Backup Documents 10/10/2017 Item #11DDestination Marketing
Plan 2017-2018
The 2017-18 Destination Marketing Plan Goals:
●Increase our brand and destination awareness year-round
●Differentiate our destination from our competition by building on our
upscale, luxury brand positioning and avoiding imagery or copy that limits
our appeal or conveys “unaffordable”
●Target audiences looking for a vacation/getaway opportunity that lets them
escape the day-to-day grind while experiencing their definition of “Paradise”
●Stress luxury and quality, but reinforce our superior experiences and good
value
●Demonstrate our promises to pamper, entertain, educate, and energize
each visitor in their own special way
●Reinforce our destination’s value during slower seasons to attract a wider
range of visitors -especially families
Marketing Plan Development
•Monthly meetings with hotel Sales & Marketing staffs
on strategy
•Quarterly roundtable meetings to discuss strategies
and new marketing techniques with hotels, attractions,
shopping, restaurants
•Monthly reports on market conditions from Research
Data and our International reps
•Annual Marketing Summit (June 30 ‘17)
–100+ Tourism Industry Partners Participated
–Input from Sales, PR, International, Sports Council, Lodging
Association, etc.
Plan Components
•Two Year Strategic Plan 2017-2019
–Longer Term Goals, Objectives and Strategies
•One Year Integrated Marketing Plan 2017-18
–Mission & Value Statements
–Destination Marketing Goals
–Destination Marketing Objectives
–Customer Segments & Target Markets
–Destination Marketing Strategies & Tactics
–Destination Media Plan
–Marketing Plans for Sales, PR, Sports, Film
–Crisis Communications Plan
Plan Components (Cont.)
•International Representatives Plans
–UK/Ireland, Europe, Brazil/Latin America
•Activity Based Marketing Plans
–Nature Tourism Plan (Eco, Fishing, Reefs, etc.)
–Arts, Culture & Heritage Plans
–Air Service Marketing Support Plan
•Market Intelligence
–Destination Situation Analysis
–Strengths, Weaknesses, Opportunities, Threats
–Analytics Report for 2016
–Analytics Report YTD for 2017
–Competitive Analysis
Plan Components Cont.
•Measuring Results
•Implementation Schedules
–E-Newsletters
–Social Media Posts
•Budgets -2017-2018
–Media/Production Budget
–Budgets by Marketing Disciplines
Mission, Vision Values, Commitment
CVB Mission Statement
To promote year-round distinctive, world-class vacation and group meeting experiences, which result
in positive economic growth and stability for Collier County.
Our Customer Mission Statement
To be the trusted source of visitor information, destination amenities and activities to vacationers,
meeting attendees, sports event participants and news media.
CVB Vision Statement
To be recognized as the most desirable year-round tourism destination in the world.
Values
We ascribe to Collier County’s Value/Guiding Principles as a division and as the official Destination
Marketing Organization for Collier County.
Our Commitment
We are dedicated to attracting high value visitors to our area, and encouraging them to spend their
travel dollars in our area businesses. By encouraging year-round visitation, we support permanent
employment that levels out the peaks and valleys in the annual business cycle in Collier County.
Branding
Brand Statement
Our area is known as:
“Naples, Marco Island and the Everglades,
Florida’s Paradise Coast”
Brand Promise
We promise our visitors that they will:
“Love what they discover in Paradise”
DESTINATION MARKETING GOALS
●Advocate for our Brand
○Empower our visitors to enjoy their vacation experience with us
○Instill in our visitors a passion for our destination’s experiences
○Support our brand:
○“Florida’s Paradise Coast of Naples,Marco Island and The
Everglades”
○“Paradise”is the word our customers use to describe their experience
here.
