9,100 Interns- Job Bank $0 $0 $15,600 $15,600 $15,600 $0 $54,000 Contract Labor Event Assistance $0 $0 $71,560 $10,000 $71,560 $15,000 Contract/Intern Positions-FBU Support $0 $0 $0 $0 $0 $15,000 $1,000 Travel -Trade Shows & Conferences $10,000 $30,000 $100,000 $60,000 $60,000 $25,000 $18,450 Memberships * $1,000 $10,000 $8,000 $8,000 $2,300 $2,300 Sports ETA * $1,000 Florida Sports Foundation $2,000 Registrations SPORTS Conference $0 $2,700 US Sports Congress $0 $4,500 Connect Sports $500 $1,000 NASC CSEE Certification $3,000 $10,000 $20,000 $30,000 $20,000 $15,000 $6,000 Promo Products $10,000 $10,000 $22,000 $20,000 $20,000 $10,000 $1,000 Site Visits $50,000 $100,000 $50,000 $20,000 $20,000 $15,000 $12,000 Bid Fees/Sponsorships $10,000 $50,000 $50,000 $30,000 $30,000 $15,000 Sponsorships $0 $0 $75,000 $200,000 $175,000 $75,000 $100,000 Cat. B Sports Event Grants $0 $3,000 $3,000 $1,600 $1,600 $0 $1,000 Training * $2,500 $10,000 $5,000 Trade Show Décor-Banners $5,000 $5,000 $5,000 Dest. Intl Impact Calculator $2,500 $10,000 $5,000 $4,000 $4,000 $2,000 $3,500 Marketing Banners/Event Signs $50,000 $600,000 $540,000 $345,000 $155,000 $50,000 $36,000 Event Operating Support- Smaller events $50,000 $45,000 $72,000 $100,000 $100,000 Large Event Sponsorships $600,000 Parks & Rec Support -Overtime $10,000 TOTAL SPORTS MARKETING $936,500 $1,125,200 $1,307,160 $1,449,200 $915,760 $658,400 $283,350 7.D.2 Packet Pg. 220 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 79 Sports Marketing Continued ADVERTISING/PROD/WEBSITE $130,000 REGISTRATIONS $3,500 TRAVEL $10,000 SPONSORSHIPS & BID FEES $10,000 PROMOTIONS/SITES $60,000 EVENT SUPPORT/GRANTS $650,000 PARK OT $10,000 OPERATING EXPENSES $63,000 $936,500 $130,000 $3,500 $10,000 $10,000 $60,000 $650,000 $10,000 $63,000 SPORTS MARKETING ADVERTISING/PROD/WEBSITE REGISTRATIONS TRAVEL SPONSORSHIPS & BID FEES PROMOTIONS/SITES EVENT SUPPORT/GRANTS PARK OT OPERATING EXPENSES 7.D.2 Packet Pg. 221 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 80 PUBLIC RELATIONS & COMMUNICATIONS FY 21 FUND 184/194* FY 20 FUND 184/194* FY 1 FUND 184/194*9 FY 18 FUND 184/194* FY 17 FUND 184/194* FY 16 FUND 184/194* FY 15 FUND 184/194* Contractual Services: Blueway Website-Miles $0 $0 $0 $10,000 $5,000 $5,000 $5,000 Media Monitoring Services $14,100 $15,000 $15,000 $15,000 $14,000 $46,000 $46,000 CleanPix * $9,000 $9,000 $9,000 $9,000 $8,700 $8,700 $15,000 E-News Distribution * $0 $0 $0 $3,500 $0 $0 $0 Video, Audio, Still Production $40,000 $50,000 $0 $0 $90,000 $90,000 $90,000 Constant Contact $0 $600 $0 $20,000 $1,000 $4,000 $4,000 TravMedia $5,000 $6,200 $10,000 LHR PR - $172,000 $172,000 $172,000 $190,000 $175,000 $198,000 $198,000 Contractual Sub Total $240,100 $252,800 $206,000 $247,500 $293,700 $351,700 $358,000 Multimedia Production - Video, photos, other $0 $40,000 $90,000 $90,000 $10,000 $10,000 $6,000 PR Social Media Boosts $15,000 $29,000 $25,000 $15,000 $3,000 $3,000 $1,650 Promotional Products $5,000 $9,200 $10,000 $3,000 $15,000 $5,000 $5,000 Paid Influencer Fees, Freelancers for Content, PR Support $35,000 $62,000 $50,000 $50,000 $0 $2,000 $2,000 Sponsorships $7,500 $20,000 $20,000 $10,000 $40,000 $38,500 $38,500 Press Release Distribution-Events, Shows, Newswires $0 $1,825 $1,825 $3,000 $5,000 $5,000 $5,000 Individual & Group Writer FAM’s $15,000 $40,000 $40,000 $40,000 $35,000 $35,000 $35,000 Travel- Regional/Local $5,000 $7,000 $7,000 $5,000 $35,000 Registrations- Media Missions, Conferences, Trade Shows $5,000 $30,000 $25,000 $25,000 $0 $0 $0 Printing - PR folders, other $0 $2,000 $2,000 $1,000 $200 $200 $200 Award Submissions $1,500 $2,000 $2,000 $2,000 $1,000 $1,000 $1,000 Show & Conference Registrations $14,000 $15,000 $32,000 $4,000 $8,000 $4,000 $4,000 Sub Total Promotional & Travel $103,000 $258,025 $304,825 $248,000 $152,200 $103,700 Memberships * Ragan Communications Insider $0 $0 $0 $400 $1,000 $1,000 $1,000 ATTA $0 $1,000 $1,000 $1,000 $1,050 $1,050 $1,050 PRSA - staff memberships $500 $1,050 $1,050 $1,050 $600 $600 $600 Family Travel Association $0 $0 $0 $1,500 $100 $100 $100 SATW $600 $600 $600 $600 $400 $400 $400 NATJA $500 $500 $500 See SW FL $0 $100 $100 $100 $175 $150 $150 FOWA $0 $275 $275 $200 $159 $100 $100 Naples Zoo $0 $159 $159 $159 $415 $395 $395 Social Media Marketing $0 7.D.2 Packet Pg. 222 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 81 Public Relations and Communications Continued HSMAI $415 $415 $415 $415 $125 $125 $125 Misc. Memberships $250 $125 $125 $125 $4,024 $3,920 $3,920 Sub Total Memberships $2,265 $4,224 $4,224 $5,549 Training & Development * $2,000 $4,000 $4,000 $2,000 $5,000 $2,000 $2,000 Subscriptions * $250 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000 Equipment- Video & Photography * $2,000 $4,000 $4,000 $4,000 $4,000 $3,000 $10,000 Sub Total PR Expenses $4,250 $11,000 $11,000 $9,000 $12,000 $8,000 TOTAL PUBLIC RELATIONS $349,615 $526,049 $526,049 $510,049 $457,900 $463,400 $358,000 CONTRACTUAL $240,100 PROMOTIONAL & TRAVEL $103,000 MEMBERSHIPS $2,265 MISC EXPENSES $4,250 $349,615 $240,100 $103,000 $2,265 $4,250 PR & COMMUNICATIONS BUDGET CONTRACTUAL PROMOTIONAL & TRAVEL MEMBERSHIPS MISC EXPENSES 7.D.2 Packet Pg. 223 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 82 FILM OFFICE FY 21 FUND 184/194* FY 20 FUND 184/194* FY 19 FUND 184/194* FY 18 FUND 184/194* FY 17 FUND 184/194* FY 16 FUND 184/194* FY 15 FUND 184/194* Registrations $1,000 $12,695 $12,000 $14,250 $17,250 $13,500 $10,395 Promotional Items $200 $200 $300 $200 $300 $300 $300 Sponsored Events $0 $0 $0 $0 $0 $250 $500 Mileage* $200 $1,200 $250 $200 $350 $200 $200 Travel - Out of Market $4,300 $13,900 $19,120 $13,900 $16,900 $20,100 $16,500 Cell Phone* $2,750 $2,750 $2,750 $2,750 $2,750 $1,550 $1,550 Office Phone* $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 Office Rent* $9,900 $9,300 $9,600 $9,600 $9,600 $8,400 $8,400 Postage & shipping* $100 $300 $300 $300 $350 $350 $350 Printing $200 $200 $200 $200 $200 $200 $200 Office Supplies* $300 $640 $620 $400 $400 $400 $400 Dues & Memberships* $3,300 $5,750 $5,750 $5,750 $5,750 $1,500 $1,250 Subscriptions* $512 $612 $612 $612 $612 $612 $592 Advertising $2,000 $2,000 $2,000 $1,500 $1,500 $1,125 $1,125 Web Site Maintenance $10,000 $10,000 $10,060 $10,000 $5,000 $10,000 $10,000 Reel Scout® Contract* $6,000 $6,000 $6,000 $6,060 $6,060 $5,060 $5,060 Adobe® software annual* $300 FILM OFFICE TOTALS $42,062 $66,547 $70,562 $66,722 $68,022 $64,547 $57,822 REGISTRATIONS $1,000 TRAVEL $4,300 CONTRACTUAL $6,000 ADVERTISING & WEBSITE $12,000 SPONSOR/PROMO $200 DUES-MEMBERSHIPS $3,300 OPERATING EXPENSES $15,262 $42,062 7.D.2 Packet Pg. 224 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 83 Film Office Continued $1,000 $4,300 $6,000 $12,000 200 $3,300 $15,262 FILM OFFICE BUDGET REGISTRATIONS TRAVEL CONTRACTUAL ADVERTISING & WEBSITE SPONSOR/PROMO DUES-MEMBERSHIPS OPERATING EXPENSES 7.D.2 Packet Pg. 225 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 84 UK/IRELAND MARKETING FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 Fund 184 OMMAC, LTD Service Fees $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 Travel $9,634 $17,534 $26,399 $26,399 $18,000 $18,630 $16,069 Registration Fees $2,495 $13,005 $8,570 $8,570 $9,000 $8,370 $8,600 Brochure Dist. $3,600 $4,900 $4,900 $4,900 $1,500 $4,800 $4,926 Sponsorships $7,500 $2,500 $500 $500 $5,000 $4,500 $6,100 Promotions & T O Co-ops $34,791 $39,961 $39,631 $39,631 $46,500 $34,880 $41,345 Expenses $1,800 $2,100 $0 $0 $0 $8,820 $2,960 TOTAL UK MARKETING $179,820 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 Monthly Service Fees $120,000 Travel & Registration Fees $12,129 Brochure Distribution $3,600 Sponsorships $7,500 Promotions & TO Co-Ops $34,791 Expenses $1,800 $179,820 $120,000$12,129 $3,600 $7,500 $34,791 $1,800 UK IRELAND REP MARKETING Monthly Service Fees Travel & Registration Fees Brochure Distribution Sponsorships Promotions & TO Co-Ops Misc Expenses 7.D.2 Packet Pg. 226 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 85 EUROPEAN MARKETING FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 Fund 184 DiaMonde Marketing, Europe Service Fee $120,000 $120,000 $120,000 $120,000 $120,000 $102,000 $102,000 Travel for Shows & Trainings $13,500 $18,000 $18,000 $18,000 $42,343 $17,000 $17,000 Marketing, Promotions, PR* $65,700 $73,400 $19,265 $19,265 $52,021 $26,974 $22,700 Tour Operator Co-Ops * $16,840 $50,000 $32,035 $32,035 -$45,000 $45,000 $45,000 PR and Media Events* $900 $2,818 $1,200 $1,200 $8,532 $3,775 $2,531 Trade Show Register* $30,000 $31,770 $0 $0 $2,650 $0 $5,769 Membership Dues* $2,280 $2,040 $0 $0 $2,262 $2,165 $2,000 Marketing & Promo by Diamonde $25,045 $35,553 $2,000 $2,000 $2,791 $3,086 $3,000 Miscellaneous Promotion Expenses $5,000 $11,500 $7,500 $7,500 $14,401 DiaMonde Total $279,265 $345,081 $200,000 $200,000 $200,000 $200,000 $200,000 Service Fee $120,000 Marketing & Promos Pd by CVB Directly* $115,720 Marketing & Promos Pd by Diamonde Directly $30,045 Travel for Shows/Training by Diamonde $13,500 $279,265 7.D.2 Packet Pg. 227 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 86 BRAZIL MARKETING – AVIAREPS FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 Fund 184 Service Fee $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 Advertising* $5,000 $10,000 $15,000 $15,000 $10,000 $30,000 $50,000 Co-Op Promotions* $5,400 $7,000 $14,000 $14,000 $40,000 $60,000 $50,000 Trainings $8,000 $6,000 $20,000 $20,000 $1,000 $4,000 $10,000 New Collateral* $5,000 $5,000 $5,000 $5,000 $5,000 $6,000 $10,000 Trade Show Register* $10,000 $12,450 $27,000 $27,000 $15,500 $58,000 $25,000 Fam Tours $3,000 $5,000 $15,000 $15,000 $10,000 $8,000 $15,000 Press Trips $4,800 $22,000 $12,000 $12,000 $21,000 Influencer Trips $3,000 $7,500 $14,000 $14,000 $6,000 Media Events* $700 $3,000 $2,000 $2,000 $3,000 $14,800 $20,000 Sales Missions- Travel $5,000 $3,000 $3,500 $3,500 $3,000 $25,000 Social Media-Zebra* $18,000 $18,000 $18,000 $18,000 $18,000 $30,000 OOP Expenses $1,000 $3,000 $5,000 $5,000 $3,000 TOTAL $118,400 $151,450 $200,000 $200,000 $185,000 $285,300 $229,500 Monthly Service Fee $49,500 Marketing & Media By AVIAREPS Direct $20,800 Marketing & Media by CVB Direct* $47,100 Expenses $1,000 $118,400 7.D.2 Packet Pg. 228 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) Convention & Visitors Bureau Destination Marketing Plan 2020 - 2021 87 Brazil Marketing Continued 7.D.2 Packet Pg. 229 Attachment: Marketing Plan 2021 Draft To TDC 9-28-2020 (13654 : FY 21 Tourism Marketing Plan) 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 10.A Item Summary: Marketing Partner Report Meeting Date: 09/28/2020 Prepared by: Title: – Tourism Name: Yasmith Yidi 09/21/2020 12:35 PM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/21/2020 12:35 PM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/21/2020 12:40 PM Tourism Jack Wert Director Completed 09/21/2020 2:09 PM Public Services Department Jennifer Reynolds Additional Reviewer Completed 09/22/2020 9:42 AM Corporate Business Operations Sean Callahan Executive Director Completed 09/22/2020 11:21 AM County Attorney's Office Colleen Greene Attorney Review Completed 09/22/2020 11:28 AM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 10.A Packet Pg. 230 Marketing Partner Reports September 2020 10.A.1 Packet Pg. 231 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Collier County Tourism Research Presented by: Research Data Services, Inc. September 2020 August 2020 Presented to: The Collier County Tourist Development Council 10.A.1 Packet Pg. 232 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 3 Economic Indicators 10.A.1 Packet Pg. 233 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 4 Collier Direct Leisure and Hospitality Employment (Calendar Year)* Jan.Feb.Mar.Apr.May Jun.Jul.Aug.Sep.Oct.Nov.Dec. 2016 29,000 29,700 29,700 29,000 27,500 25,900 25,000 24,800 24,800 26,300 28,500 29,300 2017 30,300 30,700 31,100 30,400 28,700 27,000 25,800 25,900 23,400 26,700 29,200 30,300 2018 30,700 31,600 31,700 30,400 29,000 27,400 26,400 26,200 26,100 27,800 30,300 31,000 2019 31,700 32,400 32,400 31,700 30,100 28,400 27,600 27,300 27,100 28,600 31,100 31,700 2020 31,400 31,800 31,700 19,900 20,700 22,800 22,700 23,400 15,000 20,000 25,000 30,000 35,000 MonthlyDirect Leisure and Hospitality Employment* SOURCE: Florida Department of Economic Opportunity, Labor Market Information, Current Employment Statistic Program (CES), Collier County Leisure and Hospitality Sector. (April 2018 through December 2019 employment projections revised as of March 16, 2020 reporting.) 