Agenda 10/12/2021 Item #11B (FY 2021-22 Strategic Marketing Plan for CVB)10/12/2021
EXECUTIVE SUMMARY
Recommendation to approve the Fiscal Year 2021-22 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 22 commencing October 2021.
CONSIDERATIONS: Through all of FY 21 beginning in October 2020, the Tourism Division
conducted regular monthly zoom meetings with its sales and marketing partners from hotels where an
average of 65 tourism business representatives from hotels, attractions, restaurants, shopping and arts and
culture groups contributed insight, feedback and new suggestions for our destination marketing efforts.
Beginning as early as January 2021, the CVB conducted a series of internal strategic planning sessions
and workshops to identify marketing paradigm shifts and needs that had emerged and impacted the
industry as the result of Covid. In May 2021 an extensive 2-day FY 22 strategic workshop with the CVB
team along with agency representation crafted a detailed situational analysis of the destination along with
opportunities and needs. The cumulative insight from that process was then presented to a total of 70
tourism business partners representing hotels, attractions, restaurants, shopping and arts and culture
groups at a day-long strategic marketing retreat on July 14. Discussion and round-table feedback was
solicited to ensure destination alignment and integrate all market insights into the FY 22 plan.
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 staff will present a
PowerPoint Summary of the 2021-22 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, eco -adventures, arts
and culture getaways and more in 2021-2022. 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 and Strategies,
Implementation details, and detailed planned expenditures for each marketing discipline in the proposed
FY 22 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 be nimble and adjust accordingly at any time the tourism marketplace shows a
significant change in direction. In FY 21, the ability to remain nimble through the pandemic and respond
quickly was a significant market strength. Utilizing a message delivery through digital and social media,
we are able to make immediate changes in message, media outlets and platforms.
Expenditures in all categories of our operation is in accordance with budget direction and with the Tourist
Development Tax projections by the County Budget Office. We feel this plan reflects a responsible and
highly strategic plan that will help to attract visitors back to our community and to impact many of the
lost jobs to our economy.
FISCAL IMPACT: The projected destination marketing budget to support this strategic marketing plan
is $5,000,000 in paid advertising and production, plus Contracted Services, Promotions, Sports
Marketing, Travel, Registrations, Marketing Grants and Group Meetings support totaling an additional
$9,382,800 for a total of $14,382,800 for tourism promotion. These expenditures will be funded by tourist
11.B
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10/12/2021
development tax revenue. Non-County Owned Museum Grants total $600,000. Funds 184, 193, 194, 196,
and 759 contain the details of all the above marketing expenditures in the proposed Tourism Division
budget for FY 22.
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to
this
action.
ADVISORY BOARD RECOMMENDATION: The Tourist Development Council (TDC)
recommended approval of this item (7-0) at the Sept. 27, 2021 TDC meeting.
LEGAL CONSIDERATION: This item is approved as to form and legality and requires majority vote
for approval. - CMG
RECOMMENDATION: To approve the Fiscal Year 2021-22 Strategic Marketing Plan for the Naples,
Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this Plan
promotes tourism.
Prepared by: Paul Beirnes, Tourism Division Director
ATTACHMENT(S)
1. Marketing Plan FY 22 PPJW (PDF)
11.B
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10/12/2021
COLLIER COUNTY
Board of County Commissioners
Item Number: 11.B
Doc ID: 20200
Item Summary: Recommendation to approve the Fiscal Year 2021-22 Strategic Marketing Plan
for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that
this plan promotes tourism. (Paul Beirnes, Tourism Division Director)
Meeting Date: 10/12/2021
Prepared by:
Title: Administrative Assistant – Tourism
Name: Jennifer Leslie
09/28/2021 9:43 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
09/28/2021 9:43 AM
Approved By:
Review:
Corporate Business Operations Jennifer Reynolds Stage 1 Review Completed 09/28/2021 9:53 AM
Tourism Kelly Green Stage 1 Review Completed 09/28/2021 10:03 AM
Tourism Paul Beirnes Director Completed 09/28/2021 11:43 AM
County Attorney's Office Colleen Greene Level 2 Attorney Review Completed 09/29/2021 11:22 AM
Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 09/29/2021 12:49 PM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 09/29/2021 1:00 PM
Growth Management Operations Support Christopher Johnson Additional Reviewer Completed 10/01/2021 3:01 PM
County Manager's Office Sean Callahan Level 4 County Manager Review Completed 10/06/2021 10:59 AM
Board of County Commissioners Geoffrey Willig Meeting Pending 10/12/2021 9:00 AM
11.B
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FY 22 Marketing Plan Overview
FY22
Marketing Plan Overview
11.B.1
Packet Pg. 213 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Annual KPI Analysis 11.B.1
Packet Pg. 214 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Tax Collections 11.B.1
Packet Pg. 215 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Record Breaking Metrics
Tax Collections Economic Impact
FY20/21 is on pace to be a record-setting year, with only two more months of collections due.