○That customer perception is in every written,spoken and photographic
image used to promote our community to the world
●Grow Visitor Yield (Spending)
Our brand promise focuses on increasing the yield that our tourism partners
receive from our customers
•Grow Jobs
DESTINATION MARKETING OBJECTIVES
2017-18
●Grow tourist tax revenue to $26 million
●Increase inquiries to our tourism website by 2%
●Grow requests for our Official Visitor Guide by 3%
●Grow year-round occupancy levels by 1.0%
●Grow our Return on Investment (ROI)of visitor
spending to advertising dollars invested from the
current base of $100 by an additional $10 each year
LEISURE TRAVELERS:
Primary Demographic:Adults 35 to 64,including Boomers and Generation X
•Household income of $150,000.
•Campaigns primarily targeted toward women
Secondary Demographics:
●Boomer Generation
○55 -70 age group favoring Women,families and couples
○Affluent:$150,000+household income
●Generation X
○35 -54 age bracket is the first 19 years of our primary target of adults 35 -64
○Travel as couples and families
Target Markets
●Seniors
○65+age bracket with time to travel
○They can and do travel mid-week
○Seniors will often bring grandchildren on vacation
○Household income may not be as high but most do not
work and love to travel in off season to get lower rates
●Millennials
○18-34 age group
○Tech savvy,utilizing technology everyday
○Use pinpoint targeting for couples making $100,000+
HHI
More Secondary Leisure Market Demographics
○Travel Enthusiasts: Love to travel and are looking for new and
unique experiences
○Experiential Travelers: Seeking active tourism experiences,
outdoor recreation, light adventure
○Nature Explorers: Looking for locations that offer outdoor activities,
but are interested in sustainability
○Golf Enthusiasts: Travel specifically to play many different golf
courses
○Sports Warriors: Event organizers, participants, families and friends
Activity Seekers
○Wedding Seekers:Families and friends that travel together for destination
weddings and honeymoons.
○Reunion Gatherers:Travel to and plan for reunions or organizations that
seek quality,affordable destinations.
○Wellness Gurus:seek out destinations that promote healthy lifestyles,
wellness and fitness.
○Gender Travelers:small groups of girlfriends,guys,LGBT
○Romance Lovers:seek romantic getaways for relaxation and reconnecting
○Business Travelers:individuals traveling for business and group meetings,
conferences and incentive group activities
More Activity Seekers
Target Markets
Group Meetings
•Types of Meetings:
•Corporate, Incentive, Insurance, Financial, Medical
•State and National Associations
•Planner Types
•Corporate, Third Party, Independent
•Geographic
•Northeast, Midwest, Florida
Group Meeting Sales Strategies
•Contract with Mid-West Sales Rep for direct sales calls,
regional shows & planning fams and site visits
•Two Meeting Planner e-newsletters per month
•Launch Wellness Tourism initiative
•Enhance meeting planner and attendee research
•RFP Enhancements-$150 K each for 2018 and 2019
•Plan & manage meeting planner site visits
•Launch new Meetings Market website
www.meetinparadise.com
•Attend up to 22 planner shows and three Sales Missions
in Pittsburgh, Cleveland and Indianapolis
Sports Marketing
•Primary concentration on amateur sports events
•Secondary focus on training events for all ages
•Field sports like soccer, lacrosse, field hockey, football
•Growth sports like Pickleball
•Softball and Little League baseball
•Water and beach related sports
•Cheerleading, volleyball, basketball, karate
•Other events that fit well with our sports venues
Sports Marketing
•Finalize design of the new sports complex and market that design to
local tourism partners in early 2018 and national sports organizations
by second quarter of 2018. (i.e. NASC, Connect Sports, Florida Sports
Foundation, TEAMS, etc.)
•Add two new water sports events at Sugden Park or other County
waterways by end of September 2018.
•Implement new sports scheduling guidelines to assist in driving more
visitation and room nights into Collier County for each event hosted
by December 2017.
•Institute an industry standard event impact calculator to assist in
capturing critical visitation data from each event. (DMAI Sports
Calculator) and report to the TDC monthly on results.