2020 2016201720182019 10.A.1 Packet Pg. 234 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 5 Jan.Feb.Mar.Apr.May Jun.Jul.Aug.Sep.Oct.Nov.Dec. 2016 918,929 989,845 1,269,961 900,594 606,833 492,413 484,074 431,729 391,844 550,316 727,634 840,501 2017 892,905 946,079 1,252,124 1,032,783 629,321 528,383 530,428 481,185 327,466 581,317 767,064 873,494 2018 965,981 1,053,817 1,379,728 939,957 668,665 546,159 561,039 501,023 418,256 569,553 810,283 958,717 2019 1,050,093 1,117,409 1,482,239 1,111,558 725,754 586,319 570,977 526,519 460,869 638,922 876,703 1,077,818 2020 1,132,103 1,241,590 861,221 53,379 143,004 237,706 256,418 0 250,000 500,000 750,000 1,000,000 1,250,000 1,500,000 RSW Total Passenger TrafficCY 2016: 8.60 million (+2.8%) CY 2017: 8.84 million (+2.8%) CY 2018: 9.37 million (+6.0%) CY 2019: 10.23 million (+9.1%) CY 2020 to date: 3.93 million (-40.9%) Southwest Florida International Airport (RSW) Passenger Traffic 10.A.1 Packet Pg. 235 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 6 Year to Date 2020 January –August Collier Visitor Profile 10.A.1 Packet Pg. 236 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 7 Collier Tourism Metrics Year to Date 2020 (January –August) Number of Visitors Room Nights Economic Impact •950,100 •-29.5%∆ •1,219,400 •-30.4%∆ •$1,116,465,000 •-33.8%∆ 10.A.1 Packet Pg. 237 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 8 Collier Comp Set Occupancy ADR RevPAR 2020 % ∆2020 % ∆2020 % ∆ Naples MSA 45.3%-32.3 $255.44 -0.8 $115.76 -32.9 Naples Upscale 49.4%-34.1 $333.76 +0.8 $164.98 -33.5 Miami-Hialeah 48.6%-37.7 $209.73 +4.1 $102.00 -35.1 Florida Keys 58.2%-28.3 $299.40 +4.8 $174.30 -24.8 Ft. Myers 50.5%-30.0 $170.09 -0.1 $85.94 -30.1 Sarasota-Bradenton 51.6%-25.4 $143.24 -2.9 $73.89 -27.5 Clearwater 55.5%-28.6 $147.59 -11.7 $81.91 -37.0 St. Petersburg 52.7%-30.7 $152.55 -9.2 $80.46 -37.1 Palm Beach County 46.7%-36.8 $200.82 +2.9 $93.86 -35.0 Ft. Lauderdale 51.2%-34.1 $147.37 -3.5 $75.45 -36.4 SOURCE: SMITH TRAVEL RESEARCH, INC. YTD 2020 (January –August) 10.A.1 Packet Pg. 238 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 9 Collier Comp Set –Occupancy (%) SOURCE: SMITH TRAVEL RESEARCH, INC. YTD 2020 (January –August) Trans % ∆19-20 Grp % ∆19-20 Total Naples MSA 33.6%-20.7 11.7%-52.4 45.3% Miami-Hialeah 33.2%-42.9 10.8%-30.7 48.6% Florida Keys 51.7%-26.7 6.2%-39.4 58.2% Ft. Myers 39.8%-29.4 8.1%-42.9 50.5% Sarasota-Bradenton 42.6%-21.5 8.1%-40.6 51.6% Clearwater 45.8%-23.2 9.7%-46.1 55.5% St. Petersburg 43.4%-23.2 8.4%-54.3 52.7% Palm Beach County 33.4%-36.1 12.6%-37.6 46.7% Ft. Lauderdale 39.3%-31.7 9.0%-43.2 51.2% 10.A.1 Packet Pg. 239 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 10 Collier Comp Set –ADR ($) Trans % ∆19-20 Grp % ∆19-20 Total Naples MSA $250.89 -7.2 $269.09 +13.9 $255.44 Miami-Hialeah $211.65 +3.6 $254.08 +17.0 $209.73 Florida Keys $300.07 +4.4 $300.84 +8.1 $299.40 Ft. Myers $174.37 -2.6 $171.17 +17.4 $170.09 Sarasota-Bradenton $147.51 -3.4 $129.45 -3.3 $143.24 Clearwater $148.20 -14.9 $144.73 +0.6 $147.59 St. Petersburg $153.77 -12.5 $150.11 +1.8 $152.55 Palm Beach County $189.97 -4.0 $236.16 +20.5 $200.82 Ft. Lauderdale $143.45 -4.8 $176.07 +2.3 $147.37 SOURCE: SMITH TRAVEL RESEARCH, INC. YTD 2020 (January –August) 10.A.1 Packet Pg. 240 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 11 August 2020 Collier Visitor Profile 10.A.1 Packet Pg. 241 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 12 Visitation/Economic Impacts of Tourism Collier August 2020 Visitors 2020 93,100 2019 112,700 Room Nights 2020 122,400 2019 155,400 Economic Impact 2020 $80,753,900 2019 $98,949,500 August %∆ -21.2 %∆ -17.4 %∆ -18.4 10.A.1 Packet Pg. 242 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 13 Occupancy/Room Rates Collier August 2020 Occupancy 61.9%45.6%-26.3 ADR $153.60 $176.56 +14.9 RevPAR $95.10 $80.51 -15.3 2019 2020 % ∆ 10.A.1 Packet Pg. 243 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 14 Licensed Transient Lodging Units Licensed Transient Lodging Units 2019 2020 ∆% Hotel 5,622 6,267 +11.5 Motel 2,019 2,013 -0.3 Apartment/Vacation Rental 2,508 2,857 +13.9 Total Licensed Lodging Units 10,149 11,137 +9.7 Collier August 2020 * Source: Florida Department of Business and Professional Regulation (DBPR) 10.A.1 Packet Pg. 244 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 15 RDS Occupancy/ADR Collier August 2020 Midweek Weekend Occupancy 33.5%62.8% ADR $160.64 $195.31 August 2020 * Please note that 62.5% of properties responding provided usable midweek/weekend breakout data this month. 10.A.1 Packet Pg. 245 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 16 Visitor Metrics Collier’s August visitation originates from the following primary market segments: Collier August 2020 August Visitation 2020 Visitor #∆% Florida 76,156 +40.2 Southeast 5,027 -9.0 Northeast 3,724 -57.6 Midwest 4,283 -60.8 Canada*0 -100.0 Europe*0 -100.0 Other 3,910 -27.7 Total 93,100 -17.4 * August 2020’s Canadian and European visitation was too small to measure. 10.A.1 Packet Pg. 246 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 17 Collier Comp Set August 2020 Occupancy ADR RevPAR 2020 % ∆2020 % ∆2020 % ∆ Naples MSA 39.6%-22.7 $179.86 +11.5 $71.30 -13.8 Naples Upscale 44.8%-22.2 $237.93 +12.9 $106.70 -12.1 Miami-Hialeah 33.9%-52.5 $109.85 -25.0 $37.29 -64.4 Florida Keys 54.4%-22.9 $222.79 +2.6 $121.14 -20.9 Ft. Myers 42.9%-22.1 $122.95 +6.3 $52.74 -17.3 Sarasota-Bradenton 47.2%-12.1 $113.20 +3.9 $53.39 -8.7 Clearwater 51.2%-23.9 $123.68 -10.5 $63.28 -31.9 St. Petersburg 45.6%-27.9 $125.99 -7.2 $57.47 -33.1 Palm Beach County 38.8%-37.5 $127.23 +5.2 $49.32 -34.3 Ft. Lauderdale 45.3%-35.6 $95.48 -13.6 $43.29 -44.4 SOURCE: SMITH TRAVEL RESEARCH, INC. 10.A.1 Packet Pg. 247 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 18 Collier Comp Set –Occupancy (%) August 2020 SOURCE: SMITH TRAVEL RESEARCH, INC. Trans % ∆19-20 Grp % ∆19-20 Total Naples MSA 38.1%-5.1 1.6%-85.8 39.6% Miami-Hialeah 24.8%-58.7 4.7%-37.2 33.9% Florida Keys 52.2%-18.5 2.0%-67.2 54.4% Ft. Myers 40.1%-10.3 1.5%-83.0 42.9% Sarasota-Bradenton 40.1%-13.3 6.2%+2.8 47.2% Clearwater 47.8%-18.5 3.3%-60.9 51.2% St. Petersburg 40.9%-19.0 4.1%-64.4 45.6% Palm Beach County 30.1%-39.8 8.3%-23.3 38.8% Ft. Lauderdale 38.6%-31.2 5.2%-47.8 45.3% 10.A.1 Packet Pg. 248 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 19 Collier Comp Set –ADR ($) August 2020 Trans % ∆19-20 Grp % ∆19-20 Total Naples MSA $181.33 +8.0 $144.33 +4.7 $179.86 Miami-Hialeah $121.16 -19.2 $84.12 -41.0 $109.85 Florida Keys $223.40 +2.7 $216.85 +1.0 $222.79 Ft. Myers $125.83 +3.5 $96.79 +1.3 $122.95 Sarasota-Bradenton $119.46 +9.0 $80.62 -29.6 $113.20 Clearwater $126.77 -10.6 $79.39 -29.5 $123.68 St. Petersburg $129.22 -9.0 $95.27 -15.0 $125.99 Palm Beach County $107.15 -11.2 $203.66 +58.1 $127.23 Ft. Lauderdale $100.29 -10.9 $68.14 -38.1 $95.48 SOURCE: SMITH TRAVEL RESEARCH, INC. 10.A.1 Packet Pg. 249 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 20 Party Size/LOS This August, visitor party size averaged 2.8 travelers who stayed for 3.1 nights in the Naples, Marco Island, Everglades area (August 2019: 2.7 people; 3.6 nights). Collier August 2020 10.A.1 Packet Pg. 250 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09.18.20 21 Traveler Sentiment Study Pulse # 17 10.A.1 Packet Pg. 251 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEY METHODOLOGY As COVID-19 travel restrictions started to ease in the beginning of May of 2020,Research Data Services compiled our global email database of likely Florida travelers and began implementing a weekly Traveler Sentiment study designed to understand the opinions, concerns,and travel likelihood of potential visitors. In August,we updated the study to better address the current situation as people start to travel again. Because we are seeing significant tracking in the response matrix,we also restructured this research over a series of bi-weekly pulses. The results of Pulse 17 are based on 377 surveys completed from August 31 –September 13,2020. 2 10.A.1 Packet Pg. 252 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY READY TO GET OUT AND TRAVEL AGAIN? 27.7 22.1 6.3 23.0 21.7 16.4 30.2 25.0 6.6 19.5 18.0 12.8 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 I have already taken a trip(s)I currently have a trip booked I don’t have a trip booked, but I am ready to travel with no hesitations I am ready to travel, but feel some hesitations I need a little more time to be ready to travel I need a lot more time to be ready to travel What are your feelings currently: (Multiple Response) Pulse 16 (8/24-8/30)Pulse 17 (8/31-9/13) 3Q2a 10.A.1 Packet Pg. 253 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY READY TO GET OUT AND TRAVEL AGAIN? (cont.) 20.9 14.4 8.0 5.7 17.8 20.7 19.1 7.2 4.3 19.2 0.0 5.0 10.0 15.0 20.0 25.0 I won’t be ready to travel until there is a proven and widely distributed vaccine My financial situation does not permit me to travel currently My work commitments do not permit me to travel currently I have lost interest in traveling I am happier just doing things near me that do not involve overnight travel right now What are your feelings currently: (Multiple Response) Pulse 16 (8/24-8/30)Pulse 17 (8/31-9/13) 4Q2a 10.A.1 Packet Pg. 254 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY WHEN DO YOU THINK YOU WILL BE READY FOR TRAVEL? As soon as allowed 1 - 30 days 2 - 3 months 4 - 6 months 7 - 11 months 1 year or more Unlikely to travel Don't know P1-4 (5/4-5/31)13.5 14.6 16.8 14.6 8.7 10.9 0.6 20.2 P5-8 (6/1-6/28)14.0 11.3 19.0 17.2 7.0 8.7 1.2 21.6 P9-12 (6/29-7/26)16.2 8.1 16.9 16.3 7.6 14.4 0.6 20.0 P13 (7/27-8/2)13.3 6.7 17.4 16.0 8.4 13.7 1.2 23.2 P14 (8/3-8/9)16.6 5.7 19.0 14.2 7.7 14.3 0.0 22.6 P15 (8/10-8/16)15.7 7.8 17.1 16.1 7.9 15.6 0.0 19.9 Pulse 16 (8/24-8/30)0.0 17.8 22.2 16.6 16.2 9.7 1.3 16.2 Pulse 17 (8/31-9/13)0.0 25.1 14.1 16.1 12.2 15.8 1.3 15.4 0.0 5.0 10.0 15.0 20.0 25.0 30.0 How long are you likely to wait before you will travel again? 5Q16r * Prior to Pulse 16, this question was asked in the context of the length of time a respondent would wait to travel after travel restrictions were eased. In the revised survey, respondents are asked how long they are likely to wait before they travel again without a qualifier. In this context, the “as soon as allowed” category was removed from the revised survey. Pulse 1-15 data are provided here for context only. 10.A.1 Packet Pg. 255 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY CURRENT LEVEL OF TRAVEL READINESS (Pulse 17) 6 Not Ready to Travel: Red Light (Pulse 16: 33.0%) Some Indications of Travel Readiness: Yellow Light (Pulse 16: 31.9%) Ready to Travel (Next Three Months): Green Light (Pulse 16: 35.1%) 36.4% 28.9% 34.7% Q2a/Q16r 10.A.1 Packet Pg. 256 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY CHANGES OF PLANS 57.5 17.1 5.5 6.9 41.1 17.1 57.6 20.3 10.7 7.3 31.7 19.3 59.8 20.0 14.1 11.0 27.0 17.2 64.9 21.6 14.4 9.5 21.7 19.3 66.7 15.9 12.3 15.4 28.5 10.5 61.8 20.4 17.7 13.1 15.8 16.0 55.5 17.4 12.7 14.8 13.4 16.8 53.9 16.2 13.8 13.1 16.3 17.6 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 Canceled a trip Rebooked a trip for a later date Changed travel to a closer destination Was able to take planned trip Waiting to see if can take planned trip Did not have trip planned How has COVID-19 caused you to change travel plans: (Multiple Response) Pulse 1-4 (5/4-5/31)Pulse 5-8 (6/1-6/28)Pulse 9-12 (6/29-7/19)Pulse 13 (7/27-8/2) Pulse 14 (8/3-8/9)Pulse 15 (8/10-8/16)Pulse 16 (8/24-8/30)Pulse 17 (8/31-9/13) 11Q2r 10.A.1 Packet Pg. 257 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY CHANGES OF PLANS (cont.) 13.5 14.5 9.8 1.3 9.79.7 15.3 8.8 3.4 11.7 0.0 2.0 4.0 6.0 8.0 10.0 12.0 14.0 16.0 18.0 Changed travel to a less crowded, more remote destination Changed activities planned for trip Made trip shorter Made trip longer Changed mode of transportation How has COVID-19 caused you to change travel plans: (Multiple Response) Pulse 16 (8/24-30)Pulse 17 (8/31-9/13) 12Q2r 10.A.1 Packet Pg. 258 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SINCE THE PANDEMIC STARTED Trips (% Yes): Pulse 16 (8/24-8/30) Pulse 17 (8/31-9/13) Scheduled 41.4%44.3% Booked 36.4%44.4% Scheduled or Booked 47.3%52.4% Scheduled, but not Booked 10.9%8.0% Canceled 54.8%51.2% Taken 39.3%39.2% None of the Above 15.7%23.7% 13Q3a-d 10.A.1 Packet Pg. 259 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SINCE THE PANDEMIC STARTED How many trips have you:Overall One Trip Two or More Trips Green Light Scheduled 44.3%19.2%25.1%78.6% Booked 44.4%22.7%21.7%75.1% Canceled 51.2%35.7%15.5%50.7% Taken 39.2%22.0%17.2%65.8% 14 Nearly half (52.4%) of all Pulse 17 respondents report having either scheduled or booked a trip since the pandemic started. (Green Light: 83.6%) Of those that have scheduled, some 8.0%say they have not yet booked their trip. % of Pulse 17 Respondents Only 23.7% of Pulse 17 respondents do not report having engaged in any of these activities.Q3a-d 10.A.1 Packet Pg. 260 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SINCE THE PANDEMIC STARTED (cont.) 15 52.4% Scheduled or Booked a Trip 13.8% Taken (Not Canceled) 18.6% Both Canceled and Taken 13.0% Canceled and Not Taken 7.2% Neither Canceled or Taken Taken a Trip: 32.4% Not Taken a Trip: 20.2% 47.6% Have Neither Scheduled nor Booked a Trip 4.2% Taken (Not Canceled) 2.7% Both Canceled and Taken 17.0% Canceled and Not Taken 23.6% Neither Canceled or Taken Taken a Trip: 6.6% Not Taken a Trip: 40.8% All metrics are percentaged to total respondents. Please note that statistics may not add due to rounding. Pulse 17 Q3a-d 10.A.1 Packet Pg. 261 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY POST COVID-19 VACATION EXPERIENCES 16 2.3%4.1%20.2%42.3%31.1% Q3e % of Pulse 17 respondents who report having traveled since the pandemic started: 73.4% Good or Very Good (Pulse 16: 77.0%) 10.A.1 Packet Pg. 262 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEY REOPENING TRAJECTORY 17 REOPENING TIMING DRILL DOWN: % Too Quickly by Key Market Subsets (Compared to Previous Pulse) 33.3% (0.0 pts) Florida Residents 31.1% (-5.7 pts) < 46 Years Old 22.9% (-7.2 pts) Other U.S. 25.0% (-2.4 pts) 46 -64 Years Old 36.9% (+13.8 pts) International 27.6% (-0.6 pts) 65 + Years Old 26.0% (-0.9 pts) Collier Visitors * 26.3% (+6.0 pts) Male 28.6%(-6.2 pts) Female 6.9% (-3.6 pts) Green Light ** 29.1% (+2.8 pts) Yellow Light ** 46.7% (-7.1 pts) Red Light ** 47.8 30.5 15.5 6.3 42.5 35.1 16.2 6.2 51.8 30.7 12.3 5.2 56.3 24.9 12.5 6.3 53.2 28.1 12.9 5.7 48.8 26.6 18.5 6.1 29.7 38.0 22.9 9.3 27.9 41.3 21.8 9.1 Reopening is Moving: Too Quickly At the Right Pace Too Slowly Don't Know P1-4 P5-8 P17 P15 P13 P14 P9-12 P16 * Respondents who have visited the Naples, Marco Island, Everglades area over the past 5 years or are presently interested in visiting. ** An index of respondents’ overall expressed travel readiness.Q5 10.A.1 Packet Pg. 263 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEY REOPENING PERCEPTIONS 18 REOPENING STATUS DRILL DOWN: % Mostly Open by Key Market Subsets (Compared to Previous Pulse) 15.4%(-4.9 pts) Florida Residents 34.9%(+13.8 pts) < 46 Years Old 24.8%(+3.5 pts) Other U.S. 13.7%(-11.1 pts) 46 -64 Years Old 17.9%(-5.6 pts) International 21.6%(+5.1 pts) 65 + Years Old 27.0%(+8.2 pts) Collier Visitors * 25.4%(+3.2 pts) Male 19.8%(-0.1 pts) Female 33.3% (0.0 pts) Green Light ** 18.9% (-5.7 pts) Yellow Light ** 12.4% (+8.1 pts) Red Light ** 21.0 48.3 15.6 15.0 21.5 49.9 15.3 13.3 Things at destinations I am interested in are: Mostly Open Only Partially Reopened Mostly Closed Don't Know Pulse 16 Pulse 17 * Respondents who have visited the Naples, Marco Island, Everglades area over the past 5 years or are presently interested in visiting. ** An index of respondents’ overall expressed travel readiness.Q5b 10.A.1 Packet Pg. 264 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEY ONE WORD 19 When asked what ONE WORD best describes their feelings about travel right now,although the majority of respondents express trepidation, 24.6%use words like “interesting,” “therapeutic,”“longing,”“normal,” “pumped,”“happiness,”“now,”and “inexpensive.”