TDC Agenda 10/23/2024COLLIER COUNTY
Tourist Development Council
AGENDA
Board of County Commission Chambers
Collier County Government Center
3299 Tamiami Trail East, 3rd Floor
Naples, FL 34112
October 23, 2024
1:00 PM
Commissioner Rick LoCastro, Chair
Clark Hill, Vice-Chair
Councillor Jared Grifoni
Susan Becker
Laura Radler
Nancy Kerns
Michael McComas
Edward (Ski) Olesky
Council Member Bill Kramer
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 Jay Tusa at (239) 252-4040. 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 Chairman 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.
About the public meeting:
Two or more members of the Board of County Commissioners, Coastal Advisory
Committee, City of Naples City Council, and City of Marco Island City Council may be
present and participate at the meeting. The subject matter of this meeting may be an item
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Packet Pg. 794 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
for discussion and action at future meetings of these Boards.
1. Call to Order
2. Pledge of Allegiance
3. Roll Call
4. Agenda and Minutes
Approval of today's Regular, Consent, and Summary agenda as amended (ex-parte
disclosure provided by Commission members for Consent agenda.)
5. Presentations
6. Tourism Director Report
7. 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.
8. New Business
8.A. Recommendation that the Tourism Development Council consider the supplemental
marketing plan selected by the Council at their October 15, 2024, meeting, utilizing
operating reserve funds not to exceed $5,067,500, to ensure Collier County's
competitiveness in the tourism market, to finalize a recommendation to the Board of
County Commissioners, and to make a finding that these actions promote
tourism. (2024-1708)
8.B. Recommendation to approve an FY 2025 budget amendment in the amount of
$390,000 to allocate reserves for post Hurricane Milton recovery for tourism
marketing and make a finding that this action promotes tourism. (2024-1710)
8.C. Recommendation to approve the FY 2024-2025 Destination Marketing Plan and make
a finding that this action promotes tourism. (2024-1711)
9. Old Business
10. Council Member Discussion
11. Adjourn
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39.B.b
Packet Pg. 795 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
10/23/2024
Item # 8.A
ID# 2024-1708
Executive Summary
Recommendation that the Tourism Development Council consider the supplemental marketing plan selected by the
Council at their October 15, 2024, meeting, utilizing operating reserve funds not to exceed $5,067,500, to ensure Collier
County's competitiveness in the tourism market, to finalize a recommendation to the Board of County Commissioners,
and to make a finding that these actions promote tourism.
OBJECTIVE: To consider the supplemental marketing plan and an increase to the Tourism advertising budget from the
current TDC Promotion Operating Reserve in Fund 1101 for FT 2024-2025 (FY 25), and finalize the Tourist
Development Council's recommendation to the Board of County Commissioners.
CONSIDERATIONS: The Tourism Division administers the Tourist Development Council (TDC) budget and
promotes the destination as a Convention & Visitors Bureau (CVB).
Background Information
At the September 17, 2024, meeting, the TDC reviewed the budget for FY 25. During the discussion, the Council raised
a question about the $12.2 million operating reserve, specifically its purpose and any past use. Historically, the reserve
has been used to cover over-budget expenses. The TDC requested information from staff on possible options for
utilizing some of the operating reserves for further promotion of the destination.
At the October 15, 2024, TDC meeting, the Council was presented with various options and advertising opportunities to
bolster its marketing efforts. The Council determined focus areas of the marketing plan should include developing a
stronger leisure market presence in current and new markets, expanding marketing opportunities, strengthening sales
efforts, and conducting additional research for more data and insights. The three options presented at the meeting were:
Option 1 for $5,067,500, Option 2 for $3,707,500, and Option 3 for $2,462,500. The TDC selected Option 1 to be
refined at an Emergency Meeting on October 23, 2024.
Data Insights for Marketing Plan – Current Market Trends and Competition
A significant component of reported area hotel occupancy consists of leisure travel and group travel. For FY 24, leisure
travel occupancy in Collier County was 46.2% and group travel was 18.1%, leading to a combined occupancy of 64.3%.
This occupancy rate places Collier County at the lowest occupancy rate of leisure sales compared to the competitive set
of Florida locales. The competitive set includes the Florida Keys, Miami, Ft. Lauderdale, Sarasota, Plam Beach, and Ft.
Myers. In Collier County, the leisure occupancy rate has decreased and the combined hotel occupancy has remained
consistent at around a 60% rate due to group travel, some of which was booked two to three years ago through the sales
efforts and incentives of the Tourism staff. Sales efforts include travel to trade shows to promote the destination for
groups, many of which are looking at hotel room bookings in the FY 2025-2028 timeframe.
The hospitality industry and tourism partners have shared concerns about the decrease in leisure occupancy as it also
affects restaurants, attractions, and retail. In turn, this affects employment as there are over 28,000 individuals
employed by the hospitality sector in Collier County.
In addition, in Collier County, new hotel properties are coming online over the next 6 months with an estimated 1,000
rooms, creating a total of 8,700 rooms (a 13% increase). The hotels will need to fill an additional 147,000 hotel room
nights in FY 25 to maintain the current leisure occupancy rate. If the current demand remains constant, hotel occupancy
is estimated to fall by 5% to 41%.
Advertising Budget History
The FY 25 advertising budget of $6 million was approved as part of the TDC budget by the Board at the September 24,
2024, budget hearing. From data obtained by the Collier Chapter of the Florida Lodging Association shown on the
Strength of Competition chart attachment, this places the Tourism advertising budget at 13.6% of Total Tourist
Development Tax dollar collections, while other Florida destinations (such as Amelia Island, the Florida Keys, Fort
Myers, Brevard, and The Palm Beaches) spend up to 39.2% of their TDT collections on advertising. Their TDT
collections range from $11 million to $61 million and their budgeted advertising spending ranges from $3.7 million to
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39.B.b
Packet Pg. 796 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
10/23/2024
Item # 8.A
ID# 2024-1708
$14.3 million. Collier County advertising was at a high of $6 million in FY 19. This amount decreased to $5 million
during the pandemic in FY 2020 and slowly rose in FY 2022 to $5.5 million. This has increased by $500,000 in FY
2023 to $6 million and remained at that amount in FY 2024.
FY 2025 Marketing Plan
The $5,067,500 supplemental marketing plan is designed to create a marketing foundation for Collier County that
remains competitive with other Florida markets. The plan meets the objectives set forth by the TDC by developing the
four focus areas:
• Leisure audience marketing which includes increasing the current market presence and adding new markets.
• Marketing will be expanded with enhanced paid advertising, partnerships, social media content, and public
relations.
• Group sales efforts include amplified group meetings and trade show partnerships.
• Additional research includes additional focus groups and market perception studies.
With a focus on these four areas, the advertising plan will broaden the audience of current visitors and potential new
visitors. They can learn about the destination and book a stay here, increasing the room nights, which will support the
overall goal of increasing the leisure occupancy rate and the group sales occupancy rates, which in turn, increases the
TDT collection for Collier County.
FISCAL IMPACT: The additional funding not to exceed $5,067,500 is available within the FY 25 TDC Tourism
Promotion Fund (1101).
LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. –
CMG
RECOMMENDATIONS: That the Tourism Development Council consider the supplemental marketing plan selected
by the Council at their October 15, 2024, meeting, utilizing operating reserve funds not to exceed $5,067,500, to ensure
Collier County's competitiveness in the tourism market, to finalize a recommendation to the Board of County
Commissioners, and to make a finding that these actions promote tourism.
PREPARED BY: John Melleky, Arts and Culture Manager, Tourism
ATTACHMENTS:
1. CCT FY25 BCC Supplemental Budget Request_2024.11.12
2. Strength of Competition Chart
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39.B.b
Packet Pg. 797 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
2024-2025
Supplemental Marketing Funding Request
Presented October 23, 2024
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Packet Pg. 798 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Our Why
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Packet Pg. 799 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
The Value of Collier County Tourism
$48M
Tourist Development Tax
(TDT) Collections
$1,525
Resident Tax Savings
28,000+
Local Tourism Jobs
$3.6 B
Economic Impact
Sustains Nature
and Wildlife
Habitats
Drives Business,
Resident, and
Cultural Growth
Supports
Beach,
Culture,
Recreation,
Community,
Environment
Projects
Strengthens Global Reputation as
Premier Tourism Destination
$12.2M
TDT Collections in Reserve Page 7 of 103
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Packet Pg. 800 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Current State of Collier County Tourism
Leisure
Hotel OCC
Decline
New
CVB
Leadership
Fresh
Outlooks
Group
Business
Reliance
Comp Sets
Tapping into
Reserves
Early
1,000
New
Rooms
Tourism
Jobs
Fluctuation
Last
Place
Rank
Flat ADR &
Economic
Impact
Tax Savings
Growth
Uncertainty
4 Page 8 of 103
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Packet Pg. 801 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Leisure & Group Hotel Analysis
Fortunately, in these uncertain times, Group & Meetings Business is sustaining our occupancy levels.
5
Leisure Hotel Occupancy Leisure & Group Hotel Occupancy
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39.B.b
Packet Pg. 802 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Tourism Impact Timeline & Trends
Note: Spending, Economic Impact, and Visitation data for FY19-21 has been estimated by Downs & St. Germain
Research based on available data from the prior research vendor.6 Page 10 of 103
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Packet Pg. 803 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Strength of Competition
7
*These DMOs are funded from Tourist Development Taxes along with funding from a Tourist Improvement District (TID) and member ship fees.Advertising expenses are based on only the TDT funded portion -
the TID funds must be spent on marketing.
**Space Coast Advertising/Promotion total budget is $13.385M
Source: Collier County Chapter, FRLA , State of Florida Department of Revenue (2024), Space Coast Office of Tourism
DMO Name & Visitor Tax %County
Total TDT
Collected
FY 2023
Advertising
Percent TDT
Spent on
Advertising
Travel Staff FTE
Amelia Island CVB (5%)Nassau $11,435,000 $3,800,000 33.2%$2,160,000 13
Bradenton Area CVB (5%)Manatee $30,354,740 $3,731,946 12.3%$286,206 N/A
Florida Keys TDC (5%)Monroe $61,478,869 $11,935,279 19.4%$1,010,000 8
Fort Myers/Sanibel (5%)Lee $36,500,000 $14,300,000 39.2%$297,450 33
Naples, Marco Island, Everglades CVB (5%)Collier $44,000,000 $6,000,000 13.6%$133,000 9
Brevard County/Space Coast (5%)Brevard $25,000,000 $2,800,000**11.2%$32,000 16
The Palm Beaches* (6%)Palm Beach $31,000,000 $10,230,000 33.0%$150,000 50
Visit Sarasota (6%)Sarasota $49,996,721 $5,871,100 11.7%N/A 14
Visit Tampa Bay* (6%)Hillsborough $42,100,000 $8,900,000 21.2%$1,000,000 41
Page 11 of 103
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Packet Pg. 804 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Sustainable Tourism Catalysts
10/15/24: Visit Florida’s plans to help tourism rebound
from the hurricane comes as it seeks $100 million in
funding from the state legislature, up from its current
allocation of $80 million.
30% is spent on marketing the destination, 24% is spent on beach
nourishment projects, and the remaining is split between funds for a
sports stadium, an aquatic nature center, beach maintenance, and art
programs that are drivers of tourism.