•Identify at least three third-party housing entities to assist with our
growing event participant accommodations needs by March 2018.
Geographical:
●Primary: Philadelphia, NY, Boston, Chicago
●Secondary: In state FL Market
Age, Income:
●Primary: 25-60 with a Household Income (HHI) of $150 K
●Secondary: LGBT with HHI of $100 k+ and Millennials
Activities:
●Primary: Beach, luxury, Romance, family friendly.
●Secondary: Arts, culture, eco & adventure, golf, beach, shopping
Special Markets-Weddings
Special Markets-LGBT
•Geographical:
–Primary Domestic –Northeast Florida, Tampa, St. Petersburg,
Orlando, Philadelphia, NY, Baltimore
–Secondary Domestic: Seattle Washington, California, Austin TX, Key
West, Ft Lauderdale, Miami
•Age, Income:
–Primary: 35-60 years old with a Household Income (HHI) of $150 K+
–Secondary:Millennials with a Household Income of $100 K+
•Activities:
–Primary: Health & wellness, weddings, arts & culture, eco-tourism
and adventure, golf, beach, shopping & dining
–Secondary: Honeymoons, LGBT (Pride) events in the destination
PR & COMMUNICATIONS
OBJECTIVES/ STRATEGIES/TACTICS
Increase destination publicity overall by 10% in the next year
○Public Relations & Social Media to support launch of new brand
message
○Work with area hotels to create a “pop-up” luxury suite filled with made-
in-the-destination must-have amenities. A stay in the suite will be paired
with authentic destination experiences for social media posts
○Create social media elements that included a dedicated hashtag to
support campaign, encourage visiting journalists to use during any social
postings
○Host a consumer event in major metro area (i.e. New York, Chicago,
Boston) coordinating with launch of the 2018 integrated marketing
campaign
Crisis Communications Plan
o Learn from Irma experience on communications and reporting
o Work with Emergency Ops Center ESF 18 team to develop and
implement a WebEOC-based hotel vacancy grid
○Refresh Zika messaging, be ready for national and international media
in the event of a local-transmission case requiring issue of advisories
from CDC.
○Ensure new tourism website emergency module is easy to update and
navigate.
○Work with local industry and EOC team to get local hospitality/tourism
businesses to register with the new Florida Virtual Business
Emergency Operations Center in advance of a crisis
○Be ready and flexible for all possible emergency situations.
Digital & Social Tactics
•Launch the redesigned www.ParadiseCoast.com website to
maximize mobile device experiences by November 2017.
•Conduct two hands-on “Listing Workshops” designed to teach
partners how to manage their website listings, and Social
Media Accounts.
•Produce at least two live video broadcasts per month
•Create and launch one social media contest per quarter
•Monthly promotions and events featuring Artificial Reefs
•Expand InstaMeets to one per quarter
Film Office Sales Tactics
•Continue the successful promotion of the area for film and
television production
•Promote a Location of the Week
–Photos, photo and film events, scout photos,
•Promote our theme of “Our Locations Really Do Make a
Scene”to potential new clients
•Coordinate all professional scouting trips for all projects
considering Collier-based locations
•Immediate response time for leads/inquiries and
permitting
•Integrate social media platforms for client engagement
UK/Ireland Tactics
•Implement social media advertising campaigns, using mixed
formats –imagery and video -to drive consumers to the Paradise
Coast website and encourage engagement on UK Facebook page
•Create engaging content on the UK social media channels and
harness of the power of hashtags and influencers to gain more
traction
•Organize media visits to Florida’s Paradise Coast through Visit
Florida to stretch our budget and reduce cost. Target journalists
that match our customer profile and segments, such as the luxury
market and experience seekers.
•Create and distribute quarterly newsletters to the trade and media
to feature new or enhanced hotel offerings, special events, online
training and other “what’s new” features.