(Pulse 1-4:18.1%; Pulse 5-8:17.5%;Pulse 9-12: 16.9%;Pulse 13:13.1%;Pulse 14: 15.1%;Pulse 15:17.4%;Pulse 16: 20.7%) Q6 Pulse 17 10.A.1 Packet Pg. 265 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY ONE WORD FLASH BACK: PULSE 1 20 10.A.1 Packet Pg. 266 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY FEELINGS OF SAFETY 25.7 38.3 58.3 22.3 23.1 25.8 18.6 21.6 51.3 35.9 23.0 56.0 30.4 40.3 61.0 21.1 23.0 26.6 20.4 20.2 46.6 33.1 18.5 58.7 30.9 40.3 57.8 19.6 22.8 26.6 22.8 18.8 46.3 33.1 19.4 61.6 30.2 34.3 51.5 17.3 24.0 32.8 19.1 23.0 45.7 32.9 29.4 59.6 32.9 35.6 52.8 22.2 29.9 36.0 22.5 16.5 37.2 28.4 24.7 61.3 37.0 44.4 63.3 25.4 29.0 29.2 20.5 27.6 34.0 26.4 16.2 47.0 43.0 48.6 66.0 24.7 18.8 28.3 20.8 26.2 38.2 23.1 13.2 49.1 43.2 48.5 68.3 29.0 20.6 26.7 16.3 22.8 36.1 24.8 15.4 48.2 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Safe (Rating 1 - 2)Rating 3 or D/K Not Safe (Rating 4 - 5) Dining in a restaurant Shopping (other than essentials)Participating in outdoor recreation Visiting indoor attractions 26Q12 Pulse 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 72.8%77.8%85.6%60.7% 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 Green Light: P17 (% Safe) 10.A.1 Packet Pg. 267 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY FEELINGS OF SAFETY (cont.) 16.2 52.8 46.8 19.3 16.9 23.5 18.5 15.0 66.9 23.7 34.7 65.7 18.3 55.1 48.0 19.1 16.4 24.0 23.5 17.2 65.4 20.8 28.6 63.7 15.6 47.9 40.3 15.2 13.8 30.1 19.6 12.8 70.6 22.0 40.2 72.0 15.7 41.9 35.5 15.0 17.2 32.0 24.6 14.5 67.1 26.1 39.9 70.5 17.2 44.5 40.6 20.4 16.8 33.0 27.2 17.1 66.1 22.5 32.2 62.5 18.9 51.1 43.5 20.7 18.1 27.5 26.0 16.7 63.0 21.4 30.4 62.6 14.8 55.3 54.1 17.5 20.3 26.1 22.0 19.3 64.9 18.7 23.9 63.1 20.2 59.3 61.6 23.4 21.1 20.6 13.2 16.0 58.7 20.1 25.3 60.6 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Safe (Rating 1 - 2)Rating 3 or D/K Not Safe (Rating 4 - 5) Attending a sporting event Visiting friends and relatives Going to the beach Going to a theme park 27Q12 44.9%81.1%80.4%45.1% Pulse 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 Green Light: P17 (% Safe) 10.A.1 Packet Pg. 268 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY FEELINGS OF SAFETY (cont.) 8.1 77.5 22.0 10.3 12.2 14.3 23.3 14.6 79.7 8.2 54.7 75.1 9.7 78.1 20.2 10.4 9.1 15.3 22.7 14.7 81.2 6.6 57.1 74.9 9.8 76.3 20.0 10.7 9.3 15.4 18.4 12.3 80.8 8.3 61.6 77.0 9.6 66.3 15.6 10.0 9.2 23.4 22.0 12.0 81.2 10.4 62.4 78.0 11.9 75.1 24.9 15.2 11.2 17.2 21.0 11.2 76.9 7.7 54.0 73.6 7.1 79.0 19.0 10.7 14.3 12.7 19.9 15.2 78.7 8.4 61.1 74.0 11.2 83.8 22.6 15.5 9.9 9.8 23.4 14.4 78.8 6.3 54.0 70.1 14.3 81.1 27.8 18.1 13.3 11.3 24.1 18.5 72.4 7.5 48.1 63.5 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Safe (Rating 1 - 2)Rating 3 or D/K Not Safe (Rating 4 - 5) Going on a cruise Traveling by car Taking a domestic flight Traveling internationally 28Q12 27.4%96.5%56.4%38.5% Pulse 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 Green Light:P17 (% Safe) 10.A.1 Packet Pg. 269 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY FEELINGS OF SAFETY (cont.) 12.0 21.4 34.316.1 25.6 24.5 71.9 53.0 41.2 11.6 20.2 31.214.6 28.1 31.6 73.7 51.6 37.2 11.9 19.7 28.611.5 22.5 27.4 76.7 57.8 44.0 11.4 18.2 29.113.4 24.9 27.3 75.2 56.9 43.6 14.0 21.0 30.1 12.8 20.9 27.1 73.2 58.1 42.7 13.5 24.2 30.3 13.1 22.0 23.2 73.4 53.9 46.5 12.8 23.2 42.414.0 31.0 27.3 73.2 45.8 30.3 17.8 30.9 42.313.4 25.3 26.3 68.9 43.8 31.5 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Safe (Rating 1 - 2)Rating 3 or D/K Not Safe (Rating 4 - 5) Attending a conference/convention Traveling to a new destination Traveling to a destination you have visited before 29Q12 Pulse 1-4 5-8 9-12 13 14 15 16 17 1-4 5-8 9-12 13 14 15 16 17 41.0%66.2%77.6% 1-4 5-8 9-12 13 14 15 16 17 Green Light: P17 (% Safe) 10.A.1 Packet Pg. 270 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SIGNS THAT IS SAFE TO TRAVEL 69.2 64.6 54.1 N/A 39.3 67.4 61.3 56.6 N/A 36.9 72.0 56.9 56.4 N/A 34.5 74.8 60.0 61.6 N/A 34.6 70.6 58.9 66.4 N/A 31.1 56.6 52.9 58.2 N/A 34.9 67.3 59.4 55.2 50.5 42.3 59.1 56.2 53.0 50.8 48.5 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 A vaccine being found Things reopening with no increase in cases Slowing spread of COVID-19 worldwide Destination is less crowded/more socially distanced Cancellation/refund policies What would persuade you it is safe to book a trip?(Multiple Response) Pulse 1-4 (5/4-5/31)Pulse 5-8 (6/1-6/28)Pulse 9-12 (6/29-7/19)Pulse 13 (7/27-8/2) Pulse 14 (8/3-8/9)Pulse 15 (8/10-8/16)Pulse 16 (8/24-8/30)Pulse 17 (8/31-9/13) 33Q15r 10.A.1 Packet Pg. 271 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SIGNS THAT IS SAFE TO TRAVEL (cont.) 55.1 25.7 N/A 39.6 N/A 53.8 30.0 N/A 32.0 N/A45.3 27.0 N/A 30.3 N/A 44.3 28.7 N/A 29.7 N/A41.0 31.8 N/A 33.8 N/A 41.8 23.0 N/A 31.8 N/A 43.1 43.8 30.2 35.6 26.3 41.0 37.0 36.0 31.7 30.1 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 New measures to make travel safer The number of coronavirus cases at your destination Destination offers more outdoor attractions and activities Travel restrictions being eased Access to a test that shows you have antibodies What would persuade you it is safe to book a trip?(Multiple Response) Pulse 1-4 (5/4-5/31)Pulse 5-8 (6/1-6/28)Pulse 9-12 (6/29-7/19)Pulse 13 (7/27-8/2) Pulse 14 (8/3-8/9)Pulse 15 (8/10-8/16)Pulse 16 (8/24-8/30)Pulse 17 (8/31-9/13) 34Q15r 10.A.1 Packet Pg. 272 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SIGNS THAT IS SAFE TO TRAVEL (cont.) 38.8 24.8 N/A 44.2 35.9 24.4 N/A 42.2 36.9 21.4 N/A 38.2 33.4 20.0 N/A 47.5 32.8 22.3 N/A 45.0 30.1 20.2 N/A 34.5 30.9 29.1 27.0 26.5 29.3 28.0 26.7 23.0 0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 A sustained 14 day decline in the number of new cases Health screenings at resorts Assurances that staff at resorts, restaurants, and attractions are vaccinated CDC reducing risk advisory levels What would persuade you it is safe to book a trip?(Multiple Response) Pulse 1-4 (5/4-5/31)Pulse 5-8 (6/1-6/28)Pulse 9-12 (6/29-7/19)Pulse 13 (7/27-8/2) Pulse 14 (8/3-8/9)Pulse 15 (8/10-8/16)Pulse 16 (8/24-8/30)Pulse 17 (8/31-9/13) 35Q15r 10.A.1 Packet Pg. 273 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEY LIKELIHOOD OF VISITING FLORIDA DESTINATIONS? 41 FLORIDA VISIT LIKELIHOOD DRILL DOWN: % More/As Likely by Key Market Subsets (Compared to Previous Pulse) 59.1% (-3.4 pts) Florida Residents 50.0% (+18.7 pts) < 46 Years Old 45.3% (+9.3 pts) Other U.S. 38.8% (+2.5 pts) 46 -64 Years Old 13.1%(-2.3 pts) International 34.2% (-9.0 pts) 65 + Years Old 48.4% (+3.2 pts) Collier Visitors * 49.2% (+2.0 pts) Male 36.7% (+4.4 pts) Female 72.5%(+16.2 pts) Green Light ** 23.9%(-5.0 pts) Yellow Light ** 23.2%(-2.2 pts) Red Light ** * Respondents who have visited the Naples, Marco Island, Everglades area over the past 5 years or are presently interested in visiting. ** An index of respondents’ overall expressed travel readiness.Q21 17.5 33.736.4 12.3 15.8 41.5 31.5 11.2 8.9 53.0 25.5 12.5 6.2 56.4 26.6 10.9 9.9 48.6 25.4 16.1 11.2 54.9 24.2 9.6 8.8 50.0 28.6 12.6 14.9 48.5 25.6 10.9 Likelihood of visiting Florida in the wake of the pandemic: More Likely Less Likely As Likely Don't Know P1-4 P5-8 P17 P15 P13 P14 P9-12 P16 10.A.1 Packet Pg. 274 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TRAVELER SENTIMENT SURVEYTRAVELERSENTIMENT SURVEY SCHOOL AGED CHILDREN 25.9% have school aged children at home (Pulse 16: 25.2%) 56.9% home/virtual school (Pulse 16: 64.3%) 63.8% feel schooling virtually opens up additional travel opportunities for their family (Pulse 16: 55.6%) 66.5% would consider traveling to a destination that offered educational experiences (Pulse 16: 53.0%) 43.1% traditional (Pulse 16: 35.7%) 46Q31-34 10.A.1 Packet Pg. 275 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing NO ADVERTISING REPORT THIS MONTH Paradise Advertising & Marketing, Inc. 10.A.1 Packet Pg. 276 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing National Public Relations Update TDC Meeting Services conducted from August 2020 10.A.1 Packet Pg. 277 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Media Highlights LHG PR EFFORTS –August 2020 Media Impressions: 38,190 Media Value: $826 10.A.1 Packet Pg. 278 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 25 Sports Destination August 3, 2020 UMV: 36,300 Media Value: $726 As a result of: Press Release Media Highlights 10.A.1 Packet Pg. 279 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 26 Golf Coast Magazine August 26, 2020 UMV: 1,890 Media Value: $100 As a result of: E-Newsletter Media Highlights 10.A.1 Packet Pg. 280 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing COVID-19 Crisis Communications CORONAVIRUS SPECIAL EDITION, PARADISE COASTLINES •Continued bi-weekly newsletters •LHG and Client conducted Zoom webinars to substitute for weekly newsletter. CORONAVIRUS BI-WEEKLY CONFERENCE CALLS •Client, LHG and Paradise Advertising team participated in bi- weekly calls to go over any new updates in destination related to COVID-19. 10.A.1 Packet Pg. 281 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing PARTNERING WITH LOCAL INFLUENCERS •We’ve had a few visits fall through that involved press from outside the area, so will be focusing on local influencers with a larger reach for our first visits. •We’ve received feedback culinary is not a major focus for hotels right now with dining outposts not operating as normal. •Upcoming “visits” •The Flohemian, Mandy Mizell •Travlin Mad, Lori Sorrentino •Sarah Rose Walters, Sarah Rose Walters Media Visits 10.A.1 Packet Pg. 282 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Projects/Media Outreach PITCHING: •Fall, outdoor activities •Stone Crab season •Everglades National Park •Golf •Socially-distant experiences PRESS RELEASE: GOOD NEWS ROUND-UP •LHG developed press release promoting: •The Ritz-Carlton, Naples renovations •New air service •Paradise Pledge 10.A.1 Packet Pg. 283 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Paradise Advertising Digital & Social Media 10.A.1 Packet Pg. 284 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing $300k TOTAL MEDIA SPEND Last Month (Aug 1 -31)c $265.3k ▲170 %Compare: $ 98.3k $290k $280k $270k $ 2 60k A u g 1 4 1 6 1 9 My custom metric 22 25 2 8 Aug 31 TOTAL MEDIA IMPRESSIONS Last Month (Aug 1-31) c 19.89M ▲151 % Compare:7.92M 20M 1 9 . 5M 19 M 1 8 . 