8 Page 12 of 103
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Packet Pg. 805 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Supplemental Marketing Plan Focus Areas
9
Leisure Audience Marketing
●Increase Current Market Presence
●Travel Trade Strategic Partnerships and Missions
●Compete Stronger with Competitive Destinations
○Stronger Presence in Feeder Markets
○Expand Summer, Winter Markets
○Paid Partner Co-ops with Solid ROI, ROAS, and EI
Expanded Marketing
●Bolster Paid Advertising Media Plan
●Amplify Partnerships
●Enhance Social Media Content & Online Presence
●International Public Relations
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Packet Pg. 806 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Supplemental Marketing Plan Focus Areas
10
Groups & Meetings Sales Efforts
●Amplified Group, Meeting, and Trade Show
Partnerships and Marketing
●Travel Trade Strategic Partnerships and Missions
●Enhance Wedding Marketing Partnerships
Additional Research, Data and Insights
●Market Perception Study
●Additional Focus Group Studies
●Market Development Study
●Resident Lifestyle Study
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Packet Pg. 807 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Supplemental Marketing Plan Budget Request
11
Consumer and Target Market Expansion
-Stronger market presence in current feeder markets
-Expand into opportunity markets during summer, spring and winter seasons
-Partner co-op opportunities
$3,100,000
Diversified Marketing Opportunities
-Enhance paid advertising and partnerships
-Enhance social media presence
-International public relations
$1,038,000
Strengthen Sales Efforts
-Group sales, trade shows, partnerships and marketing
-Leisure travel trade strategic partnerships and missions, and market expansion
$835,500
Additional Research, Data and Insights $94,000
INVESTMENT $5,067,500
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Packet Pg. 808 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Inflation * Red Tide * COVID * Inflation * Inventory * Hurricanes * Red Tide
Hurricanes * Red Tide * COVID * Inflation * Inventory * Hurricanes * Inventory
COVID es * Red Tide * COVID * Inflation * Inventory * Hurricanes * Red Tide
Hurricanes * Red Tide * COVID * Inflation * Inventory * Hurricanes * Inflation
Inventories * Red Tide * COVID * Inflation * Inventory * Hurricanes * COVID
Hurricanes * Red Tide * COVID * Inflation * Inventory * Hurricanes * Red Tide
Hurricanes * Red Tide * COVID * Inflation * Inventory * Hurri Hurricanes
COVID Red Tide * COVID * Inflation * Inventory * Hurricanes *
InventoryHurricanes * Red Tide * COVID * Inflation * Inventory * Hurricanes * Red Tide
Hurricanes * Red Tide * COVID * Inflation * Inventory * Hurricanes * Red Tide
Fighting The Odds to Save What’s at Stake
12
Visitation
&
Economic
Impact
Jobs
&
Employment
Resident
Tax Savings
& Growth
Community
Health &
Vibrancy
Sustainable
Business
Growth
Hurricanes * Red Tide * COVID * Inflation * Inventory *Hurricanes
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Packet Pg. 809 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Our Why
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Packet Pg. 810 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Strength of Competition
7
*These DMOs are funded from Tourist Development Taxes along with funding from a Tourist Improvement District (TID) and membership fees.Advertising expenses are based on only the TDT funded portion -
the TID funds must be spent on marketing.
**Space Coast Advertising/Promotion total budget is $13.385M
Source: Collier County Chapter, FRLA , State of Florida Department of Revenue (2024), Space Coast Office of Tourism
Staff FTETravel
Percent TDT
Spent on
Advertising
Advertising
Total TDT
Collected
FY 2023
CountyDMO Name & Visitor Tax %
13$2,160,00033.2%$3,800,000$11,435,000NassauAmelia Island CVB (5%)
N/A$286,20612.3%$3,731,946$30,354,740ManateeBradenton Area CVB (5%)
8$1,010,00019.4%$11,935,279$61,478,869MonroeFlorida Keys TDC (5%)
33$297,45039.2%$14,300,000$36,500,000LeeFort Myers/Sanibel (5%)
9$133,00013.6%$6,000,000$44,000,000CollierNaples, Marco Island, Everglades CVB (5%)
16$32,00011.2%$2,800,000**$25,000,000BrevardBrevard County/Space Coast (5%)
50$150,00033.0%$10,230,000$31,000,000Palm BeachThe Palm Beaches* (6%)
14N/A11.7%$5,871,100$49,996,721SarasotaVisit Sarasota (6%)
41$1,000,00021.2%$8,900,000$42,100,000HillsboroughVisit Tampa Bay* (6%)
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Packet Pg. 811 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council
10/23/2024
Item # 8.B
ID# 2024-1710
Executive Summary
Recommendation to approve an FY 2025 budget amendment in the amount of $390,000 to allocate reserves for post
Hurricane Milton recovery for tourism marketing and make a finding that this action promotes tourism.
OBJECTIVE: Establish sufficient FY 2025 budget providing for a recovery marketing campaign post Hurricane
Milton.
CONSIDERATIONS: The Tourism Division administers the Tourist Development Council (TDC) budget and
promotes the destination as a Convention & Visitors Bureau (CVB).
At an emergency meeting on October 7, 2024, the Board declared a state of emergency for Hurricane Milton, Collier
County has funded the cleanup and restoration of the community in the aftermath of Hurricane Milton. The next step of
recovery is to focus marketing efforts to reinforce that the County is fully operational and ready to welcome visitors.
Marketing Collier County as open for business is vital to maintaining current visitor reservations with hotels,
restaurants, and shops. This marketing will also help business owners sustain the hospitality employment levels of over
28,000 people in the County.
This request seeks Board approval for an FY 2025 Budget Amendment of $390,000 from Fund 1106 (TDC Reserve for
Disaster Stimulus) to launch a marketing campaign aimed at dispelling any misconceptions about the storm's impact.
The campaign will target leisure visitors, group meeting planners, and wedding planners, promoting Collier County as
open for business and highlighting the readiness of our hospitality industry to serve visitors.
FISCAL IMPACT: A budget amendment is required to allocate $390,000 from TDC Fund 1106 Reserve for Disaster
Stimulus, which is currently budgeted at $1.5 million.
LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. –
CMG
RECOMMENDATIONS: To approve an FY 2025 budget amendment in the amount of $390,000 to allocate reserves
for post Hurricane Milton recovery for tourism marketing and make a finding that this action promotes tourism.
PREPARED BY: John Melleky, Arts and Culture Manager, Tourism
ATTACHMENTS:
1. Hurricane Recovery_Brief .docx (1)
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39.B.b
Packet Pg. 812 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
Project Name CCT Hurricane “Resilience”Budget Allocation and “Sustaining Tourism”
Messaging Brief
Drafting Date October 16,2024
Project Client Collier County
Situation As Collier County recovers from Hurricanes Helene and Milton,the Collier
County TDC is focused on revitalizing and sustaining tourism.Given the
hurricane’s impact on the state and other destinations and the historically
high visitation during this period,it is crucial to promote Collier County as
open for visitors to spur and sustain visitation growth.This not only supports
the local economy but also helps maintain the momentum vital to the
region’s recovery and overall long term success.
One of the primary current challenges is that Collier County is being grouped
into broader Southwest Florida crisis messaging despite having minimal
impact compared to neighboring communities.This association could deter
potential visitors,making it essential to differentiate the destination from the
more severely affected areas.
We aim to craft messaging and a campaign highlighting Florida Paradise
Coast is open and ready to welcome visitors and that through it all,the
Paradise Coast is the ONLY place for your incredible vacation,meeting,golf
event attendance,or wedding!This will ensure the destination is positioned
as open and welcoming for the Fall,Holiday and Winter seasons.
We will achieve this through our three-prong approach:
1.Owned Media Channels
2.Partner Relationships
3.Paid Media
Creative Messaging will be tailored to:
●Leisure
●Groups/Meetings
●Weddings
1
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Packet Pg. 813 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
Project Areas &
Strategies
1.Owned Media
Strategy:
Maximize reach through owned channels,amplifying the brand message.
●Owned Channels:
○Leverage existing social media platforms,email newsletters,
and websites to share tailored content that resonates with
key audiences.
○Encourage user-generated content to drive organic
participation.
●Channel Extensions (Social Media):
○The Paradise Social team will increase content development
and distribution frequency across social channels.
○This will include an increased focus on video content
showcasing scenic areas,partners,etc,complemented by
timely content (LIVEs)captured by the in-destination team
optimized for each channel.
●Messaging Roadmap Distribution:
○Distribute the recovery messaging approach to parties
responsible for garnering leveraged and earned media.
○Engage and respond to key stakeholders as requested and
directed.
2.Leverage Partner Stakeholder Relationships
Strategy:Build mutually beneficial relationships with local partners and
stakeholders,such as hotels,attractions and businesses,to enhance
destination marketing efforts.
●Develop Short-form Video Content:
○Develop and share short videos (under 30 seconds)that
showcase the destination.
○Highlight hotel features,local attractions,and shared
experiences to grab attention and boost sharing.
●Co-Create Content with Stakeholders:
○Co-create content that highlights both the destination and the
stakeholder's unique offerings.
●Magnify Content via Collaboration:
○Boost partner content through our social media channels.
○Utilize paid posts to reach broader audiences and generate
more engagement for partner content.
2
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Packet Pg. 814 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
3.Paid Advertising Media
Strategy:To work in tandem with owned media strategies,we are
recommending the following paid advertising media tactics for this recovery
campaign.These tactics are proven successful,and are able to be executed
more quickly to get in market for this specific timely messaging.
●Media Plans:$200,000
○Implement targeted media buys across multiple platforms.
○Focus on performance-driven campaigns with a clear call to
action,driving traffic to key landing pages.
Target Markets:
●Out of State target markets (Chicago,NYC,Philadelphia,Boston,
Minneapolis,Cleveland,Hartford-New Haven,Detroit,Atlanta,
Washington,DC)
○Our POV is that our money is best spent to educate our
OOS target audiences that Paradise Coast was not harmed
by the hurricanes like other areas of Florida.In fact,we
believe that it would be insensitive to run those in our
Florida markets.If we do any Florida markets,we would
only recommend Miami-Ft Lauderdale and West Palm
Beach,who were unaffected by the storms,maybe affluent
zip codes for Jacksonville /NEFL counties.
Campaign Dates:11/4 -12/29
Target Audience:Remain the course with our core targeting of Adults 25-64,
HHI $175K+,luxury travelers,couples and families
Budgets and Tactics:
●Consumer Leisure -$120K
○Broad Awareness -nationally popular podcast Armchair
Expert with Dax Shephard.
■Getting on national podcasts with host reads is a
strong and effective way to get the word out to a
broad and engaged audience quickly.This podcast is
ranked in the top 10 of all comedy podcasts and top
50 of all podcasts in the entire US.It has won various
podcast awards and strikes a balance between
comedy and human connection.Top tier celebrity
guests recently have included Paul Rudd,Matt
Damon,Vince Vaughn,Jeff Bridges,Kristen Bell,and
many others.Spot would be read by Dax Shepherd
3
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Packet Pg. 815 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
and would likely have organic interaction with his
co-host Monica.
○Streaming campaign on premium platforms,then
retargeting those who saw the commercial with Display
Banners with continued messaging
○Display Banner and video (pre-roll)campaign targeted to
those who have visited Florida beaches in the past year
○Paid Social:-Meta -Boost top-performing organic posts and
create targeted ads using a mix of static images and video
across Meta platforms,Facebook and Instagram.
○Eblast (repurposing the same creative sent to the owned
list)to a targeted audience of luxury travelers to deploy
mid-Nov.
■Retargeting banners to those who received the
email to run after deployment through the end of
Dec
●Meetings -$50K
○Display and Video campaign (AKI Technologies)-targeted
to Meeting Planners and C-Suite
○Eblast to a targeted list of corporate and association
meeting planners to go out late-Nov
■Retargeting banners to those who received the
email to run after sending through end of Dec
○Native Content or social media placement through SITE or
Northstar
○Paid Social -Leverage LinkedIn targeting capabilities to
reach decision-makers in groups and meetings,including
event planners and corporate leaders.
●Weddings -$20K
○Heavy lean into paid social media for weddings
■Meta:Boost awareness through high-impact visuals,
positioning the destination as a prime choice for
those seeking the perfect wedding venue.
■Pinterest:Visually appealing Promoted Pins will
highlight the destination’s readiness,positioning it
as a top choice for brides impacted by hurricanes
and those seeking ideal wedding spots.
○Eblast to a targeted list of wedding planners to go out the
first week of Dec (into high engagement season)
■Retargeting banners to those who received the
email to run after sending through end of Dec
○Paid Search -being present in Google Search when brides
and families are looking to find where in Florida can host their
upcoming destination weddings
4
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Packet Pg. 816 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
OTHER:
●Golf Tournament Advertising Media Spin Units
○The opportunity exists to leverage the upcoming media buys
for broader,impactful ad inventory and incremental added
value inventory
■Nov.21-24,2024 -CME Group Tour Championship -
Tiburón Golf Club
■Dec.12-15,2024 -Grant Thornton Invitational -
Tiburon Golf Club
■Feb 10-16,2025 -Chubb Classic -Tiburon Golf Club
○Action Items
■Paradise to speak to NBC /Comcast /Golf Channel
and each of the tournament director
■Ask to “spin"contractual advertising units outside of
the tournament
■Ask for added bonus inventory and in-programming
vignettes to run in golf events or other sports
programming now through the tournament time
periods.