11.B.1
Packet Pg. 216 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Record Breaking Metrics
RSW Southwest FL International AirportAverage Daily Rate
Revenue per Available Room
11.B.1
Packet Pg. 217 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Current Situation
11.B.1
Packet Pg. 218 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Situation
●Naples, Marco Island and the Everglades is experiencing a surge in leisure visitation in 2021,
setting an all-time high pace.
●International visitation is still in limbo, yet indications are that once restrictions are lifted,
international visitation should mirror the surge witnessed by leisure visitation beginning in the Fall of
2021 and into 2022.
●Advance booking will be key for consumers to secure their accommodations during the high
season.
●Consideration should be applied to triggers where the CVB should pause or reassign
paid media flights and communications if the destination experiences compression or sell-
out of room blocks during a specific period.
●It will be essential that the destination continue to quickly react to changes in the market
during 2022.
11.B.1
Packet Pg. 219 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Situation Continued
●Sports planners in 2022 will be challenged to secure low rates due to demand during
Winter 2022.
●It will be essential to monitor and rely on current data and industry research.
●It will be essential to focus on the overall visitor experience quality; elevate the value of the
experience.
●Hybrid group meetings will continue to be an alternative with some planners
●The group meetings segment has slowed with some COVID cancellations reported in Fall 2021.
There is demand for first quarter 2022, but those may postpone until later in the year.
●A seasonal spike within domestic, international and in-state are expected to create exceptionally
high compression from January to April 2022.
11.B.1
Packet Pg. 220 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Compression Impact 11.B.1
Packet Pg. 221 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Top Visitation by State (Outside Florida)
Arrivalist, January -July 2021, Out-of-State; Percents are based on all visitation to Collier County
(including Florida visitors and out-of-state visitors)
11.B.1
Packet Pg. 222 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Top Visitation by DMA (Out-of-State)11.B.1
Packet Pg. 223 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Mission, Vision, Value Statements
Our Mission is to provide a quality, year-round vacation and group meeting
or event 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 U.S.
The Value of our destination is communicated through our highly targeted
marketing and promotion tactics to convince potential visitors that when they
are ready to travel, Only Paradise Will Do.
11.B.1
Packet Pg. 224 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
New Unique Value Proposition 11.B.1
Packet Pg. 225 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Marketing Goals
●Increase tourism tax collections and positive economic impact
●Maximize visitation growth from Florida,domestic,and international markets
●Increase visitor awareness, interest,and loyalty for the destination
●Drive awareness, consideration, and event bookings for the Paradise Coast
Sports Complex
●Sustain and expand groups and meetings booked
●Increase engagement from local tourism partners
●Establish a positive perception of the Naples, Marco Island and the Everglades
CVB among local area residents and businesses
11.B.1
Packet Pg. 226 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Marketing Objectives
●Grow tourist tax revenue back to pre-COVID levels of $30 million in
increments of $2 million per year by the end of Fiscal Year 2023.
●Increase email subscribers 10%
●Increase website traffic by 10%
●Increase visitation by 5%
●Increase official visitor guide requests by 5%
●Increase year-round occupancy by 1.5%
●Increase sports complex event booking inquiries by 5%
●Increase meetings/group event booking inquiries by 10%
11.B.1
Packet Pg. 227 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Key Performance Indicators
●Visitation
●Tax Collections
●Occupancy
●Email Database Subscribers
●Website Traffic (Sessions) and Engagement
●Social Media Engagement
●Visitor Guide Requests
●Earned Media Value
●Qualified Leads Generated (meetings/group, sports, etc.)
11.B.1
Packet Pg. 228 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Overarching Destination Strategies
●Implement an omnichannel approach to engage with consumers through the entire
customer journey (before, during, post trip).
●Inspire and educate the various target audiences to learn more about the destination
and ultimately visit.