European Strategies
•Continue to educate Travel Agents and Tour
Operators through selective activities and
promotions
•Strengthen existing and new communication
channels
–Facebook’s closed Travel Agent user group.
•Intensify our cooperation with On Line Travel
Agents (OTA’s) for destination content
•Intensify emphasis on long-haul, golf, luxury travel
and vacation home rentals, with additional print or
online exposure to increase room night production.
•Conduct a luxury Tour Operator fam trip in 2018.
Latin America Strategies
Reservation Agent Training
–Continue face to face and on line training of agents
Influencers
•Bring a marathon runner to participate in the annual
Naples Marathon on February 18th, 2018, and spend
additional days there for tourism to highlight lifestyle
and healthy segments in Paradise Coast.
•Some of these runners will travel to run in marathons
around the world –and report it on their social
media profiles.
Post Irma Recovery Plan
•Tourism Division finalized post Irma assessment of
tourism assets on Monday, Sept. 25 and presented our
plan to the TDC
–Unanimous recommendation (8-0) to proceed with plan
•Tuesday, Sept. 26 CVB distributed nationwide message
utilizing Press Releases and Social Media
“The Paradise Coast is Clear”
•During next five days the message was updated and
current situation posted to our website home page
•Integrated advertising, social media and Public Relations
campaign launched nationwide on October 2 to coincided
with re-opening of most Collier hotels
“Florida’s Paradise Coast is Clear”
New Post Irma Creative
•Created new social media posts for Facebook
•New video produced on our beaches to show them clear
and open for business
–Features well known spokesperson Jen Stacy-former WINK-TV
News Anchor
–Negotiating with celebrity spokesperson to also deliver this
message
•Creating new digital banner ads with aerial video of our
beaches from North Naples to Marco Island
•All Irma related media placed is in addition to our planned
Fall advertising and promotion plan
–$250,000 Emergency Advertising plus our planned Fall campaign
messages at $750,000-Total $1 million of Irma messaging
Irma Recovery Marketing Plan
•Oct. 15 -30 features Stone Crab Season
•Encourages visitors to “Return to Paradise” for stone crab claws and
all things great on Florida’s Paradise Coast
•Restaurants County-wide encouraged to feature stone crab claws on
menu through November
•New feature stories on fishing fleet, restaurant and hotel staffs
getting back to work in Collier County
•October 27-29 Stone Crab Festival in Tin City
–Social and digital advertising to promote the festival and
welcome visitors back to Naples for Stone Crab
–Special entertainment package to “bring them back”
Irma Recovery Marketing Plan
•Nov 30-Dec 13 Naples Restaurant Week (s)
–Showcase our “Foodie Paradise” in over 40 restaurants in
Collier County
–Invite celebrity chefs here to focus on the fabulous food
scene in Collier.
–Invite food editors from top publications to come to Collier to
write about our food scene
•Nov 14-December 21 National TV Coverage of our area:
–Nov. 14-19 –CME Group Golf Classic-Tiburon-National
Television
–Dec. 4-10 QBE Shootout-Tiburon-National Television
–Dec. 16-21 Football University -National TV coverage of
Championship Games
●Collection of messages that speak to a variety of interests
(beach, dining, shopping, golf, fishing, diving, eco-adventure,
etc.) that are hyper-targeted to our customer profiles
●A personalized conversation with each potential or repeat
customer
●Engage consumers to discover our destination on their terms
●Adapt content for all media –broadcast, digital, social media,
mobile
●New photo and video assets to impact customers at every
stage of the travel buying decision process
New Creative Platform for 2018
●Portray our community as a welcoming, inclusive destination using talent diversity
in our photo/video assets.
●Expands our appeal to the Hispanic, African-American, and LGBT markets
●Strong focus on target markets and customers with the greatest potential to grow:
●Retirees who plan vacations mid-week, Affluent Millennials with incomes of
$100 K+
●Refine our brand tone and imagery to support our high-end, luxury image
●Avoid sending a message that “I can’t afford to go there.”