5M 18 M Aug 1 4 7 10 16 1 9 My custom metric 22 25 2 8 Aug 31 August saw the continuation of the Phase 2 campaign with the Resilient and Reluctant Traveler media strategy,and our Only Paradise Will Do messaging. Display: The Resilient Traveler segment delivered a strong .25%CTR with the top vendor being Expedia with a .64%followed by Acuity with their sophisticated travel-intender capabilities delivering a .27%CTR. The Reluctant Traveler segment delivered a .15% CTR, still strong but as expected a little less than the more eager Resilient Traveler. The top vendor in this segment is DigDev with the digital banners retargeted to those who received our paid email blast,followed by Conversant and the Florida newspaper sites both with a .15%CTR. Video: Overall,our video was viewed to completion 2.2M times in August.There was a 76.9%VCR. Two Resilient vendors ran video -Division D and TravelSpike,and the overall Resilient VCR was 80.2%,well above our 68%goal. Division-D was the top vendor with 81%. Fro Reluctant there were 2 on top,HULU and Scripps,both our streaming vendors,with a 98.6%VCR.They were followed closely by Samba,the second screen targeting tactic,with an 85.4%VCR. Of the Phase 2 banner creative,LGBTQ is currently delivering the top CTR with a .46%CTR,followed by Luxury with a .26%. Of the Phase 2 video creative,the "Only Paradise Will Do" video is the top performer with a 84%CTR ("Make Up for Everything"is not far behind at an 81%CTR). NOTE FROM SEP 10 7:24 PM Total Clicks Last Month 48,393 TOTAL CLICKS Last Month c DIGITAL MEDIA CTR Last Month c Last Month 0.24% Digital Media Performance Sep 15, 2020 at 05:08 AMK 10.A.1 Packet Pg. 285 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TOP SOURCES/MEDIUMS Last Month c Source Last Month Δ google /organic 39,550 ▼2 8 % google /cpc 18,720 ▲3 0 % pinterest.com /referral 7,900 ▼1 1 % digdev /email 7,490 ▲7 8 % acuity /display 6,992 ▲5 1 % (direct) /(none)6658 ▲1 1 % For the month of August in Analytics we had a 44.37% increase in Users versus the year prior. A 47.78% increase in New Users, 43.39% increase in Sessions and a 23.71%increase in Pageviews.We only had a 1.40% decrease in sessions per user and a 6.49% decrease in Bounce Rate. Website Campaign Tra c Sep 15, 2020 at 11:31 AMK 10.A.1 Packet Pg. 286 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Aug 1 4 7 16 25 28 Aug 31 0 30k 60k 90k 120k 10 13 Impressions (QB) 19 22 Previous (Jul 1 -31) IMPRESSIONS Last Month (Aug 1 -31)c 1.56M ▲3 ,390% Compare: 0.04M POST ENGAGEMENT Last Month (Aug 1 -31)c 713.3k ▲5 ,445% Compare: 12.9k 50,000 37,500 25,000 12,500 0 Aug 1 7 13 19 25 Aug 31 Post Engagement (QB) Pr evious (Jul 1 -31) In the month of August, we continued running the Culinary and Evergreen campaigns after pausing the ads in July due to the Facebook boycott. During August, we generated 1.56 million Impressions and 713,300 Post Engagements. The CTRs are lower than we'd like, registering at 0.9% for the Evergreen and 0.79% for the Culinary, just below the 0.9% average. We look to improve on those CTRs in September as these campaigns near the end. LINK CLICKS BY CAMPAIGN Campaign Last MonthΔ CCT 0766 Summer Evergreen Phase 2 Tra c (23845164904820191)4,160 CCT 0787 Summer Culinary Relaunch Video Views (23845179521010191)1,288 CCT 0766 Summer Evergreen Phase 2 Video Views (23845100418890191)917 CCT 0787 Summer Culinary Relaunch Tra c (23845265611960191)396 Last Month c CCT 0766 Summer Evergreen Phase 2 Tra c (23845164904820191)0.90% CCT 0787 Summer Culinary Relaunch Tra c (23845265611960191)0.79% CCT 0787 Summer Culinary Relaunch Video Views (23845179521010191)0.24% CCT 0766 Summer Evergreen Phase 2 Video Views (23845100418890191)0.18% CTR (LINK CLICK-THROUGH RATE) BY CAM… Last Month c Campaign Last MonthΔCampaignLast MonthΔ CCT 0766 Summer Evergreen Phase 2 Tra c (23845164904820191)10 CCT 0787 Summer Culinary Relaunch Tra c (23845265611960191)7 CCT 0787 Summer Culinary Relaunch Video Views (23845179521010191)0 CCT 0766 Summer Evergreen Phase 2 Video Views (23845100418890191)0 POST COMMENTS BY CAMPAIGN Last Month c Campaign Last Mont hΔ CCT 0787 Summer Culinary Relaunch Tra c (23845265611960191)14 CCT 0766 Summer Evergreen Phase 2 Video Views (23845100418890191)1 CCT 0787 Summer Culinary Relaunch Video Views (23845179521010191)1 CCT 0766 Summer Evergreen Phase 2 Tra c (23845164904820191)0 POST SHARES BY CAMPAIGN Last Month c Facebook Ads Sep 15, 2020 at 01:15 PMK 10.A.1 Packet Pg. 287 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing NAME IMPR. LGBTQ 0825 52,300 6.35 Meetings & Sports Planners0807 89,023 1.25 Leisure Golf 0800 270.6k 1.19 Weddings 0803 97,223 0.79 Phase 2 Recovery 0767 1.89M 0.57 Inspirational 0767 0 CONSUMER LEISURE 2020 -0767 0 CAMPAIGNS OVERVIEW Last Month (Aug 1 -31)c AVG. CPC Last Month (Aug 1 -31)c $0.51 ▼7 % Compare: $0.55 3 5 7 9 11 21 23 25 27 29 Aug 31 0 Aug 1 120k 90k 60k 30k 13 15 Impressions 17 19 Previous (Jul 1 -31) IMPRESSIONS Last Month (Aug 1 -31)c 2.4M ▲56 % Compare:1.54M 7 Aug 31 180 Aug 1 340 500 660 820 CLICKS Last Month (Aug 1 -31)c 19,246 ▲30 % Compare:14,852 IMPRESSION HEAT MAP Last Month (Aug 1 -31)c Sat Sun Mon Tue Wed Thu Fri No value 34,515 119.7k 2.4M Total Phase 2 Recovery.. 78.8% 13 19 25 Clicks Previous (Jul 1 -31) LGBTQ 0825 2.2% Meetings &Sports.. 3.7% Weddings 0803 4.1% Leisure Golf 0800 11.3% IMPRESSION BY CAMPAIGN Last Month (Aug 1 -31)c Paid Search -Google Sep 15, 2020 at 01:14 PMK 10.A.1 Packet Pg. 288 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TOURIST TAX COLLECTIONS Collier County Tax Collector 10.A.1 Packet Pg. 289 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 290 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 291 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 292 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 293 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing PARADISECOAST.COM MONTHLY REPORTING August 2020 10.A.1 Packet Pg. 294 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing EXECUTIVE SUMMARY Traffic by Medium August 2020 With 122,911 visits, traffic grew 43% YoY and 11% MoM in August, giving it the highest number of visits seen in August to date. This is due in large part to a 78% boost in campaign traffic, which negatively impacted engagement metrics. While all SITs saw a notable MoM boost, all but one were down YoY. Organic traffic (+4% YoY) was the second-largest medium. Referrals saw a 162% YoY increase, though the vast majority of these stemmed from Pinterest and had a 94% Bounce Rate. All SITS saw double-digit MoM increases, but the only SIT to go up YoY was Hotel Listings Pageviews. The two largest sources of in-state traffic were Miami-Fort Lauderdale and Tampa-St. Pete. With nearly 42,000 views and a 79% bounce rate, the most-viewed page in August was Explore Naples Safely. 10.A.1 Packet Pg. 295 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing GOOGLE ANALYTICS 10.A.1 Packet Pg. 296 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing TOTAL SITE TRAFFIC, PAGEVIEWS & ENGAGEMENT Performance (YOY) o Total Visits: 122,911 43% o Total Unique Visitors: 106,099 44% o Total Pageviews: 185,613 24% o Average Time on Site: 1:00 24% o Overall Bounce Rate (BR): 69% 7% o Homepage Bounce Rate: 65% 19% 10.A.1 Packet Pg. 297 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o Total Visits: 913,635 1% o Total Unique Visitors: 752,203 0% o Total Pageviews: 1,471,403 8% o Average Time on Site: 1:11 10% o Overall Bounce Rate (BR): 61% .1% o Homepage Bounce Rate: 64% .2% YEAR-TO-DATE SNAPSHOT Performance (Year to Date) 10.A.1 Packet Pg. 298 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing SIGNALS OF INTENT TO TRAVEL (SITS) o Guide Orders: 404 35% o E-Guide Views: 117 39% o E-Newsletter Sign Ups: 207 10% o Hotel Listing Views: 2,585 34% o Deals Page Views: 2,110 21% Goal Completions (YOY) 10.A.1 Packet Pg. 299 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing BOOK DIRECT PERFORMANCE o BookDirect Widget Searches: 1,170 1,215 o BookDirect Click-Thrus (Referrals to Properties):809 1,020 o Average Time Spent on Results Page (All Devices): 3.7 min 1.2 min o Bounce Rate (BR): 12.46%81% o Search-to-Referral Ratio: Overall:69%84% Desktop:125%236% Mobile:35%38% Activity & Engagement (YOY)AUGUST 2020 AUGUST 2019 10.A.1 Packet Pg. 300 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing MOBILE, TOP PAGES & GEO MARKETS o Mobile Traffic: 72% of total traffic, including tablets o Most Viewed Pages: (1)Explore Naples Safely page, (2) Homepage, (3) Coronavirus Information page, (4) Celebrities on Marco Island article, (5) eNewsletter Signup page o Top State Markets: Florida, Georgia, New York, Texas, Illinois o Top City Markets:Miami-Ft. Lauderdale,Tampa-St. Pete,Naples-Ft. Myers, Orlando, Atlanta o International Sites (YOY Comparison): •GERMAN: Visits (477) down 61%, time on site (1:05) down 42%, BR (69%) up 27% •PORTUGUESE: Visits (176) down 56%, time on site (2:06) down 22%, BR (65%) up 28% •SPANISH LANDING PAGE: Pageviews (140) down 25% 10.A.1 Packet Pg. 301 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing CORONAVIRUS INFORMATION PAGE ç ç ç ç Performance (August only) o Total Pageviews: 8,531 o Total Unique Pageviews: 7,493 o Entrances: 6,324 o Average Time on Page: 3:36 o Page Bounce Rate (BR): 66% o Primary Source: Organic (6,649) 10.A.1 Packet Pg. 302 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing PARADISE IN PLACE PAGE ç Performance (August only) ç o Total Pageviews: 853 o Total Unique Pageviews: 687 o Entrances:256 ç ç o Average Time on Page: 3:27 o Page Bounce Rate (BR): 52% o Primary Source: CPC (271) 10.A.1 Packet Pg. 303 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing SAFE EXPLORATIONS PAGE ç Performance (August only) ç o Total Pageviews: 41,968 o Total Unique Pageviews: 31,657 o Average Time on Page: 1:15 ç ç o Page Bounce Rate (BR): 79% o Exit Rate: 74% o Primary Source: Display (26,112) 10.A.1 Packet Pg. 304 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing ORGANIC TRAFFIC 10.A.1 Packet Pg. 305 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing ORGANIC TRAFFIC o Organic was the second largest source of traffic in August, making up 33% of all traffic and driving 40,847 visits o Compared to 39,234 visits in August 2019, organic traffic was up 4% YOY o The organic bounce rate was 52%, which was the lowest bounce rate of the four traffic mediums 10.A.1 Packet Pg. 306 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing PERSONALIZED WEBSITE CONTENT 10.A.1 Packet Pg. 307 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o Total Impressions:54.2K o Total Clicks: 2.7K o CTR: 4.66% PERSONALIZED CONTENT August Activity 10.A.1 Packet Pg. 308 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o Drive Market (FL, GA, SC) o Impressions: 9,130 o CTR: 1.48% o Drive Market (ATL ) o Impressions:1,266 o CTR: 1.26% PERSONALIZED CONTENT o Local Market o Impressions:1,291 o CTR: 1.55% 10.A.1 Packet Pg. 309 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o NYC o Impressions: 844 o CTR: 1.42% o Midwest General o Impressions:982 o CTR: 2.95% PERSONALIZED CONTENT o Northeast General o Impressions:1,731 o CTR: 1.79% 10.A.1 Packet Pg. 310 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o Default/US o Impressions: 5,489 o CTR: 2% PERSONALIZED CONTENT o Fly Market (Chicago) o Impressions:786 o CTR: 2.93% 10.A.1 Packet Pg. 311 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o International –Germany o Impressions: 67 o CTR: 5.97% o International –Brazil o Impressions: 84 o CTR: 5.95% PERSONALIZED CONTENT o International –UK o Impressions: 117 o CTR: 2.56% 10.A.1 Packet Pg. 312 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing o Impressions:31,548 o Clicks: 1,918 o CTR: 6.08% PERSONALIZED CONTENT Fly In: E-News Promo 10.A.1 Packet Pg. 313 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing PERSONALIZED CONTENT o Impressions:2,425 o Clicks: 369 o CTR: 15.22% Fly In: COVID-19 Events 10.A.1 Packet Pg. 314 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing PERSONALIZED CONTENT Pages Per Visit o Didn’t see PC: 1.2 o Saw PC: 3.2 81% o Clicked PC: 5.5 216% PC = Personalized Content Average Time Spent o Didn’t see PC: 0:35 o Saw PC: 3:10 141% o Clicked PC: 5:15 299% Bounce Rate o Didn’t see PC: 78% o Saw PC: 30% 53% o Clicked PC: N/A August Engagement 10.A.1 Packet Pg. 315 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing RECOMMENDATIONS & KEY INSIGHTS ●To continue driving organic traffic around high-opportunity keywords, we recommend creating deeper content on narrow topics such as: SEARCH VOLUME (monthly)CURRENT PAGE RANK ●Nature parks near me 14,800 N/A ●Mercato Naples 2,900 8 ●Ten Thousand Islands 2,900 10 ●Naples Florida Vacation Rentals 1,300 11 ●Naples Florida parks 880 14 ●Naples Sunset Cruises 590 19 ●Naples Paddleboarding 320 6 ●To optimize for engagement and keep content as relevant, timely and valuable as possible, consider: ●Creating feature content around safe/responsible travel and social distancing: (1) Itinerary: Safe Travels in Paradise, (2) Secluded Beaches, (3) Where to Buy a Mask ●Maintaining COVID-appropriate copy to key landing pages and articles: (1) Beaches, (2) Outdoors, (3) Boating, (4) Dining, (5) Naples Zoo article 10.A.1 Packet Pg. 316 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing ON LINE HOTEL BOOKING SERVICES Book Direct-JackRabbit Systems 10.A.1 Packet Pg. 317 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 318 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Brazil Social Digital Report Zebra 10.A.1 Packet Pg. 319 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 320 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 321 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 322 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 323 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing Collier County Museums No Visitation Reports This Month 10.A.1 Packet Pg. 324 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing THANK YOU Questions? 