●Develop and promote an array of robust, relevant content that features the depth and
breadth of the destination’s offerings.
●Maintain brand continuity across all marketing communications channels.
●Elevate creative and messaging to reflect the destination’s new unique value
proposition.
●Enhance sales and marketing efforts through the development of effective tools and
resources.
●Develop and nurture a robust owned consumer database.
11.B.1
Packet Pg. 229 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Overarching Destination Strategies
●Develop an anticipated, nimble response to visitation compression and available
occupancy.
●Utilize research extensively to confirm existing markets, and discover new opportunity markets
●Implement a surgical, quality over quantity approach across all initiatives to maximize
budgets and resources
●Create, deliver, and sustain tourism value for visitors, partners, and residents
●Develop an omnichannel sales and marketing plan for the Paradise Coast Sports
Complex
●Showcase the diversity and the inclusiveness of the destination while incorporating
accessibility inclusion
●Initiate and cultivate a strategic partnership with Florida Gulf Coast University’s
School of Business and Hospitality to align a talent pipeline between the school and the
destination’s hospitality industry
11.B.1
Packet Pg. 230 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Consumer Funnel 11.B.1
Packet Pg. 231 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Consumer Journey
A Consumer Journey represents the complete set of touchpoints the consumer
travels through when interacting with a brand including the brand's website, social,
email, media, Google presence, in-market experience, etc.
Mapping is a visualization of the Customer Journey that enables the creation of
actionable goals at customer interaction points.
11.B.1
Packet Pg. 232 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
To be successful, we must…
✓Be present throughout the journey
✓Enable discovery
✓Deliver the right level of content at the right time, in the right place
✓Understand there are different motivations to move along the funnel
✓Recognize that accommodation decisions are driven by parts of one’s trip
(activities, dining, etc.)
The chaos of the travel journey is an opportunity for marketers!
Consumer Journey 11.B.1
Packet Pg. 233 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Consumer Journey 11.B.1
Packet Pg. 234 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
When you’re ready and able to travel again after being confined at
home for months on end –don’t settle for just any vacation. Reward
yourself with something exceptional: Florida’s Paradise Coast.
This message was brought to life through a creative articulation that
resonated with travelers...
Creative Strategy 11.B.1
Packet Pg. 235 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
11.B.1
Packet Pg. 236 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Creative 11.B.1
Packet Pg. 237 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Creative 11.B.1
Packet Pg. 238 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Creative 11.B.1
Packet Pg. 239 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Digital Marketing 11.B.1
Packet Pg. 240 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Create and execute a database acquisition
strategy to expand the database with
qualified customers across all audience
segments.
●Ensure best-in-class database practices are
enacted.
●Drive traffic to the website that yields
engagement.
●Improve and increase cross platform
content creation that aligns with the
consumer journeys and all digital tactics.
Digital Marketing 11.B.1
Packet Pg. 241 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Audience Segments 11.B.1
Packet Pg. 242 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Leisure -Domestic & In-State
11.B.1
Packet Pg. 243 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Drive visitation to the region year-round with emphasis on
shoulder seasons
●Increase awareness of and interest in the destination
●Increase visitor spending to generate positive economic
impact
●Increase length of stay
●Capture and expand the domestic consumer database and
interest segments
●Increase destination content to amplify the breadth of the
destination’s assets
●Maintain relationships with individuals that discovered the
destination in 2020 & 2021
●Increase website traffic and engagement
●Generate positive earned media coverage
Leisure -Domestic & In-State 11.B.1
Packet Pg. 244 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Leisure -LGBTQ+
11.B.1
Packet Pg. 245 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Be positioned as a top destination that is open and welcoming to LGBTQ+
travelers and community
●Increase awareness, engagement,and interest in the destination among
LGBTQ+ travelers
●Increase LGBTQ+ consumer database subscribers
●Increase professional network among LGBTQ+ associations
●Increase LGBTQ+ specific groups and meetings leads by 50%
●Increase earned media placements that support and promote LGBTQ+
initiatives
LGBTQ+11.B.1
Packet Pg. 246 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Leisure -Travel Trade
11.B.1
Packet Pg. 247 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Increase awareness of and interest in the destination, with emphasis on the