●Provide Online Travel Agencies (OTA’s) (i.e. Expedia, Trip Advisor) with destination
content
●Continue to develop and launch cutting edge creative message delivery methods
●At the right time, the right place and on the right platform to grab the attention
of new and repeat visitors
Creative Voice
NEW DESTINATION BRAND PLATFORM/BRAND
VOICE
Dear Visitor,
There is something special about our destination.
Something that beckons you to explore stunning white sand beaches, pristine
turquoise
waters, and glorious natural settings.
Something that calls you to indulge in your passions for fine dining, upscale
shopping,
and all things luxurious.
Something that speaks to you in an intensely personal way –promising one-of-a-
kind
experiences and moments never to be forgotten.
This is our invitation to you and yours. An invitation to enjoy a Florida vacation
experience
unlike any other.
And, we can’t wait for you to accept.
DINING
●Use activity videos and content videos to highlight the variety of our dining options
●Incorporate longer-form storytelling where appropriate (i.e., “Cook Your Catch”)
●Use social media to spotlight new restaurants, innovative dishes, unique drinks,
charismatic chefs, Sea to Table seafood delicacies
GOLF
●Use activity videos and content videos to highlight the many golfing options
available
●Social media spotlight on local teaching pros or signature holes on Championship
courses
●Leverage photo/video assets from local partners and golf courses to help tell our
golf story
ARTS & CULTURE
●Use activity and content videos to highlight our many museums, galleries and
theaters
●Highlight art district on Shirley Street and other culture pockets
●Use social media to spotlight local artists, current exhibitions and live theatre
productions
More Creative Approaches
FISHING
●Highlight fishing opportunities available for both casual and avid fisherman.
●70% of our fishing trips involve backwater and inland saltwater fishing
●30% involve off-shore fishing trips.
●Use activity and content videos to show the many fish species on our new
artificial reef system off Naples and Marco Island beaches
●Use social media to spotlight local fishing captains and charter boat companies
DIVING
●Use social media to spotlight local divers and/or dive companies
●Expand the promotion of the new Paradise Coast Reef through local dive shops
●Create social videos with assets from Pure Florida and other underwater
photographers
More Creative Approaches
FAMILY VACATIONS
●Continue promoting to families in Spring, Summer, and Fall with a value
message
●Highlight the many family-friendly activities throughout the destination
●The Naples Zoo, Botanical Gardens, Golisano Children’s Museum of
Naples, The Conservancy, Rookery Bay Environmental Learning
Center, Sun-n-Fun Lagoon, Everglades eco-tours and hotel kid’s
programs
●Use activity and content videos to showcase our family-themed fun
●Use Consumer e-newsletters to target families with kid friendly stories,
activities
More Creative Approaches
Active Adventure Strategies
•Promote eco, active and adventure activities and special
events to new and repeat visitors.
•Connect with special activity consumers through channels
they use the most to gather information on future travel
destinations
•Identify projects to better direct visitors and residents on
where and how to access natural based activities
•Identify travel writers, bloggers/influencers that have a keen
interest in nature tourism activities
•Create and promote vacation packages to connect several
nature activity providers into a multiple day visit to our area.
•Identify broadcast personalities to bring their programs to
Collier County to film one or more episodes on the “best kept
secrets” of our area that include our nature-based activities.
Arts & Culture Strategies
•Arts & Culture section of the CVB website: Includes expanded partner
listings, descriptive information, images, hyperlinks and special offers. The
Web Page also links to various arts & culture related web videos and
articles.
•E -Newsletters: We distribute a consumer e-Newsletter to promote the
Celebrate the Arts Month in November and feature arts and cultural
activities again in February. Content centers on arts, culture and history
events with hyperlinks to the digital Arts, Culture & Heritage events in our
community.
•Arts, Culture & Museum Grants: Encourages these organizations to plan
and submit grant applications for special events and promotions that will
attract visitors to their facilities to encourage overnight stays in our hotels.