■Paradise to revise the golf spot to mention the
destination is open /our courses are unaffected by
the fall hurricanes,we are welcoming golfers all year
long for incredible golf getaways.
■Paradise to shoot a new CVB Executive Director
welcome message video with Jay Tusa for the
sponsor video to be played during the tournament
(welcome fans,sponsors,players and reinforce year
round golf getaways).Also place on YouTube channel
Creative Deliverables
●Destination Recovery Tactics
○Creative Updates
■Concepting Job (urgent)to update digital media
assets for recovery messaging
●Digital Banners (copy recommendations)
●:15 Leisure Video(s)
●:30 Meeting/Group Video(s)
○Update Meetings/Group Video Copy Edit
5
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Packet Pg. 817 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
■Use existing meetings/group video content
■New copy on screen to let them know Paradise Coast
is open and ready for meetings/groups,leisure visitors
and weddings
■Due by Oct 21 EOD to Claudia to show planners in the
UK Oct 21-25
●Send her the video link and custom QR code
●QR code goes to the YouTube channel to play
the video
●Claudia to share the video on LinkedIn
○Dedicated Meetings/Groups Email Blasts
■Create a new refreshed email blast for Claudia’s
contacts (international)them know Paradise Coast is
open and ready for meetings/groups,leisure visitors
and weddings
■Create a new refreshed email blast for Lisa’s contacts
(domestic)them know Paradise Coast is open and
ready for meetings/groups,leisure visitors and
weddings
○New Meetings/Group Video -First Person
■Similar to Paul's video on beach (2 yrs ago)
■New “walk and talk”video with 3rd party individuals
around the county to let audiences know Paradise
Coast is open and ready for meetings/groups,leisure
visitors and weddings (Last video:
https://vimeo.com/236988434)V
○Golf Spot
■Paradise to revise the golf spot to mention the
destination is open /our courses are unaffected by
the fall hurricanes,we are welcoming golfers all year
long for incredible golf getaways.
■Paradise to shoot a new CVB Executive Director
welcome message video with Jay Tusa for the
sponsor video to be played during the tournament
6
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Packet Pg. 818 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
(welcome fans,sponsors,players and reinforce year
round golf getaways).Also place on YouTube channel
Goals
&Performance
Metrics
●Social Metrics:Reach,Engagement,Impressions
Timing ●November-December
Client’s Success
Criteria
●Engagement (reach,use,adoption,feedback)
○Paradise Coast Tourism Partners
○Sales Prospects (Domestic &International)
○Leisure Audiences
○Meetings/Groups Audiences
○Wedding Audiences
●RFPs,Event Bookings &Visitation
○Paradise Coast Tourism Partners
○Sales Prospects (Domestic &International)
○Leisure Audiences
○Meetings/Groups Audiences
○Wedding Audiences
Target Audience ●Paradise Coast Tourism Partners
●Sales Prospects (Domestic &International)
●Leisure Audiences
●Meetings/Groups Audiences
●Wedding Audiences
Creative +
Messaging
Direction
●Paradise Coast is located on the Southwest part of Florida on the
Gulf Coast,easily serviceable from RSW,FLL,MIA,WPB airports.
●While many other parts of Florida and the Southeast have had
significant impact from recent hurricanes,the Paradise Coast is open
and ready to welcome and host meetings/groups,leisure visitors and
weddings.
Budget ●Budget $390,000
Timeline ●Internal approval on the brief 10/18
●Budget internal confirmation 10/18
Client approval on brief and budget 10/18
●Jobs opened on approval 10/18
7
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Packet Pg. 819 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
10/23/2024
Item # 8.C
ID# 2024-1711
Executive Summary
Recommendation to approve the FY 2024-2025 Destination Marketing Plan and make a finding that this action promotes
tourism.
OBJECTIVE: Approval of the FY 2024-2025 (FY 25) Tourism Marketing Plan.
CONSIDERATIONS: The Tourism Division administers the Tourist Development Council (TDC) budget and
promotes the destination as a Convention & Visitors Bureau (CVB). This promotion process includes the creation of a
marketing plan each year that is presented to the TDC.
The 2024-2025 Destination Marketing Overview was presented at the TDC meeting on October 15, 2024. The detailed
plan attached includes information on key strategies for the year that include a focus on marketing efforts to increase
off-peak visitation, expand international markets, leverage advanced data analytics and digital campaigns, and utilize
research to optimize marketing campaigns and ensure the highest return on advertising spend while staying ahead of
competitors in a rapidly evolving market.
FISCAL IMPACT: Marketing expenditures are included in the FY 2024-2025 Tourism Division budget. There is no
additional fiscal impact with this Executive Summary.
LEGAL CONSIDERATIONS: This item is approved as to form and legality and requires majority vote for approval. –
CMG
RECOMMENDATIONS: To approve the FY 2024-2025 Destination Marketing Plan and make a finding that this
action promotes tourism.
PREPARED BY: John Melleky, Arts and Culture Manager, Tourism Department
ATTACHMENTS:
1. FY 25 Destination Marketing Plan Overview Deck
2. CCT-1214 - FY25 Marketing Plan Design Layout - Proof10-Single Pages
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Packet Pg. 820 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
2024-2025
Destination Marketing Plan
October 15, 2024 TDC Presentation
1
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Packet Pg. 821 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Economic Impact & Tourism’s Value to Collier County
Economic Impact
●Anticipating $48M in Tourist Development Tax collections in FY24.
●Tourism remains a major job creator, supporting more than 28,000 jobs.
●Revenue from tourism helps improve beach related projects, benefiting both residents and visitors alike.
●Local businesses thrive on tourism spending, which strengthens the local economy and creates stability.
●Sustainable tourism practices protect the environment while maintaining a high -quality visitor experience.
Tourism’s Broader Benefits:
●Tourism enhances residents’ quality of life by supporting cultural, recreational, and environmental projects.
●Tourist visitation saves the average Collier County household $1,525 in taxes annually.
●Sustainable tourism ensures long-term preservation of natural beauty and wildlife habitats.
●Vibrant tourism drives investment in dining, shopping, cultural districts and beachfront facilities.
●The industry’s resilience has strengthened Collier County’s reputation as a top destination.
Collier County
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Packet Pg. 822 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Florida’s Paradise Coast:A Year of Opportunity
FY24 Highlights
●Travel demand fluctuated throughout the year, impacting occupancy rates and visitation during the off -peak season.
●Emergence of key trends:
○Luxury tourism
○Curated and authentic experiences
○Sustainability and eco-tourism
●Community resilience ensured the destination remained a viable destination.
●Increased exposure with domestic and international visitors.
Collier County
3
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Packet Pg. 823 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Florida’s Paradise Coast:A Year of Opportunity
Looking Ahead to FY25:
●Campaign Focus:Building on "ONLY Paradise Will Do" to attract high-value visitors.
●Target Audiences: Affluent domestic and international leisure visitors, group and meeting professionals, travel trade professionals,
sports organizers, and event professionals.
●Key Strategies:
○Visitation During Need Periods:Focus marketing efforts to increase off-peak visitation, especially targeting visitors during
shoulder seasons.
○Expanding International Markets:Further develop international market strategies to capitalize on growing interest from Europe,
Canada, and potentially South America.
○Digital Innovation:Leverage advanced data analytics, AI, and digital platforms to create personalized and high -impact marketing
campaigns, driving deeper engagement.
○Research-Driven Campaigns:Utilize research insights to optimize campaigns and ensure the highest return on ad spend, while
also staying ahead of competitors in a rapidly evolving market.
Collier County
4
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Packet Pg. 824 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Goals
●Increase occupancy during need periods (June, July, August, September).
●Maintain strongest months occupancy (January, February, March).
●Increase tax collections.
●Expand and enhance first-party data ownership by growing the email subscriber
database, increasing social media followers, and driving higher website traffic.
●Research brand positioning.
●Develop website integration plan.
●Increase destination partner engagement with the CVB.
5
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Packet Pg. 825 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
1
Research
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Packet Pg. 826 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Current State of Tourism in Collier County
FY24 To Date (vs. FY23)
●Tourist Development Tax: +12%
$41.7M
●Direct Spending:+14%
$2.5B
●Number of Visitors: +5%
2.39M
●Room Nights:+9%
2.37M
●Occupancy: -3%
61.1%
●Average Daily Rate: +14%
$363.81
(Additional Context: Major luxury hotels were not open for a portion of
FY23, but these properties were open in FY24.)
●Leisure & Hospitality Employment: Statistically, employment
stays relatively flat from season to season. Hospitality related
business continues to face staffing challenges.Downs & St. Germain Research, October 2023 -August 2024
Performance Metrics
7 Page 34 of 103
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Packet Pg. 827 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Visitor Breakdown: The Collier County Visitor
Downs & St. Germain Research, October 2023 -August 2024
FYTD Origin Markets
FY24 To Date (vs. FY23)
●Out-of -State (77%) makes up for the majority of visitation to Collier
County compared to In-State Visitors (23%) in FY24.
●Typical visitors to the Naples, Marco Island, Everglades area planned
their trip 60 days in advance.
●The Average Length of Stay has increased over the years to approx. 6
nights & Average Travel Party Size is now approx. 3 people.
●Top Origin States (excluding Florida) include New York, Illinois, Ohio,
New Jersey, Michigan, Pennsylvania, Massachusetts, Minnesota,
Wisconsin, & Connecticut.
Visitor Profile
8
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Packet Pg. 828 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Effects of Current & Past Campaigns
●Sustaining Campaigns in Top Markets:Marketing efforts
in FY24 revived key Northeast and Midwest markets.
Maintaining these efforts is crucial as competition increases.
●International Visitors:Campaigns in Canada, UK, and
Germany assisted in recovery from these markets, but
there’s still room for growth.
●Regional Campaign Success:Targeted marketing in the
Southeast, excluding Florida, saw the largest visitor growth
in FY24.
●Off-Season Focus:Sizzle Dining and other initiatives drove
an increase in September visitation and restaurant spending
during the slowest period.
Previous Efforts
9
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Packet Pg. 829 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Key Areas of Opportunity
●Ultra Affluent Visitors:Affluent visitors are more resilient
to economic shifts, and new properties like the The Naples
Beach Club, a Four Seasons Resort, will attract more in
the future.
●Sports Tourism:Sports events and sponsorships can fill
off-season gaps, and create positive experiences that drive
future visitation.
●Florida Visitors:Increased targeting of South Florida
residents in the summer when lower rates make the area
more desirable.
●Community Engagement:Strengthen local support by
promoting the benefits of tourism to residents.
Opportunities
10
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Packet Pg. 830 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Potential Research Options
The following research is planned for FY25:
●Visitor Tracking & Economic Impact Study
●Conduct Focus Group Studies (i.e., brand positioning,
messaging, and ad effectiveness)
Based on the current situation and needs, Downs & St.
Germain (DSG) recommends adding the following in FY25:
●Market Perception Study (to assess perceptions of the
Paradise Coast vis-à-vis competitive destinations)
●Resident Opinion/Quality of Life Study
●Additional Focus Groups Studies
●Current Market Information Research
Research
11
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Packet Pg. 831 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
2
Strategic Framework
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Packet Pg. 832 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Research, Data, Insights
13
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Packet Pg. 833 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Occupancy Rates (by percentage)(STR)
14
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Packet Pg. 834 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Target Audience Segments
Sports
Leisure
●Domestic
●Florida Residents
●Niche Interests
International
●Canada
●United Kingdom
●Germany
Sales
●Meetings/Groups
●Travel Trade
●Weddings
15
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Packet Pg. 835 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Destination Marketing Strategies
●Engage throughout the entire customer journey (before, during, post-trip).
●Educate and inspire year-round.
●Ensure the unique value proposition is the foundation for all marketing
communications, regardless of the platform or audience.
●Leverage data and research to continually optimize marketing efforts and uncover
new opportunities.
●Develop robust, relevant content that highlights the depth and breadth of the
destination through various mediums.
●Tailor messaging to align with audience demographics, geography,
psychographics, behavior, and interests.