luxury and outdoor/eco opportunities
●Increase travel trade inquiries
●Certify 2,000 travel agents through the Travel Agent Academy
●Expand the owned travel trade email database
●Host quarterly in-market events or sales mission
Travel Trade 11.B.1
Packet Pg. 248 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Groups -Meetings
11.B.1
Packet Pg. 249 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Increase awareness of the destination among luxury groups and meeting
planners
●Expand the groups and meetings planner email database
●Increase qualified leads by 5% from 2019
●Secure qualified leads for 2023 –2025 business
●Generate positive earned media coverage
●Increase engagement with lodging partners
Group -Meetings 11.B.1
Packet Pg. 250 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Groups -Sports
11.B.1
Packet Pg. 251 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Generate awareness, education and consideration of the Paradise Coast
Sports Complex as well as the wider sports facilities across the region
●Generate 20 sports event leads per quarter (approximately 1-2 leads per week)
●Generate inquiries and leads specifically for the Paradise Coast Sports
Complex
●Drive incremental sporting events towards needs periods
●Expand the sports planner and organizer database
●Secure one (1) new regional and one (1) national event booked at Paradise
Coast Sports Complex
●Secure one (1) new water event at Sugden Park
●Generate positive earned media coverage
Sports 11.B.1
Packet Pg. 252 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Groups -Weddings
11.B.1
Packet Pg. 253 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Increase awareness, consideration,and inquiries into
the destination for weddings and honeymoons
●Increase wedding leads by 5%
●Maintain the quantity of wedding email database
subscribers
Weddings 11.B.1
Packet Pg. 254 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
International
11.B.1
Packet Pg. 255 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
International
●Collaborate with Travel Trade planners and use OTA’s for the younger traveler
●Partner involvement and support for FAM’s, creating packages for journalists
and influencer trips
●Target the Canadian international market (Southern Ontario concentration) –
fly drive capability when borders open
●Continue to market aggressively to our overseas Travel Trade partners as pent-
up demand will fuel a travel “frenzy”
●Stay top-of-mind as the destination of choice in Florida
●Position destination competitively amongst CVB’s competitive set
●Identify international journalists and influencers to maintain the flow of
information and articles to the main sources of travel information
●Promote travel packages and “deals”through Travel Trade contacts in all
feeder countries
11.B.1
Packet Pg. 256 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Locals -Local Area Residents,
Businesses and Tourism Partners
11.B.1
Packet Pg. 257 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Establish a positive perception of the value of tourism to Naples, Marco
Island and the Everglades among locals.
●Increase positive local news coverage of tourism to the destination.
●Enhance the CVB’s reputation as an important economic driver for
Collier County.
Locals 11.B.1
Packet Pg. 258 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
The CVB strives to be a valuable resource to its partners throughout the tourism and hospitality
industry. There are two primary ways this value is provided:
Partner Program
2. Amplifying Voice -The CVB
implements a multi-million dollar
marketing plan each year that are
intended to complement partner
initiatives and help expand their reach,
and amplify their voice. Efforts include:
a.Social Media (Organic and Boosted)
b.Public Relations FAM and IMV Visits
c.E-Newsletters
d.Website
e.Blogs
f.Tradeshows & Events
1. Marketing Resource -Several
educational and informational opportunities are
available.
a.Annual Informational Partner
Workshop
b.Visitor Data
c.Market Data
d.Annual Events
e.Marketing Plan Accessibility
f.Marketing Inclusion Opportunities
g.Creative Content (photos, videos, etc.)
11.B.1
Packet Pg. 259 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Film Professionals
11.B.1
Packet Pg. 260 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
●Increase awareness of and interest in the destination as an ideal
location for productions
●Secure repeat business
●Continue to lobby for state tax incentives for production
●Increase understanding and awareness of the value that film
activity provides to destination leaders and community partners
●Maintain efficient permit-process,with a 48-hour turnaround on
standard applications
●Expand location library (Reel-Scout®) up to 400 files
●Increase in spend per project by 5%
●Increase social media followers by 5%
Film Professionals 11.B.1
Packet Pg. 261 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Marketing Timeline 11.B.1
Packet Pg. 262 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Marketing Budget
2019 -2020 $5,000.000.00
2020 -2021 $4,000.000.00
2021 -2022 $5,000,000.00
11.B.1
Packet Pg. 263 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)
Thank you
11.B.1
Packet Pg. 264 Attachment: Marketing Plan FY 22 PPJW (20200 : CVB Marketing Plan for FY 22)