–The grant guidelines encourage special event advertising and promotion
of their events in our visitor feeder markets and to link to our CVB
events web pages for destination information.
–Encourage packages that include hotels with event tickets, dining and
shopping discounts to attract out of market visitors
Heritage Tourism
•Paid Media: CVB budget includes up to $100,000 in
Heritage market advertising and promotional support of
area heritage and historical events
–Work with Collier museums and non-profit museums to place
targeted heritage advertising utilizing these allocated funds
–Support the Collier County Museums major events with social
and digital media placement on heritage websites and other
websites and publications with followers interested in history.
•Naples Depot Visitor Center: Promote this new location in
a restored “Orange Blossom Special” Baggage Car at the
Naples Depot Museum to inform visitors of the many visitor
activities available in the County.
Air Service Marketing Strategies
•Attract new direct domestic scheduled and chartered flights from the western US
markets of Los Angeles, San Francisco, Portland and Seattle
•Attract new International service from UK, Europe, Scandinavia and South and
Central America.
•Encourage expanded air service from our primary in-state fly-drive markets,
including Miami, Ft. Lauderdale, Palm Beach, Tampa, and Orlando, Punta Gorda
and Sarasota.
•Budget in 2018 $300,000 in Air Service Marketing to promote any new direct or
expanded service in our target markets above
•Work with receptive tour operators in Miami and Orlando that represent the
major air carriers into Southwest Florida to increase Collier County hotels featured
in their travel programs (i.e. US Air Vacations, Allegiant Vacations, Delta Vacations)
•Distribute our Official Visitor Guides and maps at RSW, Punta Gorda, Naples
Municipal Airport and Collier County Airports.
•Consider advertising in Miami, Ft. Lauderdale, Palm Beach and Sarasota Airports
in Baggage Claim areas
•Include mentions of the Miami, Fort Lauderdale and Punta Gorda airports in
marketing materials to show their close-proximity to Collier County.
Destination Marketing & Advertising Budget
•Media Total $3,760,000
•Planned Media Placement 3,610,000
•Contingency for unplanned media 150,000
•
•Digital Total $400,000
•
•Social Media Posts & Platform Mgt.186,800
•Website/landing page updates 9,000
•Vendor communications / Ad ops 166,700
•Database Updates 12,500
•Contingency for unplanned digital 25,000
•
•Production Total $840,000
•
•Photo & video shoot for Leisure 325,000
•Photo & shoot for Meetings 125,000
•Fall/Winter campaign 50,000
•Spring/Summer campaign 20,000
•Niche Marketing campaigns 20,000
•Social media content development 97,000
•E-Scapes (2 x Consumer & 1 x Meetings) 75,000
•Special Event support 15,000
•Golf promotions 15,000
•International advertising 30,000
•Meetings advertising 30,000
•Sports advertising 8,000
•Miscellaneous: 20,000
–Client requests
–Collateral Updates
•Contingency for unplanned production 25,000
•
•Media, Digital & Production Total $5,000,000
•Agency fee (10% of Total Above)$ 500,000
•Total Destination Marketing Budget $5,500,000
Suggestions & Comments
STRATEGIC LONG-TERM OBJECTIVES 2017-19
•Increase the percentage of group meeting attendee visitors to
exceed 40% of total destination visitation by calendar year-end
2019
•Grow the return on investment of visitor spending from each
dollar of advertising invested by $10 each year to reach $120 by
the end of 2019
•Grow our visitor satisfaction level to 97% by the end of 2018
•Grow the economic impact to our community from visitor
expenditures by 5% per year
•Grow the number of annual visitors by 1% in 2018 & 2% in 2019
•Grow the number of hotel room nights consumed by 1% each
year through 2018
Marketing Discipline Plans
Leisure & Latin America Tactics
●Implement sales calls in Latin America with our Brazil based representatives-
AVIAREPS
●Develop method to hire marketing representatives/individuals on a project or part-
time basis to assist in securing event venues and client lists.