16
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Packet Pg. 836 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Marketing Approach: Campaigns
●Launch 5 Core Campaigns
○Sustaining Campaign
○Fall Campaign
○Winter Campaign
○Spring/Summer Campaign
○International Campaign
●Each campaign will:
○Enforce the elevated coastal, cultural, culinary and ecological paradise
experience.
○Be part of an integrated, omnichannel approach.
○Maintain presence in identified feeder markets.
○Utilize segmentation to target audiences with relevant, customized
messaging and creative.
○Utilize high-impact paid and earned media in strategically identified markets
within each of the core campaigns.
Paid
Owned Earned
17
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Packet Pg. 837 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
OCT '24 NOV '24 DEC '24 JAN '25 FEB '25 MAR '25 APR '25 MAY '25 JUN '25 JUL '25 AUG '25 SEP '25
SHOULDER SEASON HIGH SEASON SHOULDER SEASON LOW SEASON
SUSTAINING
FALL
WINTER
SPRING/SUMMER
FL RESIDENTS
SEPTEMBER
DINING
CANADA
UK + GERMANY
Leisure Advertising Campaigns
Goal: Increase Occupancy
Spend: Highest
Goal: Increase Occupancy
Spend: Middle
Goal: Maintain Occupancy
Spend: Lower
18
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Packet Pg. 838 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Print Campaign
“ONLY Paradise Will Do”
19
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Packet Pg. 839 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Print Campaign
“ONLY Paradise Will Do”
20
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Packet Pg. 840 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Animated Digital Campaign
“ONLY Paradise Will Do”
21
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Packet Pg. 841 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
3
Leisure Plan:
Domestic
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Packet Pg. 842 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
FY25 Domestic Media Approach
Strategic Approach for Domestic Visitors
●In FY25, the CVB will focus on affluent visitors seeking elevated, authentic experiences. With one of the highest ADRs among
competitors, the CVB’s marketing campaigns target those who can afford longer stays and higher spending, increasing Direct
Spend and Economic Impact.
●As post-revenge travel declines, affluent visitors are embracing both domestic and international luxury trips, making competitive
targeting essential.Luxury travel has shifted from traditional opulence to authentic experiences like culinary events, cultural
exchanges, and hidden retreats, with visitors' values shaping their preferences.
●The strategy will differentiate messaging for each segment.
Two Key Audience Segments:
●Aspiring Luxury Visitors: Two-earner households with incomes of $175K+ or net worths of $100K -$1M, drawn to branded luxury and
value.
●Luxury Elite: HNWIs with net worths of $1M-$30M+, seeking exclusivity and curated experiences, requiring precise targeting.
23
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Packet Pg. 843 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Aspiring Luxury Visitor:
●Affluence:Household income of $175K+ or net
worth $100K to <$1M
●Accommodations: Branded luxury resorts, boutique
hotels, upscale vacation rentals with high-end
amenities
●Experiences:Private tours, exclusive cultural
events, fine dining
●Travel Style:First/business class, efficient
arrangements, values loyalty programs
●Shopping:Designer boutiques, luxury fashion, art
galleries
●Wellness:Unique spa offerings and wellness
amenities
●Social: Enjoys sharing luxury trips on social media.
Luxury Elite:
●Net Worth:$1M+
●Accommodations: Private luxury homes, exclusive
resorts with top-tier services
●Experiences:Private yacht charters, bespoke
adventures, VIP events
●Travel Style:Private jets, luxury travel services,
concierge support
●Shopping: High-end designers, personal shoppers,
custom items
●Wellness: Exclusive retreats, private consultations,
custom wellness programs
●Social: Values discretion, prefers private spaces
and services
Audience Focus
These two segments vary in what visitors seek from a vacation, where they consume media, and how they prefer to receive messa ges.
FY25 Domestic Media Approach
24
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Packet Pg. 844 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Sustaining Campaign: Nov 2024 -Sep 2025
●Markets:
○Chicago, NYC, Philadelphia, Minneapolis, Detroit,
Boston, Washington DC, Atlanta, Cleveland,
Orlando, Miami-Fort Lauderdale, Tampa-St.
Petersburg
Note: These markets were selected based on research
from Downs St. Germain, Zartico, Adara Impact, Expedia.
●Approach may include:
○Google Ads
○Meta (Facebook/Instagram)
○Pinterest
○OTAs (Expedia, Kayak)
○Email marketing
●Messaging:
○Tailored to Aspiring Luxury and Luxury Elite
Visitors, rotating seasonally
Fall Campaign: Nov -Mid-Dec 2024 (6 weeks)
●Markets:
○Midwest focus Chicago, Detroit, Cleveland, Minneapolis,
Indianapolis
Note: These markets were selected due to strong visitation.
●Approach may include:
○Target holiday travel via airport WiFi
○High-profile inspiration tactics
●Messaging:
○Tailored to Luxury Elite visitors based on the targeted
media used; i.e., target premium cardholders, private jet
fliers, and airport lounges, with ongoing pulses through
the year.
FY25 Domestic Media Approach
25
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Packet Pg. 845 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Winter Campaign: Jan -Feb 2025
●Markets:
○Chicago, Minneapolis
Note: Each year the agency determines an emerging
market for the Winter Campaign, while continuing
momentum in Chicago.
●Approach may include:
○Focus on traditional media for awareness and
brand recognition. This may include:
■Out of Home: Wrapped buses, EV charging
stations, digital boards, transit, airport
■Wrapped rideshare cars
■High-impact print
■Custom TV segments
■Radio and digital audio
Spring/Summer Campaign: April -Aug 2025
●Markets:
○Major metros and Florida: Chicago, NYC, Boston,
Philadelphia, Atlanta, Miami-Ft Lauderdale, Tampa-
St. Petersburg, Orlando, West Palm Beach
●Approach may include:
○Mobile campaigns with interactive ads
○Influencer campaigns
○Streaming with video/QR code interactivity
○Podcasts and digital audio
○Print ads in publications such as Flamingo, Bon
Appétit, Garden & Gun
FY25 Domestic Media Approach
26
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Packet Pg. 846 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
4
Leisure Plan:
International
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Packet Pg. 847 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
International Paid Media Approach -UK and Germany
●International visitation to the US has rebounded, and the CVB aims to position Florida’s Paradise Coast as a top
choice.
●Support UK and Germany B2B efforts with targeted ads in affluent regions, engaging visitors from inspiration to
booking. Campaigns will focus on affluent visitors and, to a lesser extent, luxury elites seeking elevated
international experiences.
●Leverage the Brand USA guide program, complemented by paid media in key areas to reach audiences in
unexpected settings.
●Competitive targeting will include destinations like Cuba, USVI, Turks & Caicos, Jamaica, and luxury cruises.
Campaigns:
●UK Campaign (Dec 2024 -Mar 2025):
○Primary Focus: Affluent families (adults w/children, 25-54, HHI $100K).
○Secondary Focus: Couples, Millennials, Gen X, Boomers.
○Target Markets: Kensington, Chelsea, Surrey, Westminster, Camden, and affluent areas of London.
●Germany Campaign (Dec 2024 -Mar 2025):
○Primary Focus: Affluent families (adults w/children 25 -54, HHI $100K).
○Secondary Focus: Couples, Millennials, Gen X, Boomers.
○Target Markets: Frankfurt, Munich, Hamburg, Düsseldorf, Bonn, Switzerland, Austria, and Benelux.
FY25 International Media Approach
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Packet Pg. 848 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
International Paid Media Approach -Canada
●To increase spring, summer, and fall visitation from key Canadian regions, the CVB will continue
targeting affluent families in the Greater Toronto and Golden Horseshoe areas. By focusing on shoulder
seasons, the CVB aims to extend travel and increase sustained visitation.
●The CVB’s strategy will inspire affluent families seeking new vacation experiences, offering an alternative
to traditional “cottage country” trips in Ontario. The CVB will build on the success of the FY24 campaign,
which increased both website and destination visitation.
○Inspire Canadians by positioning Florida's Paradise Coast as a premier destination.
○Reach affluent families seeking new and exciting vacation experiences.
○Offer an alternative to the traditional “cottage country” trips to northern Ontario.
○Extend visitation from Canada into late summer to offset shoulder season.
Canada Campaign (March -July 2025)
●Demographic: Affluent families (Ages 25-64, HHI $175K+, children in household).
●Target Markets: Greater Toronto/Golden Horseshoe area.
29
FY25 International Media Approach
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Packet Pg. 849 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Tactics for Consideration in all International Campaigns:
●Facebook/Instagram that focus on awareness and driving traffic to the website; targeted to
the respective country’s audiences.
●Paid Search that utilizes both competitive keyword strategies and images to increase click
through.
●OTAs and Travel Intender Targeting; such as Expedia and Kayak, which reach those
searching for U.S. beach and luxury travel.
●Out of Home that’s positioned in the most affluent areas of each region.
●Print that utilizes regional magazines that reach the targeted audiences in each country.
30
FY25 International Media Approach
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Packet Pg. 850 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Questions?
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Packet Pg. 851 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
Thank You.
32
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Packet Pg. 852 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist
2024–2025 DESTINATION MARKETING PLAN
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Packet Pg. 853 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
Page 61 of 103
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Packet Pg. 854 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
MARKETING PLAN 2024 - 2025 | 1 SECTION 1TABLE OF CONTENTS
SECTION 1: LETTER FROM THE TOURISM DIRECTOR
SECTION 2: DESTINATION OVERVIEW
SECTION 3: MARKETING GOALS
SECTION 4: OVERARCHING STRATEGIES
SECTION 5: COMMUNICATION & CREATIVE STRATEGY
SECTION 6: AUDIENCE ENGAGEMENT STRATEGIES
6A: Leisure Traveler
6B: Groups and Meetings Sales
6C: Weddings
6D: Sports Event Organizers
SECTION 7: MEASURING RESULTS
PG. 3
PG. 5
PG. 7
PG. 9
PG. 11
PG. 17
PG. 41
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Packet Pg. 855 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
2 | NAPLES, MARCO ISLAND AND THE EVERGLADES
SECTION 1:
LETTER FROM THE
TOURISM DIRECTORSECTION 1Page 63 of 103
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Packet Pg. 856 Attachment: Full Agenda Oct 23 Special TDC Meeting 2024 (1) (30044 : Tourist Development Council Special Meeting- October 23, 2024)
MARKETING PLAN 2024 - 2025 | 3
TO OUR VALUED PARTNERS,
As we enter Fiscal Year 2025, Florida’s Paradise Coast continues to represent the ultimate escape—a
destination where sun, sea, and serenity meet a rich cultural and ecological experience. But beyond this,
for our community and industry partners, this place embodies a remarkable spirit of collaboration, resilience,
and growth, and together we aim to build on that strength for another year.
In FY24, we experienced both the continuation of a strong demand for travel as well as new challenges that
required creative solutions and an unwavering commitment to excellence. We saw the travel landscape evolve
with emerging trends, such as sustainability, luxury eco-tourism, and increased demand for personalized
experiences. Throughout it all, our community worked hand-in-hand to ensure Florida’s Paradise Coast
remained top-of-mind for visitors from across the U.S. and around the globe.
As we look ahead to FY25, we are excited to continue building on the success of our marketing campaign,
“Only Paradise Will Do.” This message, underscored by our region’s unique blend of luxury, natural beauty,
and top-tier hospitality, will guide our efforts to attract affluent domestic and international travelers, group
planners, sports organizers, and event professionals. We will focus on driving visitation during need periods,
expanding our international markets, and deepening engagement through innovative digital strategies and
high-impact, research-driven campaigns.
Our local economy continues to rely on tourism, which is a cornerstone of prosperity here in Collier County.
Last year, we generated nearly $50 million in Tourist Development Tax collections, supporting essential
services and enriching the quality of life for residents and visitors alike. From pristine beaches to vibrant
dining and shopping districts, the benefits of tourism extend well beyond the visitor experience, creating jobs,
enhancing infrastructure, and sustaining the environment.
Together, we will continue to showcase the unparalleled experiences that only Florida’s Paradise Coast
can offer. I invite you to explore this year’s strategic marketing plan and join us in another year of
unforgettable success.