10.A.1 Packet Pg. 325 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 10.A.1 Packet Pg. 326 Attachment: MARKETING PARTNER RPT Aug Activity for Sept TDC (13651 : Marketing 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 11.A Item Summary: Tourism Staff Report Meeting Date: 09/28/2020 Prepared by: Title: – Tourism Name: Yasmith Yidi 09/21/2020 12:27 PM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/21/2020 12:27 PM Approved By: Review: Tourism Yasmith Yidi Tourism Division Completed 09/21/2020 12:28 PM Tourism Jack Wert Director Completed 09/21/2020 2:10 PM Public Services Department Jennifer Reynolds Additional Reviewer Completed 09/22/2020 9:36 AM Corporate Business Operations Sean Callahan Executive Director Completed 09/22/2020 11:20 AM County Attorney's Office Colleen Greene Attorney Review Completed 09/22/2020 11:29 AM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 11.A Packet Pg. 327 DIRECTOR ACTIVITIES- Jack Wert- August 2020 PERIOD AT A GLANCE 2020 2019 Number of Advocacy Contacts 6 9 Number of Trade Show/Conferences 0 4 Number of Tourism Industry/Inter Div. 8 11 Number of PR Interviews/Communications 15 6 5 Advocacy • Collier Chapter - Florida Restaurant & Hotel Association Board Meeting • Collier County Corporate Business Meeting • Destinations International Advocacy Committee Meetings • Gulf Coast Regional CVB Conference Call on Coronavirus response plans • Florida Sports Organizations Conference Call on status of events • Leadership Collier Class Champions Committee meeting Trade Shows/Tourism Industry Conferences • No trade Shows in August due to COVID-19 cancellations Tourism Industry & Intra-Division Meetings • Virtual Meetings with Partners on COVID Recovery plan • Parks & Recreation Sports Weekly Event Review • Destinations Intl Education Committee Virtual Meetings • COVID-19 Update Meetings with Brazil, UK and Europe reps on recovery planning • FGCU Resort & Hospitality Management virtual meetings with Advisory Board and FGCU Administration • Arts, Culture & Recreation Task Force meeting to discuss Strategic Plan implementation status • IT monthly meeting to discuss FY 21 budgeted projects • Destinations Florida Nominating Committee meeting Public Relations/Communications • Media interviews on tourism issues: WINK; NBC-2; ABC-9; Naples News, Bob Harden Radio • Conference calls with Lou Hammond Group and Paradise Advertising on Coronavirus response plans • Conference Calls with US Travel Assoc, Florida Restaurant & Lodging Assoc; Destinations International, Destinations Florida, Brand USA, State ESF -18, Collier Emergency Management on COVID and Tropical Storms Promotional Activities/Special Events • Tourism Industry Annual Marketing Summit to discuss 2021 destination promotion plans Promotional Activities/Special Events 1 11.A.1 Packet Pg. 328 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) GROUP MEETING SALES REPORT Provided by Synergy-Connect Midwest Reps August 1 - 31, 2020 2019 2020 Number of Meeting Planner Contacts 75 75 Number of RFP leads sent 10 1 Number of Groups booked 1 Total Room Nights/Econ. Impact for Period booked 510 RN Number of RFP Enhancement (RFPE) Requests Number of RFPE’s to Contract Site Visits & FAMS Number of Shows Attended 3 2 Virtual Shows RFPs Event Name Organization Contact State Event Date Total Room Nights Specialty Pharmacy 2021 President’s Club United Healthcare Tara Champagne MN July 2021 223 EVENTS ATTENDED ● Due to the pandemic and subsequent stay at home orders, most of the industry in person events were cancelled or postponed. We have been attending virtual events ● MPI Membership Mondays ● Attended CVB Annual Marketing Summit on 8/19 ● August 25 - Completed Cvent certification ● August 25 - IBTM Americas Virtual Summit ● August 25 - 26 - Cvent Connect education and networking PROSPECTING and OTHER ACTIVITIES ● Entering a new phase of prospecting and getting a pulse on the industry. We will begin sending planners updates on the destination and which hotels are open. ● Eblasts to approximately current 2500 planners in our database ● Ongoing Email follow up for Cvent RFPs received since January 2020. ● New LinkedIn Connections with Midwest planners and notes. ● Follow up with Prestige Meetings and Maritz. We had presentations scheduled for earlier this year which were cancelled due to the teams being furloughed. They are not quite ready for us to present yet. We will continue trying to reschedule, as these are very important accounts. ● Follow up with HB, ConferenceDirect, MotivAction, as well as other third-party planners to find out the status of their jobs, events, etc. We will continue reaching out to the planners. 11.A.1 Packet Pg. 329 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) LOOKING AHEAD ● We are working on a new travel and trade show schedule for future shows. ● Planning a new virtual experience for October in the Everglades - speaking with Wooten’s and Ivy House - date TBD ● Reaching out to hotels for Virtual Tours in September ● GMITE October has been postponed or cancelled - waiting on details, but definitely not happening in person in October. ● Experient Show rescheduled for November - details TBD ● SITE Young Leader Virtual Conference - September 28-30 ● PLANET IMEX October ● SITE NITE - October 12 ● MPI Membership Mondays ● MPI Chicago Trivia Night virtual networking event - September ● SITE Midwest Virtual Roadshow - September 16 ● Haute Dokimazo Age of Conversation Summit - Education and networking event September 9 (close to 1200 registered) MARKETING ● Engaging buyers through periodic LinkedIn posts by Shannon ○ Seashell post ■ 202 views ○ Inn on Fifth post ■ 452 views ○ Health & Safety post ■ 364 views ● September Direct Mail campaign - sending Clyde Butcher postcards to meeting planners met at previous tradeshows and events. This is a nice touch point to remind them we are here! 11.A.1 Packet Pg. 330 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) TRAVEL INDUSTRY & LEISURE MARKET SALES REPORT Claudia Cianfero – Travel Industry Sales Manager August 1 – 31, 2020 PERIOD AT A GLANCE 2019 2020 Number of Travel Agent Contacts 0 177 Number of Tour Operator Contacts 23 12 Number of FAM’s/Site Visits 0 0 Number Trade Shows Attended 1 0 Sales Mission 0 EVENTS RECAP • • August 19, 2020 - CVB Annual Marketing Summit – This is our annual partner meeting where we met at LaPlaya Beach Resort to brainstorm and work on the FY21 marketing plan. We had our first hybrid meeting with some attended join through zoom. • • August 27, 2020 – Fort Myers/Naples presentation to the Visit USA Argentina travel agent members. It was a great turnout with 177 agents in attendance. We updated on the safety protocols in place, Paradise Pledge and presented the destination. • Webinars and Meetings: • ASTA weekly Zoom Meetings: Continued to attend the South Florida Chapter zoom meetings for updates in South Florida. • • Connect weekly Zoom Meetings: Continued to attend the Connect Travel webinars with tour operators from the United States, Canada and International companies. • 8/4/2020 – Navigating Leisure Travel Trends and How they are Shaping the Future of Travel 11.A.1 Packet Pg. 331 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) • 8/4/2020 – Tourism jobs – Inaugural virtual stream in conjunction with La Cita • 8/4/2020 - GoToWebinar - Cares Act 2 Update • 8/5/2020 – Zoom meeting: Diamond monthly zoom update • 8/6/2020 – GoToWebinar - Accelerating Recovery with the Let's Go There Campaign • 8/6/2020 – Zoom meeting: Visit USA Committee Argentina • 8/11/2020 –Expedia - Accelerate Recovery through Travel Advertising • 8/13/2020 - MPI Tampa August Virtual Education- Master Your Crisis Management Playbook like a Pro • 8/13/2020 – Zoom Meeting – Visit USA Argentina weekly meeting • 8/14/2020 – Zoom Meeting – Preferred Travel brainstorming ideas on how to work together • 8/18/2020 – Zoom Meeting- Brand USA Global Marketplace and Travel Week Europe • 8/18/2020 – Brand USA Covid-19 Research Update • 8/18/2020 - Luxury Travel Now and Post COVID-19 Pandemic • 8/24/2020 - 2021 Travel & Adventure Show Update: Florida • 8/25-26/2020 - IBTM Americas Virtual Summit 2020 • 8/26/2020 - GBAC STAR Health and Safety Preparedness for Destinations - GBAC STAR Health and Safety Preparedness for Destinations LATAM Update • The following webinars have been confirmed by the West Coast Coalition • Visit USA Uruguay: • Naples & Ft. Myers 10 SEP 2 pm EST Time • Tampa y Visit SPC 17 SEP 2 pm EST Time • Visit Florida Colombia • Naples Presentation 21 SEP • Visit Florida México: • Visit SPC & Naples 23 SEP 12 pm EST Time • Tampa 30 SEP 12pm EST Time 11.A.1 Packet Pg. 332 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) PERIOD AT A GLANCE 2019 2020 Number of Travel Agent 0 25 Number of FAM’s/Site Vi i 1 0 Number of Meeting Planners 0 12 0 1 0 Number of RFP’s Received 0 38 Specialty Markets Michelle Pirre - Sales Assistant 8/10/2020-9/10/2020 Specialty Markets Due to the COVID-19 crisis, all travel and related trade shows were cancelled, so there are no activities to report. Webinars and meetings attended • August 11,2020 – American Traveler Trends Forum • August 12, 2020 – Meetings Today – The Future of In- Person Events: Safer Event Experience • August 19, 2020 – CVB Annual Marketing Summit • August 24, 2020 – 2021 Travel & Adventure Show Update • August 26, 2020 – How to Hybrid-Plan a safe, engaging Hybrid Event • September 2, 2020 – Partner Recovery Call • September 2, 2020 – Group Sales Internal Controls • September 10, 2020 – Hybrid Revelation Summit • September 10, 2020 – Train Preferred Travel Destination Weddings Prepared all collateral for Destination Wedding Virtual Expo for September 23-24, 2020 Assisting county clerk with Valentine Group Wedding ceremony. LGBTQ Specialty Market Assisting Naples Pride with VIP Open House for Community Leaders set for October 3, 2020, 12pm-4pm. The CVB will be hosting the President and CEO of the International Gay & Lesbian Travel Association (IGLTA) who will attend the Pride Center Open House and tour the destination. Host hotel-LaPlaya Beach & Golf Resort. 11.A.1 Packet Pg. 333 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) SPORTS MARKETING-Nikki King No Activity in August due to COVID-19 cancellations of events. Our September activity report will have some activity to report. 11.A.1 Packet Pg. 334 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) 11.A.1 Packet Pg. 335 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) PR & COMMUNICATIONS- August Activity Following is a summary of services conducted by Lou Hammond Group in support of the in house PR Staff MEDIA HIGHLIGHTS Sports Destination August 3, 2020 UMV: 36,300 Media Value: $726 As a result of: Press Release Golf Coast Magazine August 26, 2020 UMV: 1,890 Media Value: $100 As a result of: E-Newsletter Media Impressions: 38,190 Media Value: $826 MEDIA VISITS Overarching Strategy With new guidelines and much of the state reopening, LHG and Client have agreed to begin targeting in- state media (with the exception of south Florida) to welcome to the destination. Daily Mom, Elena Ollick Blogger is based in Naples and interested in staycation experience. M. Power began outreach to coordinate activities, dates for experiences are TBD. Shop Dandy, Danielle Stackhouse – Pet-friendly, lifestyle LHG held multiple conversations with Stackhouse about a late August/September visit. Despite multiple follow-ups, Stackhouse has stopped responding to emails about visit. Trip is postponed. Bill Cooper – Postponed Journalist is interested in visiting Everglades City for outdoors-centric coverage, specifically fishing and fly fishing. Contributes to Outdoor Life, Game and Fish, Cabelas Outfitter Journal, Bass Pro Shops, Southerntrout.com and has his own radio show on ESPN 107.3 in Missouri. LHG secured accommodations at Ivey House and began work on itinerary development. Trip is postponed after Cooper was forced to quarantine following exposure to COVID-19. 11.A.1 Packet Pg. 336 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Local Social Media Influencers LHG and Client identified locally-based social media influencers to partner with in October to help get the open for business messaging out. COVID-CRISIS COMMUNICATIONS BI-WEEKLY CALLS LHG implemented bi-weekly calls to keep entire team abreast of all updates and action items. STRATEGIC PLAN LHG has moved into phase two of the strategic three-phase plan. This phase comprises of preparing for a return to travel and beginning to look at regional/in-state media to invite to the destination. MEDIA MONITORING LHG monitoring local and regional Florida media outlets, as well as national outlets reporting on COVID-19 situation and its impact on the state of Florida. SPECIAL EDITION PARADISE COASTLINES, CORONAVIRUS UPDATES LHG drafted and deployed bi-weekly special edition of newsletter inclusive of COVID-19 updates, closures and other relevant news. LHG distributed Paradise Coastlines e-newsletters: 6/10, 6/25 PROJECTS/MEDIA OUTREACH ANNUAL MARKETING MEETING – AUGUST 19 C. Topkin, C. Nelson and T. Gallagher, Maria Power and Buzzy Ford participated in all-day planning meeting via Zoom. VIRTUAL CORONAVIRUS SPECIAL EDITION, PARADISE COASTLINES LHG and Client conducted Zoom webinars substitute for weekly newsletter. Agency participated to share relevant media trends. PRESS RELEASE: GOOD NEWS ROUND-UP LHG began research for development of press release. Connect Sports Magazine Agency pitched outlet on new sports complex, they are interested in featuring but need images. LHG outreached to multiple contacts with the complex but has not been able to secure. SJ Magazine Coverage pending from Chuck Darrow visit in January, will appear in upcoming September issue. Agency tracking. January FAM Participants LHG followed up with all media seeking updates on coverage and shared update with Client. Business Insider – Tastemakers of the travel and hospitality industries Agency submitted Jack Wert for a top tastemaker; tracking for winners to be announced. 