Warm regards,
Jay Tusa
Tourism Director,
Naples, Marco Island, and the Everglades CVB
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4 | NAPLES, MARCO ISLAND AND THE EVERGLADES
SECTION 2:
CVB OVERVIEWSECTION 2Page 65 of 103
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MARKETING PLAN 2024 - 2025 | 5
WHAT IS THE NAPLES, MARCO ISLAND
AND THE EVERGLADES CONVENTION AND
VISITORS BUREAU?
The Naples, Marco Island, and the Everglades Convention and Visitors Bureau (CVB) is the official
tourism organization for Collier County, dedicated to promoting the area as a premier travel destination.
Our mission is to attract visitors from around the world to experience the unique beauty, culture, and
activities that define the Paradise Coast. Our primary objective is to drive overnight occupancy to
our lodging partners and increase tourist development tax collections, which directly and positively
contributes to greater patronage at local restaurants, shops, and attractions, while supporting the overall
tourism industry.
Our efforts include comprehensive marketing and advertising campaigns that reach both domestic and
international travelers, as well as targeted sales efforts to group and meeting planners, travel trade, and
sports event organizers. We partner with local businesses to showcase the experiences and services
available and implement robust media relations and public relations strategies to maintain and grow the
destination’s appeal. Additionally, we host events and initiatives that enhance visitor engagement and
extend the length of stays.
The CVB showcases the area’s 30-mile Gulf of Mexico coastline and promotes the destination’s diverse
offerings to drive economic growth. By supporting local businesses—including lodging, restaurants,
and shops—we boost visitation, bookings, and revenue, helping the community thrive while also
strengthening the local economy to benefit our tourism partners.SECTION 2CVB AREAS OF FOCUS
STRATEGIC COMMUNICATION FUNNEL
AWARENESS
DISCOVERY
BOOK
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6 | NAPLES, MARCO ISLAND AND THE EVERGLADES
SECTION 3:
MARKETING GOALSSECTION 3Page 67 of 103
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MARKETING PLAN 2024 - 2025 | 7 SECTION 3FY25 MARKETING GOALS
TOURIST TAX COLLECTIONS
●Increase tax collections from FY24 by 3%
OCCUPANCY
●Increase occupancy during need periods (July, August, September)
●Maintain strongest months occupancy (January, February, March)
DEMAND
●Expand and enhance first-party data ownership by growing the email subscriber database, increasing
social media followers, and driving higher website traffic
●Increase destination partner engagement with the CVB
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8 | NAPLES, MARCO ISLAND AND THE EVERGLADES
SECTION 4:
OVERARCHING STRATEGIESSECTION 4Page 69 of 103
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MARKETING PLAN 2024 - 2025 | 9 SECTION 4UTILIZE RESEARCH TO INFORM STRATEGY: Extensively use research to dig into source market
opportunities, identify consumer journeys, and understand visitor behavior while in the destination. Apply these
insights to develop and continually optimize campaigns, messaging, and create robust, relevant content that
reflects the destination’s unique value proposition.
LAUNCH OFF-SEASON CAMPAIGNS: Develop and execute targeted campaigns specifically designed
to increase occupancy during off-peak seasons. Highlight unique experiences available during these periods
and educate target audiences on the benefits of visiting year-round. Use creative messaging that reflects the
destination’s unique value proposition.
MAINTAIN PEAK TRAVEL PERIODS: Create campaigns that capitalize on high-demand travel periods
by emphasizing the most attractive features of the destination. Utilize research to confirm key source markets
and tailor messages that resonate with these audiences, encouraging early bookings and occupancy during
peak times.
MAP THE CONSUMER JOURNEY: Analyze the consumer journey from initial awareness to post-trip
engagement. Develop a content calendar that aligns messaging with each stage of the journey, ensuring
consumers are engaged before, during, and after their visit. Use personalized and timely messaging across
multiple touchpoints to guide them seamlessly through their journey.
PERSONALIZED MESSAGING: Implement personalized messaging across all marketing channels,
including email, social media, and digital advertising. Tailor content to individual preferences and behaviors
using consumer data, increasing engagement and conversion rates. Continue to evolve creative messaging to
reflect the destination’s unique value proposition.
MULTI-CHANNEL TOUCHPOINTS: Coordinate campaigns across various touchpoints, ensuring a
consistent and seamless experience throughout the entire customer journey. Utilize multi-platform advertising,
email marketing, social media, retargeting ads, and content marketing to engage consumers before, during,
and after their visit.
GROW EMAIL SUBSCRIBER DATABASE: Develop lead generation campaigns that inspire consumers
to sign up for the e-newsletter, offering personalized content that showcases the destination’s offerings tailored
to their specific interests. Implement website pop-ups, social media ads, and content downloads to capture new
subscribers. Use these touchpoints to engage consumers throughout their journey.
INCREASE SOCIAL MEDIA FOLLOWERS: Create engaging social media content that resonates
with the target audience and highlights the destination’s depth and breadth. Run follower growth campaigns
or influencer partnerships to boost visibility and attract new followers. Use select social media platforms to
educate and inspire visitation, reflecting the destination’s unique value proposition.
DRIVE WEBSITE TRAFFIC: Optimize content for search engines (SEO) to increase organic website
traffic. Utilize paid search and display ads to drive targeted visitors to the website. Promote high-value content,
such as blogs, videos, and destination guides, through social media and email campaigns to attract and retain
website visitors. Use this content to educate various target audiences and inspire year-round visitation.
DEVELOP ROBUST AND INNOVATIVE CONTENT: Continuously create and distribute content that
highlights the depth and breadth of the destination. Utilize innovative mediums such as video, virtual tours, and
interactive guides to showcase the destination’s unique offerings. This content will educate and inspire various
target audiences throughout their entire customer journey, driving visitation and long-term loyalty.
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SECTION 5:
COMMUNICATION &
CREATIVE STRATEGYSECTION 5Page 71 of 103
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MARKETING PLAN 2024 - 2025 | 11 SECTION 5The Unique Value Proposition is the North Star for all marketing communications.
Everything we do must continue to convey this promise of an elevated experience. In an era of ever-increasing
competition for the traveler’s share of mind and wallet, it is our true differentiator. Just as importantly, our Unique
Value Proposition is perfectly aligned with today’s economic indicators. Our visitors are willing to pay a premium
if their visit truly delivers exceptional experiences.
OUR UNIQUE VALUE PROPOSITION
Naples, Marco Island and the Everglades promises
an elevated coastal, cultural, culinary, and ecological
paradise to those with an expectation of excellence.
CREATIVE MESSAGING
To continue bringing our Unique Value Proposition to life and clearly illustrate the exclusive, elevated
experiences offered by our destination, we are building upon the success of our estalished “Only Paradise
Will Do” campaign.
This year, we will expand on the bold visual identity introduced in the campaign, which features the distinctive
“ONLY” graphic. This signature element has proven effective in capturing the attention of our audiences and
differentiating us from the “sea of sameness” in the media. It reinforces the exclusive nature of our brand and its
promise of an elevated experience.
To ensure the campaign resonates with our target audiences and represents our destination and brand
effectively, we plan to conduct third-party research focused on brand positioning and campaign testing. This will
help us validate that the campaign connects meaningfully with our audience and positions our destination for
success from the outset.
As outlined in this year’s marketing plan, we will continue to leverage these impactful images to portray the
Naples, Marco Island, and the Everglades experience to key audiences, including:
By building on the campaign’s previous success and incorporating research-driven insights, we aim to
deepen engagement with these audiences and further solidify our destination’s reputation for offering
unparalleled experiences.
●Couples
●Multigenerational families/groups
●Group or meeting planners
●Sports event organizers
●Brides-to-be
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12 | NAPLES, MARCO ISLAND AND THE EVERGLADESSECTION 5Page 73 of 103
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MARKETING PLAN 2024 - 2025 | 13 SECTION 5Page 74 of 103
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MARKETING PLAN 2024 - 2025 | 15 SECTION 5Page 76 of 103
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16 | NAPLES, MARCO ISLAND AND THE EVERGLADES
SECTION 6:
AUDIENCE ENGAGEMENT
STRATEGIESSECTION 6Page 77 of 103
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MARKETING PLAN 2024 - 2025 | 17
LEISURE TRAVELERS
●Domestic ●Florida Residents ●International
GROUP AND MEETING PLANNERS
WEDDINGS SECTION 6This section introduces the key target audience profiles for FY25, focusing on:
To effectively engage each of these distinct groups, it is crucial to thoroughly understand their evolving
behaviors, sentiments, and preferences. Over the past year, we’ve closely monitored the continuous shifts in
their needs and desires.
In collaboration with our marketing partners, the CVB has leveraged the latest trends, intelligence, and research
to guide our approach. The following pages outline the profiles of each of these groups, along with the
strategies we’ve developed, to communicate and market to them effectively.
SPORTS ORGANIZERS
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18 | NAPLES, MARCO ISLAND AND THE EVERGLADESSECTION 6ASECTION 6A:
LEISURE TRAVELER
Leisure travelers visiting Naples, Marco Island, and the Everglades represent a diverse group with varying preferences
and behaviors depending on the season. Understanding these seasonal nuances and current travel trends is crucial
for effectively targeting and engaging these travelers. This strategy outlines key attributes, challenges, opportunities,
goals, and objectives for leisure travelers, providing a comprehensive approach to maximize visitation and economic
impact throughout the year. Additionally, it incorporates targeted marketing strategies designed to expand domestic
and international reach, leverage emerging travel trends, and enhance overall engagement through multi-channel
campaigns.
KEY ATTRIBUTES
The key attributes of our leisure traveler consumer profile for Naples, Marco Island, and the Everglades reflect a
dynamic and diverse visitor base that varies by season. With average ages ranging from 47 to 55, these visitors
typically enjoy high household incomes, with many earning over $140,000 annually, and a significant portion
surpassing $250,000. The majority of travelers are White/Caucasian, though we are seeing a growing presence of
Hispanic and Black/African American visitors. Travel parties are primarily composed of couples and families, many of
whom rely heavily on social media platforms like Facebook and Instagram for trip planning. Popular activities among
these visitors include dining out, visiting the beach, shopping, and participating in water and nature-based activities.
The following data provides a more comprehensive profile of these visitors, including key seasonal variations.
OCTOBER - DECEMBER
Demographics
●Age: Median age is 55. Visitors are mainly between 50-65 years (40%) and over 65 years (24%)
●Household Income: Median household income is $140,900. Visitors earning over $250,000 comprise 19%
●Race/Ethnicity: Predominantly White/Caucasian (87%), with Hispanic (5%) and Asian (3%)
Visitor Characteristics
●Travel Party: Mostly couples (36%) and families (29%). First-time visitors are 26%
●Trip Planning: 26% planned the trip 1-2 months in advance. Social media was the most recalled ad source (44%)
●Main Reasons for Visiting: Vacation/getaway (49%), visit friends/family (22%), and special occasion (18%)
●Activities: Dining out (69%), beach (48%), and shopping/antiquing (40%)
Visitor Origin
●Region: Mostly from Florida (33%), Midwest (23%), and Northeast (19%)
●Top States: Florida (33%), Ohio (6%), Illinois (5%)
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MARKETING PLAN 2024 - 2025 | 19 SECTION 6ATop Markets
1. Miami-Ft. Lauderdale (6%)
2. New York (6%)
3. Ft. Myers & Surrounding Areas (12%)
4. Chicago (5%)
5. Boston (5%)
6. Tampa-St. Petersburg (2%)
7. Orlando-Daytona Beach (3%)
Spending
●Average Daily Spending: $204
●Total Travel Party Spending: $3,156
JANUARY - MARCH
Demographics
●Age: Median age is 52. Visitors are mainly between 35-49 years (23%) and 50-65 years (32%)
●Household Income: Median household income is $150,000. Visitors earning over $250,000
comprise 21%.
●Race/Ethnicity: Predominantly White/Caucasian (77%), with Hispanic (11%) and Black/African
American (7%)
Visitor Characteristics
●Travel Party: Mostly couples (36%) and families (30%). First-time visitors are 24%
●Trip Planning: 24% planned the trip 1-2 months in advance. Social media was the most recalled ad
source (58%)
●Main Reasons for Visiting: Vacation/getaway (65%), visit friends/family (31%), and business (6%)
●Activities: Dining out (64%), beach (58%), and visiting friends/family (40%)
Visitor Origin
●Region: Mostly from the Midwest (32%), Florida (22%), and Northeast (21%)
●Top States: Florida (22%), New York (6%), Ohio (7%)
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20 | NAPLES, MARCO ISLAND AND THE EVERGLADES
Top Markets
1. New York (7%)
2. Chicago (6%)
3. Boston (4%)
4. Detroit (4%)
5. Miami-Ft. Lauderdale (5%)
6. Ft. Myers & Surrounding Areas (8%)
7. Tampa-St. Petersburg (2%)
Spending
●Average Daily Spending: $172
●Total Travel Party Spending: $3,256
APRIL-JUNE
Demographics
●Age: Median age is 49. Visitors are mainly between 35-49 years (29%) and 50-65 years (34%)
●Household Income: Median household income is $140,000. Visitors earning between $100,000 -
$149,999 comprise 25%
●Race/Ethnicity: Predominantly White/Caucasian (86%), with Hispanic (8%) and Black/African
American (4%)
Visitor Characteristics
●Travel Party: Mostly families (36%) and couples (33%). First-time visitors are 32%
●Trip Planning: 24% planned the trip 1-2 months in advance. Social media was the most recalled ad
source (50%)
●Main Reasons for Visiting: Vacation/getaway (65%), visit friends/family (31%), and special
occasion (5%)
●Activities: Dining out (73%), beach (71%), and visiting friends/family (46%)
Visitor Origin
●Region: Mostly from Florida (27%), Midwest (25%), and Northeast (20%)
●Top States: Florida (27%), New York (6%), Ohio (5%)SECTION 6APage 81 of 103
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MARKETING PLAN 2024 - 2025 | 21
Top Markets:
1. Miami-Ft. Lauderdale (8%)
2. New York (7%)
3. Ft. Myers & Surrounding Areas (5%)
4. Chicago (6%)
5. Tampa-St. Petersburg (4%)
6. Orlando-Daytona Beach (3%)
7. Cleveland-Akron (2%)
Spending
●Average Daily Spending: $168
●Total Travel Party Spending: $3,174
JULY - SEPTEMBER
Demographics
●Age: Median age is 47. Visitors are mainly between 35-49 years (40%) and 50-65 years (33%)
●Household Income: Median household income is $146,200. Visitors earning over $250,000
comprise 20%
●Race/Ethnicity: Predominantly White/Caucasian (80%), with Hispanic (12%) and Black/African
American (4%)
Visitor Characteristics
●Travel Party: Mostly families (49%) and couples (30%). First-time visitors are 31%
●Trip Planning: 27% planned the trip 1-2 months in advance. Social media was the most recalled ad
source (50%)
●Main Reasons for Visiting: Vacation/getaway (71%), visit friends/family (18%), and business (8%).
●Activities: Dining out (70%), beach (76%), and water activities (40%)
Visitor Origin
●Region: Mostly from Florida (29%), Northeast (19%), and Midwest (24%)
●Top States: Florida (29%), New York (7%), Ohio (6%)
Top Markets:
1. Miami-Ft. Lauderdale (14%)
2. New York (10%)
3. Chicago (6%)
4. Ft. Myers & Surrounding Areas (2%)
5. Tampa-St. Petersburg (3%)
6. Boston (3%)
7. Cincinnati (4%)
Spending
●Average Daily Spending: $145
●Total Travel Party Spending: $2,365 SECTION 6APage 82 of 103
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22 | NAPLES, MARCO ISLAND AND THE EVERGLADES
CHALLENGES
●Seasonal Variability: Visitor demographics, preferences, and spending patterns vary significantly
by season, requiring a tailored approach for each period.
●Rising Competition: With 39% of Americans planning to travel internationally within the next 12
months, domestic destinations must compete more aggressively to retain travelers.
●Economic Considerations: While optimism about financial well-being is high, economic factors
such as inflation and fluctuating ADRs may impact travelers’ decision-making and spending.
OPPORTUNITIES
●Expanding International Markets: With international travelers showing a willingness to pay higher
ADRs and stay longer, there is an opportunity to extend their visitation timeframe and attract more
affluent segments from Canada, the UK, and Germany.
●Seasonal and Specialty Campaigns: Aligning marketing efforts with seasonal trends and special
campaigns, such as a Holiday Campaign, September’s Sizzle Dining Month, and Eco-tourism
promotions, can capitalize on specific travel motivations and interests.
●Leveraging Emerging Travel Trends: Emerging trends such as digital nomadism, sustainable
travel, and retail tourism offer new avenues for engagement, particularly with Millennials and
luxury travelers.
●Influencer Marketing and Multi-Channel Campaigns: Incorporating influencer marketing and
multi-channel campaigns, particularly in key markets like Minneapolis and Chicago, can enhance
reach and engagement. An integrated marketing campaign approach that leverages paid, owned,
earned and shared media will ensure cohesive messaging.
GOALS
●Strategically Increase Visitation: Maintain visitation in high season and increase visitation and
spend during the shoulder seasons by attracting both domestic and international travelers.
●Expand International Reach: Strengthen efforts in key international markets such as the UK,
Germany, and Canada, extending the visitation timeframe and targeting affluent travelers.
●Boost Off-Peak Travel: Increase visitation during off-peak months, particularly through campaigns
like September’s Sizzle Dining Month and holiday promotions.
●Enhance Visitor Experience: Provide high-value experiences that cater to the specific needs and
preferences of each traveler segment, including eco-tourism, cultural experiences, and shopping.
STRATEGIES
●Expand International Efforts:
⊲UK, Germany, Canada: Increase targeted marketing in these regions, promoting extended
stays and high-value experiences. Focus on affluent families visiting between March and July,
and affluent couples in October and November.
⊲Influencer Marketing: Collaborate with influencers popular in these international markets to
promote the destination, particularly highlighting unique experiences in Naples, Marco Island,
and the Everglades.
●Seasonal and Specialty Campaigns:
⊲Holiday Campaign: Develop a comprehensive holiday campaign targeting travelers during
the October-December period. Highlight warm weather escapes, luxury accommodations, and
festive events.SECTION 6APage 83 of 103
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MARKETING PLAN 2024 - 2025 | 23
⊲September Dining Campaign: Continue to expand September’s marketing focus on dining
specials and events in the destination to increase September tax revenues. Promote dining to
both domestic and international audiences, emphasizing culinary experiences.
⊲Eco-Tourism and Everglades Promotion: Launch strong promotions focused on eco-tourism,
particularly in the Everglades. Highlight sustainable travel options, indigenous-led cultural
experiences, and eco-luxury accommodations.
⊲Specialty Campaigns: Incorporate additional content storylines and specialty campaigns
focusing on unique aspects of the destination, such as culinary experiences, shopping
(retailtainment), and wellness retreats.
●Targeted Advertising and Multi-Channel Campaigns:
⊲Domestic Travelers: Develop campaigns that emphasize unique local experiences, sustainable
travel, and luxury offerings to retain travelers who might otherwise choose international
destinations.
⊲Minneapolis Market Focus: Implement a multi-channel market-specific campaign targeting
Minneapolis, utilizing a mix of digital, social, and PR efforts. Ensure collaboration between the
internal PR team and the agency to create a cohesive and impactful campaign.
⊲Multi-Generational Imagery: Use photography that reflects multi-generational travel, appealing
to both family travelers and older couples — the young and young at heart. This approach will
resonate across different segments, from Millennials to Boomers.
●Content Marketing and Experience-Driven Promotions:
⊲Seasonal Content Development: Create and distribute content that highlights the unique
experiences available each season, from winter getaways to summer family vacations.
●Leverage Emerging Travel Trends:
⊲Sustainable and Eco-Luxury Travel: Promote eco-friendly accommodations and sustainable
experiences to appeal to luxury travelers who prioritize environmental responsibility.
⊲Retail Tourism and Culinary Experiences: Highlight shopping and culinary experiences,
particularly in areas like Fifth Avenue, 3rd Street South, and Waterside Shops, to attract
Millennials and luxury travelers.
●First-Time Visitor Incentives:
⊲Offer special incentives for first-time visitors across all seasons, such as bundled packages or
exclusive experiences, to encourage new travelers to explore the destination.
PERFORMANCE METRICS
●Website Traffic and Engagement: Track sessions, page views, and time spent on site
●Social Media Metrics: Measure engagement, reach, and conversions
●Lead Generation: Monitor growth in the email subscriber database
●Return on Ad Spend (ROAS): Evaluate the ROAS of targeted digital advertising campaigns,
when able to SECTION 6APage 84 of 103
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24 | NAPLES, MARCO ISLAND AND THE EVERGLADES
CAMPAIGN STRATEGIES
DOMESTIC TRAVELER APPROACH
In FY25, our focus remains on the affluent traveler who seeks elevated experiences, while recognizing
the diversity within this segment. As the travel economy normalizes after the “revenge travel” boom,
affluent travelers are increasingly comfortable with international travel, making it essential to target those
planning luxury domestic and international trips. Competitive targeting, including against international
destinations, is crucial.
Luxury travel has evolved from traditional opulence to a focus on authenticity, with an emphasis on
unique experiences like culinary events, cultural exchanges, and retreats in hidden gems. While comfort
and elegance remain important, luxury is now more defined by travelers’ values and aspirations than by
demographics.
We will strategically target the right audiences within the luxury market. Approximately one-third of this
market consists of Aspiring Luxury Travelers, with net worths between $100K and $1M. This segment,
driven by value and branded luxury, is expected to fuel the growth of luxury tourism. Additionally, we will
focus on High Net Worth Individuals (HNWIs), including Very- and Ultra-HNWIs with net worths between
$1M and $30M+, who seek exclusivity and personalized experiences.
Our strategy will highlight the dichotomy between these two segments:
Aspiring Luxury Traveler:
●Net Worth: $100K to <$1M
●Preferences in Accommodations: Branded luxury hotels, boutique resorts, and upscale vacation
rental homes with high-end amenities
●Experiences: Bespoke experiences like private guided tours, exclusive cultural events, and fine
dining restaurants
●Travel Style: Prefers first-class or business-class travel, efficient arrangements, and values loyalty
programs
●Shopping Proclivity: Shops at designer boutiques, high-end fashion brands and art galleries.
●Wellness Desires: Seeks high-quality spa treatments and wellness-focused amenities, often
choosing resorts based on their on-site spas
●Social Aspects: Values privacy but enjoys sharing the opulence of their trips on social media,
engaging in more visible luxury travel
Luxury Elite:
●Net Worth: $1M+
●Preferences in Accommodations: Ultra-luxury accommodations such as private estates and
exclusive resorts with top-tier services
●Experiences: Extravagant, rare experiences like private yacht charters, bespoke adventure tours,
and access to high-profile events such as VIP art gallery visits and private dining
●Travel Style: Likely to use private jets or luxury travel services, supported by dedicated travel
consultants or concierge services for maximum comfort
●Shopping Proclivity: Purchases from high-end bespoke designers, often through personal
shoppers or stylists, acquiring rare or custom-made itemsSECTION 6APage 85 of 103
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●Wellness Desires: Prioritizes exclusive wellness retreats, private health consultations, and
custom-designed wellness programs
●Social Aspects: Highly values discretion, often accessing private spaces and services that cater to
their need for privacy and exclusivity
While Midwest and Northeast fly markets maintain strong visitation year-round, Floridians, who are
available for repeat visits and can travel last minute as well as during the crucial shoulder seasons of late
Spring and Summer, will also be a key focus.