11.A.1 Packet Pg. 337 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) GENERAL PR ACTIVITIES • Agency participated in conference calls with the client and provided agendas and call reports on the same. • Agency updated LHG Instagram, Twitter and Facebook with client releases and positive news. • Agency provided client with relevant media clips. 11.A.1 Packet Pg. 338 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) MONTH/YEAR: AUGUST 2020 PREPARED BY: UK & IRELAND OFFICE HIGHLIGHT OF THE MONTH: The UK office delivering key messaging from the CVB: By creating and distributing a major press release entitled: ‘Only Paradise Will do’ Florida’s Paradise Coast pledges to keep visitors safe and healthy. After seeking approval for the CVB the release was distributed to all UK & Ireland media and travel industry. The release highlighted the new campaign dedicated to welcoming visitors back safely. As a sign of this commitment, local businesses are taking the ‘Paradise Pledge’ to ensure that when future holidaymakers are ready to return, they continue to enjoy the highest standard of hospitality and experiences they are accustomed to. It has already been picked up by Irish trade – see below coverage under PR. The release included: a quote from Jack Wert; the ‘Only Paradise Will Do’ Video; Paradise Pledge details & poster and a quote from Oonagh – including the below: “Safety is crucial for travellers right now, and we wanted to create something that would allow visitors to feel at little more at ease when they are frequenting businesses in Southwest Florida,” said Florida’s Paradise Coast CVB Executive Director Jack Wert. “We’re so proud of our businesses that have already taken the pledge and appreciate their commitment as we work together to keep our community strong.” “After months of playing in place, countless meals cooked at home, and endless backyard adventures, people are likely dreaming of their next getaway - and how to do it safely. When you feel comfortable enough to travel again, reward yourself with the stunning beaches, wide-open spaces, and impeccable hospitality Naples, and Marco Island are known for. Because after everything you’ve been through, only Paradise will do.” “It’s more important than ever to reconnect families with loved ones, to create treasured memories and feel safe. Florida’s Paradise Coast provides exactly what UK & Ireland visitors will be looking for in abundance; plenty of wide open spaces, fresh sea area and miles of tranquil beaches. This pledge will give tour operators and agents the confidence that not only are their clients health and safety needs being considered, but to the highest standard.” says Oonagh McCullagh-Boyle, UK and Ireland Director UK & IRELAND MARKET UPDATE: The figures relating to Covid-19 deaths continued to fall during August with only two deaths reported per day at the end of the month, which has enabled the Government to open up more businesses and a relaxation of some of the restrictions that were introduced in March. In terms of law-making, August is usually the quietest month of the year as Members of Parliament are on their summer recess – not necessarily all holiday but mostly working back in their local constituencies. So whilst no new laws were passed, a number of rules and regulations came into force in August, having been passed before the recess. The Government's Coronavirus Job Retention Scheme (Furlough) started its change in August and employers were required to pay tax on employee earnings (National Insurance) and also restart statutory pension payments. This means that even if a furloughed member of staff has not returned to work, the employer is liable to start paying around 20% (minimum) of their salary in tax and pension contributions. This move has set fears that unemployment will start to rise more quickly if employers cannot afford to pay this for staff. 11.A.1 Packet Pg. 339 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) It was also announced this month that the UK is officially in recession with the second consecutive quarter of decreases in GDP as the UK economy fell 20% in Q2 of 2020. Unsurprisingly, employment levels also fell to their lowest levels since 2008. However, in spite of this less than optimal economic news, the Pound Sterling has been strengthening against foreign currencies. As a result of the lockdown, there is also expected to be a marked change in the way people work with up to 95% of respondents to a recent government survey saying they would be keen to continue working from home for part or full time. This reaction has sparked fears that some town centres could become ‘ghost towns’ unless employees can be persuaded to return to office-based work. In travel news, travel corridors between the UK and Spain, France, The Netherlands, Switzerland, Croatia (and others) have been closed meaning 14 days quarantine for all holidaymakers returning to the UK from these countries. On the flip side, Portugal’s travel corridor was recently reopened leading to a huge surge in last minute summer holiday bookings to the country. The UK benefited from a surge in staycation holidays with popular destinations, especially on the coast, between 20%-30% up in yield. The travel industry continued to shrink with multiple small operators going into administration, and August also saw the closure of STA Travel which empolyed 500 staff over 50 shops and was the leading tour operator for youth travel. NB: This does not inpact Florida‘s Paradise Coast as the currently affected small operators and STA are not providers of travel to our destination. August saw the introduction of the Government’s hugely popular ‘Eat Out to Help Out’ campaign whereby visitors to pubs and restaurants enjoyed 50% off their food bill (to a maximum value of £10 per head) for all diners. The month-long scheme was used over 64 million times showing it succeeded in getting people back into restaurants. However, it remains to be seen what impact this will have on how many continue to eat out now the campaign has ended. TRAVEL INDUSTRY OVERVIEW: Historically a quieter month as people enjoy their pre-booked summer trips, August saw a rise in late bookings as the UK government established travel corridors in Europe and beyond. These corridors started as a great success with bookings jumping exponentially, and consensus around the industry feeling positive, however this was quickly met with confusion and disappointment as the government closed corridors with little-to-no warning, forcing travellers to self isolate for 14 days upon return. This in turn created travel chaos, with consumers losing confidence in booking travel, for fear of the destination being taken off the list with little notice. As a result, operators saw a slow in bookings for the latter part of August and unanimously agree that it feels the government's stance on closing destinations with limited notice is largely to blame. August has also not been without casualties. As businesses are now required to contribute to the furlough scheme, operators have had to prioritise sales staffing with many undergoing re-structures of roles. US Airtours cut 40% of their staff, while Scott Dunn, Original Travel, Vacations to America and Ocean Holidays all re-structured their teams resulting in redundancies across the board. In USA news, operators have felt largely optimistic that travel will return in 2021, with many reporting an uptake in enquiries and new bookings. The luxury end of the market is largely driving the new business and operators are feeling the pent up demand and flight sales, driving demand for new business. Operators are anticipating a strong 2021, however a large portion of this evidently will be re-bookings from 2020. As a result, the majority of operators anticipate 2022 to be the year of long haul travel, with enquiries already on the rise. 11.A.1 Packet Pg. 340 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) UPCOMING EVENTS 2020 DATE SPECIAL EVENT LOCATION September 15 Travel Gossip webinar with Visit Florida UK & Ireland September Planning continues for upcoming virtual events UK & Ireland October Visit USA Virtual roadshow UK October TTG Florida Fest virtual agents event UK & Ireland MARKETING/SALES/PROJECTS & ACTIVITIES: Travel Industry Recovery Plan – Covid-19: We continue to engage with our travel industry partners in the UK & Ireland with a consultative approach to gain insight on requirements and next steps as information on travel is constantly changing. Our objective is to support tour operators conversion and to maximize take-up of deferred or rebooked arrangements from 2020 to 2021 and to ensure the fast-growing demand for incremental bookings from potential customers currently exiting lockdown and considering securing future travel plans. Visit Florida Reviewed and recommend participation with two upcoming virtual events: • UK - Travel Gossip webinar – co-op with Visit Florida and other Florida destinations to reach front line travel agents and tour operator agents. See below screengrab from Travel Gossip site – NB: Logo & using Image of Marco Island Beach • TTG Florida Fest with Visit Florida – October 5-9,2020 11.A.1 Packet Pg. 341 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Visit USA UK – Virtual UK Roadshow - October 6-7, 2020 We will participate with this new virtual event and it will provide an excellent platform to promote the destination and encourage agents to participate with our online training – ultimately to encourage confident for future bookings into Florida Paradise Coast Facebook Promotion – UK With the growth of digital communication – we are reviewing the opportunity to promote the key messaging of ‘Only Paradise Coast Will Do’ and the ‘Paradise Pledge’ via this focused digital arena. On-line Training This platform is now complete and we will continue to check its suitability during the soft launch of the Florida’s Paradise Coast first virtual training programme. The UK & Ireland office will test the function and usability of the training prior to full launch over the coming months. We will promote the training during the upcoming webinars and virtual activity. Agents will be able to order literature via a direct link to the UK mailing office and have full contact details of the UK & Ireland office for follow up questions. We are planning incentives for agent to participate including shopping vouchers. As we move forward we aim to include our CVB industry partners on a monthly basis. Zoom Meetings and Webinar In contact with various tour operates and travel industry on weekly basis. Joined various Webinars: • CVB – Annual Marketing Summit Webinar X 2 • Travel weekly – Future Travel Ongoing communications with all segments of the UK & Ireland travel industry. Reaching out to US Embassy officials to update them on travel to US and how we can assist briefing the decision makers. All activity to indicate a clear strategy moving forward. US Airtours /Travelplanners Continue to approve additional messaging for the already reactivated earlier co-op activity and promotions. Working on the introduction of incentives for agents to encourage bookings for late 2020 and into 2021. America As You Like It Following up on possible activity – aiming for proactive messaging during September to encourage booking for late 2020 and into 2021. US Specialist Tour Operators Ongoing discussions with a number of operators to determine best co-op activity moving forward to drive visitation into Paradise Coast. Virgin Atlantic Holidays The tour operator is ready and waiting to grow the flight operation once US borders open. The airliine Virgin Atlantic Airlines already has their flight operation into Miami for essential travel and will expand as soon a possible. British Airways Holidays & British Airways British Airways flight programme is also up and running into the US for essential travel and ready to resume non-essential flights when possible. Website Enquiries: OMMAC continue to distribute literature required for UK, Ireland and France via the UK mailing house. 