CAMPAIGNS
Sustaining Campaign: November 2024 - September 2025
●Markets: Chicago, NYC, Philadelphia, Minneapolis, Detroit, Boston, Washington DC, Atlanta,
Cleveland, Orlando, Miami/Ft Lauderdale, Tampa/St Petersburg
●Approach may include but is not limited to:
⊲Paid Search (Google Ads)
⊲Paid Social (Meta - Facebook/Instagram)
⊲Pinterest
⊲OTAs/Travel Intender Targeting: Expedia, Kayak, Adara
⊲Retargeting and prospecting from CVB’s owned media such as email database
and site visitors
⊲Email Marketing Campaign
●Messaging for the Aspiring Luxury Traveler and Luxury Elite Traveler will change in appropriate
seasonality throughout the year SECTION 6APage 86 of 103
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26 | NAPLES, MARCO ISLAND AND THE EVERGLADES
Fall Campaign: November through mid-December 2024 (6 weeks)
●Markets: Midwest Focus - Chicago, Detroit, Cleveland, Minneapolis, Indianapolis
●Approach may include but is not limited to:
⊲Capture heavy holiday travel with airport wifi
⊲High profile inspiration tactics
●Luxury Elite will have specific media approaches starting in Fall and pulsing throughout the year,
such as targeting premium credit card holders, private jet fliers, or priority airport lounges
Winter Campaign: January - February 2025
●Markets: Chicago, Minneapolis
●Approach may include but is not limited to:
⊲Heavy push of traditional media, which is best for awareness, brand recognition and inspiration
⊲Out of Home: wrapped buses, EV charging stations, digital boards, transit, airport
⊲Wrapped rideshare cars
⊲High impact print
⊲Television with custom segment
⊲Radio and digital audio
Spring/Summer Campaign: April through late August 2025
●Major Metro Markets and Florida: Chicago, NYC, Boston, Philadelphia, Atlanta, Miami-Ft
Lauderdale, Tampa-St Petersburg, Orlando, West Palm Beach
●Approach may include but is not limited to:
⊲Mobile Campaign with high impact interactive ad
⊲Influencer Campaign
⊲Streaming with interactive ad with video and QR code
⊲Podcasts and digital audio
⊲Print ads in publications such as Flamingo, Bon Appetit, Garden & Gun
●Messaging for the Aspiring Luxury Traveler will ramp up in times when value is higher in the
destination (mid-July-Sept). The Aspiring Luxury Traveler segment will have specific media
approaches such as credit card transaction targeting, or high end print and website presence
INTERNATIONAL TRAVELER APPROACH
United Kingdom & Germany Plan
As international visitation rebounds, we will enhance the strong efforts of our UK and Germany
representatives with targeted advertising in affluent cities and regions of these countries. These
campaigns will engage our target audience from inspiration through booking, ensuring continuous reach
throughout their vacation planning journey. We will focus on both affluent travelers and, where possible,
the luxury elite who are likely to seek elevated international experiences.SECTION 6APage 87 of 103
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MARKETING PLAN 2024 - 2025 | 27
Our approach will leverage the annual Brand USA guide program, complemented by direct media that
reaches these audiences in passive and unexpected environments, including but not limited to airline
and airport marketing efforts. This will build on the momentum of the “ONLY Paradise Will Do” brand
creative introduced in 2024.
Given the unique set of destinations considered by these travelers, our competitive targeting will include
an enhanced set of popular vacation spots such as Cuba, USVI, Turks & Caicos, Dominican Republic,
Jamaica, Bermuda, as well as luxury and river cruises.
CAMPAIGNS
UK Campaign December 2024 - March 2025:
●Primary Focus: Affluent families, adults 25-54, with children in the household, HHI $100K USD
●Secondary Focus: Couples, Millennials/Gen X/Boomers
●Target Markets: Wealthiest areas of the UK, including Kensington and Chelsea, Surrey,
Westminster, Camden, and affluent areas of London
Germany Campaign December 2024 - March 2025:
●Primary Focus: Affluent families, adults 25-54, with children in the household, HHI $100K USD
●Secondary Focus: Couples, Millennials/Gen X/Boomers
●Target Markets: Wealthiest cities in Germany, including Frankfurt, Munich, Hamburg, Düsseldorf,
and Bonn
Canada Plan
To drive interest and visitation from key regions of Canada for Spring and Summer into Fall, we will
continue our campaign targeting affluent families in the Greater Toronto and Golden Horseshoe areas.
By focusing on the shoulder seasons, we aim to extend the travel period and boost sustained visitation.
Our goal is to inspire Canadians by positioning Florida’s Paradise Coast as a premier destination for
affluent families seeking new and exciting vacation experiences, offering an alternative to the traditional
“cottage country” trips to northern Ontario. The success of our FY24 campaign, which led to increases in
website visitation and overall destination visitation, will guide our strategy and execution in FY25.
Canada Campaign March - June 2025:
●Demographic: Affluent Canadians with Families (Age 25-64, Household Income $175K+, kids in
household)
●Target Markets: Greater Toronto/Golden Horseshoe area
Tactics for Consideration in All International Campaigns:
●Facebook/Instagram - focused on awareness and traffic to site targeted to the respective
country’s audiences
●Paid Search - utilizing both competitive keyword strategy and images to increase click through
●OTAs and Travel Intender Targeting such as Expedia and Adara - reaching those searching for US
beach and luxury travel
●Out of Home - running in most affluent areas of each region
●Print - regional magazines that reach the right audiences in each country SECTION 6APage 88 of 103
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28 | NAPLES, MARCO ISLAND AND THE EVERGLADESSECTION 6BGroup and meeting planners are responsible for organizing corporate events, conferences, incentives, and
other large gatherings. They seek destinations that offer not only premium meeting spaces but also compelling
experiences that appeal to their attendees. For Naples, Marco Island, and the Everglades, these planners are
increasingly looking for destinations that provide a balance of luxury, accessibility, and unique offsite activities.
KEY ATTRIBUTES
●Location Needs: Planners prioritize destinations with easy access via major airports. While Naples offers
proximity to RSW Airport, the limited direct service from key business markets is a concern. The proximity to
Fort Lauderdale and Miami airports is an essential selling point.
●Venue Requirements: The return of major hotels and resorts like The Ritz-Carlton, Naples, and LaPlaya
Beach Resort & Spa is crucial, alongside new entrants like the AC Hotel Naples Fifth Avenue and the
upcoming Great Wolf Lodge. However, there’s a preference for properties that offer substantial meeting
space and can accommodate larger group room blocks, particularly during off-peak seasons.
●Budget Sensitivity: Planners face challenges due to skyrocketing hotel rates nationwide, with increased
pressure on budgets driven by inflation and rising costs for F&B. Many planners express frustration over high
rates at traditional venues, leading to demand for incentives or RFP enhancements to offset costs.
●Economic Considerations: Concerns about the economy, particularly inflation and a potential recession, are
influencing long-term booking decisions. There is also an increasing need for transparency in ROI for group
meetings.
●Group Types: This profile includes planners for incentives, financial, insurance, corporate, technology,
medical, legal associations, state associations, SMERF (Social, Military, Educational, Religious, and Fraternal)
planners, and those focused on wellness travel.
●Trend Awareness: Planners are informed by trends like the rise in wellness travel, the impact of AI
in sourcing, and the desire for new destinations. They also seek destinations that offer unique, fresh
experiences for returning participants.
CHALLENGES
●Availability and Rates: High demand, especially during peak seasons, limits the availability of large room
blocks and drives up rates, making it difficult for planners to secure accommodations within budget.
●Economic Uncertainty: Ongoing concerns about inflation, energy costs, and potential recession impact
planners’ willingness to commit to long-term bookings.
●Political Climate: Florida’s political climate has led to cancellations and poses challenges in attracting future
group meetings.
SECTION 6B:
GROUPS AND
MEETINGS SALES
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MARKETING PLAN 2024 - 2025 | 29 SECTION 6BOPPORTUNITIES
●Incentives and Enhancements: Offering and promoting incentives and RFP enhancements can
help attract planners dealing with tight budgets, and increase conversion.
●Luxury and Unique Experiences: Highlighting the luxury accommodations and unique offsite
activities available in Naples, Marco Island, and the Everglades can attract high-end planners.
●Education and Relationship Building: Strengthening relationships with hotel partners and
continuously educating planners about the destination’s offerings can improve alignment and
increase bookings.
●Familiarization Tours: Scheduling FAM (familiarization) tours for clients and increasing site
visit involvement.
GOALS
●Increase Awareness: Elevate the profile of Naples, Marco Island, and the Everglades among
luxury groups and meeting planners.
●Expand Database: Grow the database of group and meeting planners to increase reach and
engagement.
●Increase Qualified Leads: Achieve a 5% increase in qualified leads from 2023, with a focus on
securing business for future years, or 2025/2026 and beyond.
●Generate Media Coverage: Drive positive earned media coverage that enhances the
destination’s appeal.
●Engage Lodging Partners: Boost collaboration with local lodging partners to ensure a unified
approach to attracting group bookings.
●Enhance Social Media: Expand the destination’s presence on social media platforms, specifically
targeting planners and organizers.
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30 | NAPLES, MARCO ISLAND AND THE EVERGLADES
STRATEGIES
●Omnichannel Engagement: Implement an always-on, omnichannel approach to engage planners
throughout their customer journey.
●Content Development: Create informative, relevant content for LinkedIn and digital channels that
highlight the destination’s offerings.
●Education and Alignment: Educate planners about the destination’s unique experiences and align
marketing initiatives with the needs of both the destination and partner properties.
●Sales and Marketing Tools: Develop new content and tools, such as a Meeting Planner Guide and
destination videos, to support sales and marketing efforts.
●RFP and Incentives: Offer incentives to attract planners facing budget constraints.
●Luxury Focus: Concentrate efforts on attracting luxury-focused meeting segments, including incentives,
financial, insurance, and legal industries.
●Community and Partner Engagement: Organize quarterly meetings with local hotels and partners to
discuss trends and collaborate on group bookings.
PERFORMANCE METRICS
●Qualified Leads: Track the number of qualified leads generated and converted.
●RFPs Delivered: Monitor the number of RFPs submitted and accepted.
●Email Subscribers: Measure growth in the email database for group and meeting planners.
●Media Coverage: Analyze the quantity and quality of earned media coverage.
●Engagement Rates: Track engagement on social media and other digital channels.SECTION 6BPage 91 of 103
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MARKETING PLAN 2024 - 2025 | 31
CAMPAIGN APPROACH
The destination will remain unapologetically high-end. But as meetings are back in full force, the shift to
different priorities is evident - and in 2024 it is all about creating a memorable experience for the attendees.
New and unique venues and events are especially of interest in the coming year. This mirrors the importance
of experience in leisure travel.
The types of planners we focus are are primarily the following:
●Incentive planners
●Groups and associations that host small meetings such as:
⊲Medical/Pharmaceutical
⊲Insurance
⊲Tech
We will move away from just using the traditional trade media platforms to reach meeting planners, to reaching
them where they might be spending leisure time, in their balanced life-work moments. Younger planners spend
less time engaging with trade media outlets, but more time on their social media, online, and watching stream-
ing platforms.
Email marketing to complement and extend the audiences of the owned email list, with paid targeted lists going
out to meeting and event planners in key industries and markets, will remain a strategy. This will also provide
an opportunity to ask for those receiving the email to sign up, growing our owned database and allowing for
continued messaging.
TACTICS FOR CONSIDERATION:
●Paid Search
●LinkedIn
⊲Targeted to job title, affiliations, and certifications
●Facebook
●Email Marketing and Retargeting Banners
●Print in key areas
●Conference Geofencing Campaign
⊲Reaching attendees of key conferences while they are there, and then weeks after the conference
●Personalized Display Ads
⊲Targeted to reach both C-Suite and Meeting Planners in various moments of their days wherever they
may be online
●Streaming video SECTION 6BPage 92 of 103
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32 | NAPLES, MARCO ISLAND AND THE EVERGLADESSECTION 6CKEY ATTRIBUTES
Demographics:
●Primary Audience: Millennials are the primary target demographic for weddings, with Gen Z emerging as a
secondary focus due to increasing marriage rates and Gen X due to the increase in second marriages and
vowel renewals.
●Event Size: Most destination weddings in the region fall into the mid-size category, typically accommodating
fewer than 100 guests.
●Luxury Focus: Larger resorts prioritize high-end weddings, while smaller properties depend heavily on
weddings, which can account for up to 85% of their annual catering revenue.
Visitor Characteristics:
●Technology Use: 91% of wedding planning activities occur online, making a strong online presence crucial.
●Sustainability and Personalization: Couples planning destination weddings prioritize sustainability,
personalized experiences, and creating memorable, unique events.
●Popular Wedding Types: Outdoor, beach, and waterfront weddings are particularly popular, with a growing
interest in boat or yacht weddings.
Geographic Markets:
●Primary Markets: NYC, Chicago, larger Florida markets, Midwest, East of the Mississippi.
CHALLENGES
●High Competition: Larger resorts have the luxury of selecting ideal wedding bookings, often leading to
smaller, budget-friendly events being declined.
●Limited Exposure for Smaller Properties: Smaller venues, which rely heavily on wedding bookings, require
increased exposure to compete effectively.
●Seasonal Variability: Engagement and wedding seasons fluctuate, with traditional engagement periods
between Thanksgiving and Valentine’s Day, and summer also gaining popularity.
SECTION 6C:
WEDDINGS
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MARKETING PLAN 2024 - 2025 | 33 SECTION 6COPPORTUNITIES
●Expand Visibility: There is a significant opportunity to enhance the visibility of the destination
within the wedding market, particularly among affluent Millennials and Gen Z.
●Wedding-Related Trips: Expanding the focus to include wedding-related trips such as
honeymoons, vow renewals, bachelorette parties, and proposal weekends can tap into additional
revenue streams.
●Sustainability and Personalization: Emphasizing the destination’s commitment to sustainability
and the ability to offer personalized, memorable experiences will attract more couples looking for
unique wedding experiences.
GOALS
●Increase Destination Visibility: Enhance visibility for Naples, Marco Island, and the Everglades as
premier destinations for weddings and related events.
●Expand Online Presence: Improve online visibility and integration of technology in wedding
planning efforts.
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34 | NAPLES, MARCO ISLAND AND THE EVERGLADES
STRATEGIES
●Expand Domestic Efforts:
⊲Targeted Campaigns: Develop marketing campaigns targeting primary markets like NYC, Chicago, and
Florida, and secondary national markets. Focus on affluent Millennials and Gen Z who are interested in
destination or beach weddings.
⊲Seasonal Campaigns: Implement campaigns during peak proposal months (December-February,
June-July) and promote the destination for engagements, weddings, and related trips.
●Enhance Online Presence and Technology Integration:
⊲Social Media Campaigns: Utilize platforms like Facebook, Instagram, and Pinterest to engage newly
engaged couples. Leverage retargeting initiatives to reach brides planning destination weddings.
⊲Content Creation: Develop engaging, shareable content optimized for social media and search engines,
highlighting mid-size venues, outdoor and waterfront options, and unique wedding experiences.
●Promote Wedding-Related Trips:
⊲Itineraries and Packages: Create one-page itineraries and packages for honeymoons, vow renewals,
bachelorette parties, and proposal weekends. Tailor these offerings to different stages of couples’
relationship journeys.
⊲Collaborations: Work with travel influencers, wedding bloggers, and luxury bridal brands to generate
buzz and attract interest in wedding-related travel experiences.
●Support Smaller Properties and Increase Exposure:
⊲Collaboration with Small Venues: Establish partnerships with smaller properties to increase their visibility
in promotional campaigns. Highlight these venues’ unique offerings on the destination’s website and
marketing materials.
●Promote Sustainability and Personalization:
⊲Sustainable Weddings: Highlight the destination’s eco-friendly venues and sustainable wedding
practices in all marketing efforts.
⊲Personalized Experiences: Showcase luxury accommodations and highly rated culinary experiences,
and unique settings like waterfront villas and lush gardens for bespoke wedding events.
PERFORMANCE METRICS
●Digital Impressions and Engagement: Track the number of impressions and engagement on
wedding-related content across digital platforms.
●Media Coverage: Measure the number of media mentions and press coverage related to weddings in
Naples, Marco Island, and the Everglades.
●Wedding Planner Database Growth: Track the growth of luxury wedding planners in the CVB’s database.
●Wedding Leads: Monitor the number of leads generated for weddings and wedding-related trips.
●Collaboration Metrics: Track the number of partnerships with small properties and their involvement in
promotional campaigns.SECTION 6CPage 95 of 103
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MARKETING PLAN 2024 - 2025 | 35
CAMPAIGN APPROACH
The CVB’s mission is to position Florida’s Paradise Coast as the premier destination for aspirational
destination weddings. As wedding trends continually evolve, we are observing new preferences such
as “Wedding Friday, Party Saturday” (where couples host a small, intimate ceremony followed by a
lavish party the next day), and an increasing demand for extravagant settings like waterfront villas, lush
gardens, and restaurant receptions featuring Michelin-rated chefs.
To cater to the luxury bride, the CVB will actively pursue media opportunities that resonate with this
high-end audience, focused in affluent key markets, to promote destination weddings and honeymoons
in Florida’s Paradise Coast. Our paid digital campaigns will leverage native advertising across trusted
brands to inspire brides and encourage them to explore more. All native and digital ads will direct users
to the destination’s wedding landing page, capturing valuable leads.
WEDDING TARGETS
●Newly engaged brides or their parents for:
⊲Destination Weddings
⊲Luxury Weddings
⊲Niche Weddings
⊲Honeymoons
⊲Luxe Bachelor/Bachelorette Getaways
CAMPAIGN FOCUS
●Timing: The campaign will target months with historically higher numbers of wedding proposals,
specifically December, January, February, and June through July.
●Geographic Markets: Key focus areas will include the Northeast, Midwest, and major
Florida markets.
TACTICS FOR CONSIDERATION:
●Social media will be an important part of the paid media approach, through Facebook, Instagram
and Pinterest
⊲The social component will target users recently engaged, with a retargeting initiative to this
short-term audience of brides planning destination weddings
●Paid Search will target those who are searching for destination weddings, honeymoons, or
bachelor/bachelorette experiences, with images to increase click through
●Luxury Bridal Brands in both print and digital platforms
●Display advertising in bridal sites and blogs
●Geofencing of key bridal shows to reach attendees and then retargeting them afterwards
⊲This tactic will reach both wedding planners and excited brides SECTION 6CPage 96 of 103
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36 | NAPLES, MARCO ISLAND AND THE EVERGLADESSECTION 6DSports organizers play a critical role in planning and executing events that drive significant economic impact to the
destination. They are responsible for organizing youth and amateur sports tournaments, national championships,
collegiate training camps, and niche non-traditional events. In Naples, Marco Island, and the Everglades, these
organizers are drawn to the region’s diverse sports facilities, particularly the Paradise Coast Sports Complex, as
well as its appeal as a destination that offers a mix of sports, entertainment, and leisure opportunities. This profile
provides a detailed understanding of sports organizers, their challenges, and opportunities in Naples, Marco Island,
and the Everglades, outlining a strategic approach to engaging this audience, optimizing facility use, and driving
economic impact through sports tourism.
KEY ATTRIBUTES
●Facility Focus: Organizers are primarily interested in venues that can host a wide range of sports, from
rectangular field sports like soccer and football to non-traditional events like CrossFit competitions. The
availability of facilities such as the Paradise Coast Sports Complex is a major draw, especially with the recent
addition of new football fields.
●Seasonal Challenges: Many organizers seek to host events during the peak tourist season (January-April),
creating a challenge in aligning demand with available facilities. The summer months of July and August
present an opportunity for increased bookings through dynamic pricing and targeted marketing.
●Economic Impact: Sports events generate substantial economic benefits for local communities. However,
rising costs and limited incentives mean organizers are more budget-conscious, often seeking “seed” money
to initiate events in new locations.
●Accommodation Needs: The introduction of the Great Wolf Lodge is expected to alleviate some of the
lodging challenges faced by sports tourists, especially in terms of providing family-friendly accommodations
that align with youth and amateur sports events.
●Trend Awareness: Organizers are increasingly interested in destinations that can offer more than just sports
facilities—integrating cultural and entertainment events into their planning to attract a broader audience,
including seasonal residents.
SECTION 6D:
SPORTS EVENT
ORGANIZERS
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MARKETING PLAN 2024 - 2025 | 37 SECTION 6DCHALLENGES
●Facility Availability: Delays in the construction of additional facilities, such as the diamond field complex,
limit the region’s ability to attract certain sports events and maximize economic impact.
●Lodging Constraints: High ADR levels continue to be a barrier for amateur sports events, though new
accommodations like the Great Wolf Lodge offer some relief.
●Seasonal Misalignment: The peak tourist season coincides with the desired event dates for many orga-
nizers, leading to challenges in booking facilities and accommodations.
OPPORTUNITIES
●Summer Event Promotion: There is a significant opportunity to drive incremental sports events during
the summer months by offering dynamic pricing and promoting the benefits of off-peak travel.
●Partnerships with New Facilities: Leveraging the opening of the Great Wolf Lodge and the introduction
of the USL soccer team provides new avenues for collaboration and promotion, particularly in markets
where the soccer team will play away fixtures.
●Integrated Event Calendar: Developing and maintaining a comprehensive calendar that includes sports,
cultural, and special events can help optimize facility usage and accommodate more events throughout
the year.
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38 | NAPLES, MARCO ISLAND AND THE EVERGLADES
GOALS
●Increase Awareness: Elevate the profile of the Paradise Coast Sports Complex and other sports facilities
across the region among sports organizers.
●Expand Database: Grow the database of sports planners and organizers to increase outreach and
engagement.
●Drive Summer Events: Increase the number of sports events held during the summer months through
targeted marketing and pricing strategies.
●Generate Leads: Boost inquiries and leads for the Paradise Coast Sports Complex and other sports venues
in Collier County.
●Leverage New Partnerships: Capitalize on partnerships with new facilities like the Great Wolf Lodge and the
USL soccer team to attract more events and participants.
STRATEGIES
●Multi-Platform Campaign: Develop an integrated, multi-platform campaign utilizing paid, owned, earned,
and leveraged channels to promote all sports complexes and facilities, with an emphasis on the Paradise
Coast Sports Complex.
●Education and Engagement: Educate sports event planners and organizers about the destination’s diverse
offerings, including sports facilities, lodging options, and entertainment venues.
●Content Development: Enhance sales and marketing efforts through the creation of new content, tools, and
resources, such as promotional videos, event guides, and facility maps.
●Economic Impact Measurement: Measure and report the economic impact of sports events to demonstrate
value and attract future events.
●Event Calendar Integration: Develop a regionally inclusive master calendar that includes sports events,
special events, and holidays to identify periods of high demand and optimize facility usage.
●Quality Over Quantity: Implement a focused approach to event acquisition, prioritizing high-impact,
well-aligned events over sheer volume to maximize resources and budget.
PERFORMANCE METRICS
●Secured Sports Events: Track the number of sports events secured by the Paradise Coast Sports Complex
and other venues.
●Lead Generation: Monitor the number of relevant leads and inquiries for sports events across the
destination.
●Website and Social Media Engagement: Measure traffic and engagement on sports-related landing pages
and social media channels.
●Database Growth: Track the growth of the sports planner and organizer email newsletter database.SECTION 6DPage 99 of 103
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MARKETING PLAN 2024 - 2025 | 39 SECTION 6DPage 100 of 103
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SECTION 7:
MEASURING RESULTSSECTION 7Page 101 of 103
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MARKETING PLAN 2023 - 2024 | 41 SECTION 7TOURISM KEY PERFORMANCE INDICATORS (KPIs )
These are the bottom line quantifiable metrics that the CVB will use to measure overall success of its sales and
marketing initiatives. In FY25, the following metrics will be tracked:
●Tax Collections
●Visitor Spend
●Occupancy
●Visitation
●Email Database Subscribers
●Website Traffic (Sessions) and Engagement
●Social Media Engagement
●Digital Visitor Guide Requests
●Earned Media Value
●Qualified Leads Generated (meetings/group, sports, etc.)
Direct Spending
Economic Impact
Overall Occupancy
Overall Average Daily Rate
Average Length of Stay
KEY PERFORMANCE
INDICATORS FY2022
$2.96B
$4.41B
60%
$317
6.2 days
FY2023
$2.54
$3.60B
60%
$297
6.3 days
FY2024
$2.85B
$3.95B
58%
$346
6.1 days
All visitors All visitors All visitors
INTEGRATED MARKETING COMMUNICATIONS
PERFORMANCE METRICS (PMs )
These are the quantifiable metrics used to measure the effectiveness of individual marketing and advertising
tactics. These metrics are determined based on the individual tactics that support the strategic approach for
each audience segment. Please see each audience segment’s plan for specific measurables.
The following tourism KPIs historically have been and will continue to be tracked year-over-year.
*Source: Downs & St. Germain Research
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NAPLES, MARCO ISLAND, EVERGLADES CONVENTION & VISITORS BUREAU
2660 N. HORSESHOE DRIVE #105 NAPLES, FLORIDA 34104 | 239-252-6292 | PARADISECOAST.COM
facebook TheParadiseCoast | INSTAGRAM-SQUARE ParadiseCoast
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