11.A.1 Packet Pg. 342 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) MEDIA SUMMARY: Feature trends This month, newspapers and their online counterparts have continued to focus on staycation holidays and European destinations on the governments travel corridor list. With the introduction of Portugal to the list, the UK saw an influx of features promoting travel to the destination, supported by a huge surge in bookings from UK travellers. Additional key themes running through the nationals included remote destinations, outdoor activity-led holidays (with a big emphasis on cycling) and no-fly trips. Across magazines, editorial content is returning to a ‘normal’ schedule with editor requests for news for upcoming features on winter holidays, ski destinations and looking ahead to 2021 news. With the potential for long haul holidays opening up, we are also seeing the re-emergence of long-read destination features. Publications update News UK, owned by Murdoch, announced the closure of monthly glossy travel specialist, The Sunday Times Travel Magazine. The publication will finish with the November issue (on sale in October), however content will continue across the digital platforms. In addition, BA's inflight magazine High Life has just announced it will not be available onboard flights for the foreseeable future and will instead mail publications out to Gold Card holders, as well as stocking BA lounges, thus skewing to the luxury end of the spectrum. Furthermore, Daily Mail announced the end of their Check in: Special Edition series after which the publication will return to the usual Check In format. Following the print hiatus over the summer, TTG announced it is returning to print in September following an editorial revamp and covering business building tips, sector insight, news analysis and inspirational features. To provide the travel sector with even further support in September, TTG Media is also launching the RESTART: Travel Festival. Running over several days the festival will include panel discussions, training sessions and networking events. Finally, it was announced this month that three leading executives from publishing giant Hearst UK will appear at Travel Weekly’s Future of Travel Week event, to discuss consumer trends and habits since the advent of the Covid-19 pandemic. The speakers will also offer insight into their audiences and how Hearst is working with the travel industry across its portfolio of brands which include Esquire, ELLE, Harper’s Bazaar, Cosmopolitan and Good Housekeeping. The event, sponsored by Google, will run from 14-18 September and is free to join. PUBLIC RELATIONS ACTIVITY: Proactive Pitching: • Luxury hotel round-up • Florida’s Paradise Coast training platform launch Multi-destination roundups: • International Dog Day (26 August) • World Photography Day (19 August) TravMedia Requests: • Adventure bubble holidays - Wanderlust • New luxury offerings - Times Luxx Magazine • Luxury hotels - The Glossary Magazine • Hot List, Sunday Times Travel Magazine • Sustainable news and ideas - Conde Nast Traveller 11.A.1 Packet Pg. 343 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Webinars attended Webinars continued to prove an effective tool for both PR agencies and media to communicate on the changing media landscape and this month, the team joined 13 in total. Roxhill 10-minute interviews with: • Ted Thornhill, Travel Editor - Mail Online Roxhill Webinar: Everything you need to know about… • Country & Townhouse with editor, Lucy Cleland PUBLIC RELATIONS – August 2020 Coverage DATE PUBLICATION HEADLINE KEY MESSAGES JOURNALIST REACH VALUE 05.08.20 visits.ie Travel trade website for industry news Florida’s Paradise Coast Pledges to Keep Visitors Safe and Healthy Paradise Pledge campaign launch Michelle Barnes 310,000 8,184 14.08.20 Travelbiz.ie Travel trade website for industry news Florida’s Paradise Coast Pledges to Keep Visitors Safe and Healthy Paradise Pledge campaign launch Don Shearer 277,188 7,484 18.08.20 nitravelnews.co m Travel trade blog for lifestyle and travel Ever Dog Has Its Day (Internation al Dog Day Around the World) Dog friendly beaches - Naples Bay Resort and Keewaydin Island Kirsty Johnson 212,481 1,718 19.08.20 mdhardingtrave lphotography.c om Consumer blog for lifestyle and travel World Photography Day: the world’s most beautiful spots to capture Nature, wildlife, architectur e and the scenery across the destination Michelle Barnes 100,000 1,450 TOTAL 899,669 $18,836 11.A.1 Packet Pg. 344 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) PUBLIC RELATIONS COVERAGE HIGHLIGHTS SOCIAL MEDIA HIGHLIGHTS 11.A.1 Packet Pg. 345 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) MONTHLY SALES & MARKETING ACTIVITIES AUGUST 2020 DIAMONDE- EUROPEAN SALES & MARKETING SUMMARY OF ACHIEVEMENTS TOUR OPERATOR ACCOUNTS Germany o Flamingo Company Fernreisen GmbH, www.usareisen.de, Doreen Sell, Marketing Director NAP Marketing We have successfully secured to be included in the next usa-reisen.de newsletter completely free of cost. The newsletter is an aspirational newsletter and send to over 60.000 contacts of USA travel interested consumer on August 27. Please find the layout of the newsletter here: https://www.usareisen.de/newsletter/2020/20200818_newsletter_151.html o DERTOUR GmbH & Co. KG, Product North America, Katja Wagner, Product Manager & Team Leader Hotels USA NAP Marketing We have secured and confirmed a webinar with DER Touristik. The webinar will be held at the head office in Frankfurt in October, together with Katja Wagner, the Product Manager for Florida. We are the only destination partner and will have 20 dedicated NAP slides to inform the travel agents and present the destination. The approximate number of participants varies from 50-270. This will be perfect to present the destination and inform the travel agents about all the security actions that are made, hence the Paradise Pledge. The negotiated cost is 1700 USD. o America Unlimited GmbH, Timo Kohlenberg, Owner NAP Marketing We have successfully secured and confirmed a cross-media marketing campaign with America Unlimited. America Unlimited has created a Travel Podcast and is currently interviewing the first CVBs (California etc), the Podcast has a huge focus on insider tips and the destination all the highlights in general, the interviews with the CVBs will be timeless and informative. Part of our campaign with America Unlimited will be the production of a Paradise Coast interview podcast episode, which will be 30-45 min long and held with the CEO Timo Kohlenberg September 23rd, 2020. The produced Paradise Coast podcast episode will then be promoted as part of the cross-media marketing campaign with the following actions: a podcast ad campaign on Spotify to lead listeners directly to the NAP episode with an expected reach of 8.000 listeners; followed by a YouTube ad campaign as the podcast will also be filmed and uploaded on YouTube here the expected views are 80.000. The episode will also be pushed with a Facebook ad campaign promoted to 30-45-year old’s and will be complemented by a Facebook content campaign on the America Unlimited page with over 70.000 followers with posts and stories. On top of that America Unlimited will push the episode on their Instagram channel with over 11.000 followers also complemented with destination content. Last but not least, the episode will be featured in the America Unlimited newsletter with over 145.000 contacts. This campaign is perfect to inspire the consumers and priming them with the urge to travel to Paradise Coast, when in Florida in 2021. Timing of the campaign will be Q4 and the total cost are 8.000 USD. 11.A.1 Packet Pg. 346 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) o CRD Touristik, Pia Hambrock, Head of Product & Operations NAP Marketing We have held a conference call with Pia the head of product and operations. After the company has been acquired by Berlin-based Geoplan Touristik GmbH, CRD is a wholly owned subsidiary based in Hamburg. Pia reported the last couple of months have been a roller coaster ride and they are looking forward to a better 2021. With the bankruptcy in April, they had to cancel all the travels for 2020 and the clients received the refunds from the insurance company, which has the positive side effect of the clients being happy with CRD as they do not have to run after their money. They operated with an emergency team for the last months and thankfully since mind August the whole team is back in the office, with 50% short-work. The whole concentration now is going into 2021 and they slowly will start with marketing again starting in August, Google ads, social media etc.. Pia also reported that they are receiving requests for 2021 mainly for Canada at the moment, they are waiting to see if the requests end up in bookings. After the travel ban lifting is foreseeable, they will start with promotions again. EVENTS o virtual Sales Call "große Pause" Date & Place virtual Nr of attendees 24 Profile of event Following the image of the E-Academy as a "school format", we developed a concept that aims at the exchange with TAs instead of frontal trainings/webinars. The "big break" stands for a "sales call", but virtually due to the current situation. We invite the TA's in advance by mail. In contrast to a personal visit, up to 10 participants may participate in the format per slot, ideally using their cam. Priority 1: find out what information/actions the point of sales/customers need to generate bookings Priority 2: Pass on information that we already have in the call. Priority 3: Stabilize and expand TA's network Exchange with TA's foreground. What do they need, how can we help to generate bookings? FREE OF CHARGE MARKETING o Marketing Secret Escapes We have successfully confirmed to release the remains of our Secret Escapes campaign in September. The message of the campaign will be slightly changed to explain the users, that Secret Escapes wants them to dream about their next travel to Florida in 2021. The remaining 10 days of the campaign will be released within September 7 -20th. Other partners who are part of the campaign, are Sarasota, Keys, and Fort Lauderdale. o Facebook fan page # posts: 12 #fans: 14.534 Please find down below the most successful posts in August: We have created weeks with a focus, for example "favorite place on Paradise Coast", "general highlights of the destination": The outcome was again excellent with lots of posts with a very high reach. #1 12.08.2020 Naples Pier, reached 5.686 consumer, 369 reactions and 231 likes #2 06.08.2020 beach, reached 2.199 consumer, 29 reactions and 18 likes 11.A.1 Packet Pg. 347 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) o NAP newsletter Prepared and sent out the dedicated NAP newsletter with the focus on culinary highlights of the destination and sharing some recipes for everybody to cook at home and enjoy, while not being able to travel to Florida, virtually to 2,917 consumers, media contacts and travel agents in DACH on August 19th, 2020. The opening rate was 18,2 %. 515 opened the newsletter and in total it was opened 802 times. All in all, the results of this newsletter were a little bit lower than usual, the cause for this can be the vacation time. Please find the link down below: https://mailchi.mp/diamonde/der-ganze-geschmack-floridas?e=5c0f0bcbf8 MEDIA / PR o Visit Florida press release We have submitted press content for the October press release send out by Visit Florida. The content was hidden gems, of the beaten path experiences at Paradise Coast. PROJECTS o NAP E-Academy We have comprehensively developed the concept for our Paradise Coast E-Academy for travel agents in DACH. With interactive online live sessions, the goal of this academy is to successfully recruit and educate potential destination ambassadors. This will become a trendy way to enhance engagement between NAP and the travel agency community. Timing for this will be October-November 2020 and in order to call this a success, our aim is to have a minimum of 100 TAs completing the academy successfully. Please find the first script attached. o NAP Conference Call We have held a conference call with Jack Wert and Claudia Cianfero, to discuss current situation and how to move forward within our respective markets on August 5th, 2020. o Virtual Marketing Summit We successfully participated during the virtual Marketing Summit on August 19th. We have participated during the Key Market Discussions. CONSUMER o Brochure fulfillment: 3 in total HIGHLIGHTS IN SEPTEMBER 2020 o DiaMonde Instagram dedicated NAP week, September 7-11, 2020 o Podcast production America Unlimited, September 23, 2020 o Visit Florida & CANUSA webinar series, September 24, 2020 o Final Budget Fiscal Year 19/20 o Preparation for E-Learning with DER-Touristik starting October 2020 11.A.1 Packet Pg. 348 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Powered by Monthly Report August 2020 Brazil MARKET INFORMATION – Latest news GDP will have shrunk in the second quarter as the country felt the full brunt of Covid-19 containment measures. Retail sales and industrial production plunged at record rates in April, while the unemployment rate rose to its highest level in over three years in June. However, available data indicates that the slump in activity bottomed out in April, as both retail sales and industrial output swung to expansion in May amid the gradual easing of restrictions, and industrial output hit a two-year high in June. Turning to Q3, in July, the manufacturing PMI logged the best reading on record, while both consumer and business sentiment also strengthened, hinting that a recovery may be on its way. Meanwhile, in mid-July, the government unveiled the first part of its tax reform agenda, aiming to lower the overall tax burden, which will merge two federal consumption taxes into a new single 12% VAT on goods and services. The economy will shrink markedly this year as the pandemic deals a heavy blow. The external sector will reel amid the collapse in global demand, while social distancing measures are set to depress household spending and investment activity. A prolonged health crisis and political tensions further cloud the outlook. Focus Economics analysts see the economy contracting 6.6% in 2020, which is up 0.1 percentage points from last month’s estimate, before growing 3.7% in 2021. Tourism activity grows 28% in two months, but does not restore losses from the pandemic https://www.mercadoeeventos.com.br/noticias/servicos/atividade-turistica-cresce-28-em-dois-meses-mas- nao-repoe-perdas-da-pandemia/ The Brazilian carefully resumes the pleasure of traveling https://veja.abril.com.br/economia/o-brasileiro-retoma-com-cuidado-o-prazer-de-viajar/ WTM Latin America 2020 is cancelled; edition 2021 already has a date https://www.panrotas.com.br/viagens-corporativas/eventos/2020/08/wtm-latin-america-2020-esta- cancelada-edicao-2021-ja-tem-data_175918.html 40% of Brazilians intend to travel by August 2021, says survey https://www.mercadoeeventos.com.br/noticias/hotelaria/40-dos-brasileiros-pretendem-viajar-ate-agosto-de- 2021-diz-pesquisa/ American Airlines resumes operation of GRU-MIA with passengers https://www.panrotas.com.br/aviacao/empresas/2020/08/american-airlines-retoma-operacao-gru-mia-com- passageiros_175727.html American returns to operate five routes and 35 weekly flights to Brazil until December https://www.mercadoeeventos.com.br/noticias/aviacao/american-volta-a-operar-cinco-rotas-e-35-voos- semanais-para-o-brasil-ate-dezembro/ Tourism: USA, Spain and France lead ranking of countries that lose the most with the crisis https://www.mercadoeeventos.com.br/_destaque_/slideshow/turismo-eua-espanha-e-franca-lideram- ranking-de-paises-que-mais-perdem-com-a-crise/ 11.A.1 Packet Pg. 349 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Florida lost at least 90% of international visitors https://www.panrotas.com.br/mercado/destinos/2020/08/florida-perdeu-pelo-menos-90-dos-visitantes- internacionais_175956.html Travelers are more likely to book with travel agent https://www.panrotas.com.br/mercado/pesquisas-e-estatisticas/2020/08/viajantes-estao-mais-propensos-a- reservar-com-agente-de-viagens_176261.html Gol Airline plans to expand codeshare routes with American Airlines https://www.panrotas.com.br/aviacao/parcerias/2020/08/gol-planeja-expandir-rotas-em-codeshare-com- american-airlines_176197.html Visit Florida offers virtual attractions during the pandemic https://www.mercadoeeventos.com.br/_destaque_/destinos-destaque/visit-florida-oferece-atracoes-virtuais- durante-a-pandemia/ Brand USA defines tools for USA reopening campaign https://www.panrotas.com.br/coronavirus/superando-o-coronavirus/2020/07/brand-usa-define-ferramentas- para-campanha-de-reabertura-dos-eua_175503.html Brazilians restart searching for airline tickets and beaches https://www.mercadoeeventos.com.br/noticias/servicos/brasileiros-voltam-a-buscar-por-passagens-aereas- diz-pesquisa/ USA received 2.1 million Brazilians in 2019 https://www.panrotas.com.br/mercado/destinos/2020/07/estados-unidos-receberam-21-milhoes-de- brasileiros-em-2019_175455.html CLIA extends suspension of cruises in the USA until October 31 https://www.panrotas.com.br/mercado/cruzeiros/2020/08/clia-estende-suspensao-de-cruzeiros-nos-eua-ate- 31-10_175695.html Check out the current agenda for the return of international flights to Brazil https://www.panrotas.com.br/aviacao/empresas/2020/07/confira-a-agenda-da-volta-dos-voos-internacionais- ao-brasil_175067.html Brazilians intend to travel in the end of the year https://www.panrotas.com.br/mercado/pesquisas-e-estatisticas/2020/08/brasileiros-pretendem-viajar-no- final-do-ano-diz-pesquisa_175688.html Florida promotes destinations as complements to Orlando and Miami https://www.panrotas.com.br/destinos/eventos/2020/08/florida-promove-destinos-como-complementos-a- orlando-e-miami_175787.html Localiza announces the end of partnership with Hertz https://m.panrotas.com.br/mercado/locadoras-de-veiculos/2020/08/localiza-anuncia-fim-da-parceria-com-a- americana-hertz/176006 Still scheduled, FESTURIS will take place between November 5 and 8 https://www.panrotas.com.br/viagens-corporativas/eventos/2020/08/mantida-festuris-2020-ocorre-entre-os- dias-5-e-8-de-novembro_175924.html 11.A.1 Packet Pg. 350 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) AVIAREPS sends weekly updates on Brazil’s Covid-19 status. TRADE Sales Calls / Meetings Name Market Company Objective and Outcome Follow Up Diogo Racanicchi diogo.racanicchi@flytour.com.br BR Flytour Av. Juruá, 641 - Alphaville Barueri - SP, 06455-010 They are now with a 50% reduction in the wages of all employees. They are not making new sales They still cannot schedule training because of the reduced work hours. Thais Machado thaismachado@visualturismo.com.br BR Visual Rua Malie Brenner, 270 São Paulo – SP Visual is part of the CVC Corp group and takes care of luxury customers. After our training are receiving more quotation. Ingrid Davidovich ingrid@newage.tur.br BR New Age Av. Angélica, 2318 São Paulo - SP, 01228-904 Their main focus still are cancellation and reimbursements. They hope to start selling again by October. As soon as they open for training she will advise us. Washington Rodrigues Silva washington.silva@grupobrt.com.br BR Grupo BRT R. Pres. Faria, 321 – Centro, Curitiba – PR, 80020-290 Based on the south of Brazil, they are an Operator for middle class public Most part of the employees are still working in home office. Sales are increasing. Bruno Delfini brunod@bwtoperadora.com.br BR BWT Operadora Av. Presidente Affonso Camargo, 330 Curitiba - PR, 80060-090 Based on the south of Brazil. Part of the employees are returning to the office. Sales are increasing, in July, they sold 40% of pre-pandemic revenue. Focus on Tailor Made Paulo Biondo paulo.biondo@agaxtur.com.br BR Agaxtur Av. Europa, 884 São Paulo – SP, 01449-000 Follow up on our E- learning Coop. They are still working in home office. They acquired 46 franchises that were from LATAM Viagens. “Shopping de Viagens Agaxtur” will be in a virtual format in September and October. Jorge Souza jorge.souza@orinter.com.br BR Orinter Tour & Travel R. da Consolação, 247 São Paulo – SP, 01301-903 Are very much focused on selling national trips. Still working in home office. Sales are returning little by little. Just reached 50% of 2019 sales. 11.A.1 Packet Pg. 351 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Andrea Kubo andrea.kubo@abreutur.com.br BR Abreu Av. Paulista, 1230 São Paulo – SP, 01310-100 Continues focused on selling and producing new products for national trips. Still working in home office. Continues focused rescheduling and marketing Brazil and Europe. Jacque Dallal jacque@behappy.tur.br BR Be Happy Alameda dos Aicás, 1306 São Paulo – SP, 04086-003 Specialized in Honey Moon They postponed our training. Trying to book a session for September. Camila Bandeira camila.bandeira@hurb.com BR Hurb Av. João Cabral de Mello Neto, 400 – Barra da Tijuca Rio de Janeiro – 22776-090 OTA. They have started contacting local hotels for partnership Focused on promotional packages with air ticket to fly in 2021 Adriana Fredericce adriana@diversaturismo.com.br BR Diversa Turismo Praça Dom José Gaspar, 134, 10 andar - Consolação São Paulo - SP, 01047-010 Still working in home office. Most sales demand are related to hotels and some services like transfers. Since June the demand has increased with sales and quotation request. Positive improvement, already sold Maldives and national trips. Maria maria@flot.com.br BR Flot Av. São Luís, 50 - Centro São Paulo - SP, 01046-926 Launched a facebook training “Talk Show com o Guru” where they invite local representative to talk about the destination and explain Covid-19 situation. Still working in home office. Flot is working to sell 2021. Iris Ferreira iferreira@decolar.com BR Decolar Rua Siqueira Bueno, 2009 - cj 2 - Mooca, São Paulo - SP, 03172-010 Not authorized to have training Still working in home office. Sales are returning - most from national trips. Danilo Brito danilosao@europlus.com.br BR Europlus R. 7 de Abril, 386 São Paulo - SP, 01044-908 Still working in home office. They recovered about 25% of pre- Covid revenue. Focusing on international sales for 2021. Dayana Mendes gprodutos@frt.tur.br BR FRT Av. Brasil, 1345 4º Andar Foz do Iguaçu - PR Tour operator based in the Southern region of Brazil. Still working in home office. Sales improving little by little. Carolina Pereira carolpereira@ttoperadora.com.br BR TT Operadora Av. Santo Amaro, 4644 TT Operadora has an agency which is the Still working in home office. Focus 11.A.1 Packet Pg. 352 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) São Paulo - SP, 04702-000 travel agency of the Lufthansa Group. on Europe and Asia destination. Sonia Maschietto sonia@gsptravel.com.br BR GSP Travel Av. Brig Faria Lima, 1912 São Paulo/SP, 01451-907 Agency with 51 years in the market specializing in Tailor Made. #VipYourself concept They are still in little demand due to the pandemic. Currently selling more Brazil and Maldives. Return in September to schedule training. Volkan Güzey volkan@fuiviagens.com.br RJ Fui Viagens Av. Nossa Senhora de Copacabana, 1183 - Cob 2 Rio de Janeiro - RJ In the market for the last 12 years, it´s located in RJ and specialized in selling packages. Sells USA destination through circuits or tailor made. I´m tryng to schedule training. Training Name of Company Market Number of Staff Trained Training Follow Up BRT BR 35 BRT is based in the south region of Brazil. The training was done for their staff + travel agents. Hurb BR 31 One of the biggest OTA for hotels in Brazil. 03 Training Sessions for their sales team 11.A.1 Packet Pg. 353 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Embarque Turismo BR 08 Tour Operator in São Paulo specialized in Orlando. Promotions (Joint Marketing Activities – JMA’s) Tour Operator Name Market Description – Coop Actions Launch/Start Status Agaxtur BR E-learning platform online Coop Train at least 100 travel agents to complete de Specialist badge from Brand USA- Discovery program. Start-1st July End- 05th September 107 travel agents completed the course. Shows / Sales Missions / FAM Trips (Media and Trade) / Other Name Market Description Date Status No Activity this month due to COVID-19 Update KPIs of agents trained FY 19/20 KPIs (19/20 FY) Updated Educated Travel Agents 3,500 annual Training session Prime tour– 40 Brand USA Roadshow – 460 US Day by BWT date TBC – 320 Florida Day by Orinter – 200 Training session Ribeirão Preto by Ancoradouro – 60 Training Session Abreutur - 20 Training Session Blumenau by Orinter – 40 Training Session Joinville by BWT – 35 Sales Mission Orinter & BWT – 100 Sales mission Curitiba – 50 Training session with BWT – 150 Orinter USA Day– 240 Training Session Casa do agente/Diversa Turismo -72 Orinter Road Show– 90 Cia Marítima Webinar- 95 BWT Youtube Live Session- 128 Aport Turismo-02 Training Session agents from the Country Side of SP- 04 11.A.1 Packet Pg. 354 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Training Session Trend Operadora- 96 Training Session Country Side of SP-35 Training Diversa Turismo- 95 Training Prime Tour- 17 Training Europlus- 300 Training Visual 180 Training Visit Florida and partners- 84 Mais Viagens-57 Training Hurb-31 Training BRT- 35 Training Embarque turismo- 08 E-learning Campaign with Agaxtur- 107 agents Brand USA- Discovery program E-learning platform Total agents that completed the Specialist badge from Set 2019- Set 2020 ( Excluding Agaxtur campaign) 143 agents Total so far 3.294 agents trained Newsletter sent to 5,540 travel agents from our data base 11.A.1 Packet Pg. 355 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) PUBLIC RELATIONS Media Meetings – emails & calls Name Publication/Media Market Objective & Meeting Notes Fernanda Lela Cia Trip BR E-mail exchanges regarding the current situation and reopening of business phases in Paradise Coast Mari Vidigal Ideias na Mala BR E-mail exchanges regarding the current situation and reopening of business phases in Paradise Coast Rafael Leick Viaja Bi BR E-mail exchanges regarding the current situation and the reopening of business phases in Paradise Coast Mari Campos Freelancer BR E-mail exchanges regarding the reopening of business phases in Paradise Coast Results • Brasilturis| https://brasilturis.com.br/florida-connection-acontece-na-proxima-terca-feira-8- confira/ 11.A.1 Packet Pg. 356 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Description Media Subject Date Copies/ Pageviews/Impressions Brasilturis Florida Connection is set up for September 8th 09-01 180,000 Next Steps Trade & PR • Book Training with Travel agencies from North East, North and Central Brazil • Follow up plan. Review all tour operators/ travel agencies that we have trained, talk about next steps, how they see the market for 2020-2021. Stimulate them on making packages to stimulate sales for 2021. • Promote the reopening of travel and tourism related business 11.A.1 Packet Pg. 357 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) SOCIAL MEDIA OVERVIEW Zebra keeps producing content and managing Paradise Coast official account profile on Facebook and Instagram. AVIAREPS oversee the projects and posts. Facebook Paradise Coast Facebook address is www.facebook.com/paradisecoastbr = 25,252 fans on the page. Promoting Marco Island Hospitality Promoting Father’s Day in Brazil Promoting Nature 11.A.1 Packet Pg. 358 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) Instagram Paradise Coast Instagram address is https://www.instagram.com/paradisecoastbr/= 2,237 followers Promoting Nature Promoting Father’s Day Promoting Everglades 11.A.1 Packet Pg. 359 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) 11.A.1 Packet Pg. 360 Attachment: Staff Activities in August 20 for Sept TDC (13650 : Tourism Staff Report) 09/28/2020 COLLIER COUNTY Collier County Tourist Development Council Item Number: 13.A Item Summary: Next Meeting Date - October 26, 2020 Meeting Date: 09/28/2020 Prepared by: Title: Tourist Development Tax Coordinator – Tourism Name: Kelly Green 09/23/2020 8:32 AM Submitted by: Title: Division Director – Tourism Name: Jack Wert 09/23/2020 8:32 AM Approved By: Review: Tourism Kelly Green Tourism Division Completed 09/23/2020 8:33 AM Tourist Development Council Jack Wert Meeting Pending 09/28/2020 9:00 AM 13.A Packet Pg. 361