●Produce a new Spanish visitor guide for our top Latin American markets outside
Brazil
●Develop a MICE brochure to distribute and place on the Spanish website
●Identify opportunities to incorporate Sports Marketing (Soccer, Golf, Tennis)
●Finish the Spanish URL –ParadiseCoast.com.es –currently only a landing page
●Complete a Spanish leisure video & post to the Spanish website home page
Digital & Social Media Plan
Strategies
•Expand Social Media posts in frequency and engagement
•Engage more of our partners in social media and digital implementations
•Conduct Partner Training Classes on social media marketing techniques
•Conduct contests designed to “sell the destination” in conjunction with
“Love, Paradise” branding campaign
•Host more influencers in the destination with large following
•Enhance current Twitter platforms to reach industry professionals and travel
influencers
•Expand “In-House” video production to supplement outsourced services
and to catch “pop-up” opportunities
Sports Strategies Cont.
•Educate local and national entities on the timetable and
types of events that the new sports complex will host
•Communicate at least quarterly with event
organizers/rights holders to keep relationships fresh.
•Create a post event research protocol
•Research developing sports specific branding to
showcase Collier County and specific brand messaging
for selling the new sports complex.
•Explore potential sponsors and entities interested in
naming rights to assist in maximizing ROI for the new
sports complex.
Paradise Coast Film Office
•TARGET MARKETS
Geographical:
•New York, Los Angeles,
•U.K.
•Western Europe
•Canada
Age:
•Millennials
•Baby Boomers
Activities:
•Still photography -print and web
•Episodic format-TV/mobile devices
•TV Commercials-both print and video
UK/Ireland Office-OMMAC Ltd.
Key Tactics
•Identify the key tour operator partners who can communicate
through their sales channels the most effective messaging about
Florida’s Paradise Coast experiences by featuring our tourism industry
partners
•Develop a brand partnership consumer channel brand partner to gain
exposure through their customer databases using a contest, in-store
promotion, newsletters, online/print campaigns
•Host a luxury tour operator ‘experiential’ fam trip to Florida’s
Paradise Coast, for high-end operators, an airline and local industry
partners. Possibly theme around Pickleball championships or food
experience.
•Ensure maximum exposure at major tourism industry events such as
World Travel Market, IPW, IAGTO and regional shows in UK & Ireland
European Representation-Diamonde,
Stuttgart Germany
TARGET MARKETS
•Demographic:
–Primary: Families; & Best Ager
–Secondary: Luxury Travelers; Millennials
•Activities:
–Golfers, beach, water sports, golf, nature and eco
activities
–Continue to use European preference of traditional
booking channels, but integrate on line reservations
European Strategies Cont.
•Focus on four key partners (OTAs and rating portals), strengthen
relationship and plan, negotiate and secure at least one major online
campaign. We will continue securing new, and increase existing online
exposures in a diversified travel environment.
•We will continue communication through branded B2C newsletter and
increase brand awareness through at least 3 tailored B2C marketing
campaigns.
•We will also intensify our established relationships to the blogger
community and generate authentic, measurable online exposure. We
expect to welcome at least 5 bloggers or key media to Naples in
2017/18, resulting in measurable exposure.
•Focused use of Facebook and grow to 11,000 followers on our
German FaceBook fan page
•500 TAs in the Facebook closed user group.
•For a new and innovative approach, we will also complete at least one
Influencer campaign.
European Market PR
Traditional journalists:
•Stories: Encourage new content stories to feature the
destination assets
•Press releases: Continual flow of releases to mirror domestic PR
plan
•Fam Trips: Host 5 individual media familiarization visits
•PR events: with tour operators and travel agents and tourism
publications in our key German speaking areas of Europe
•Advertising: With Brand USA to educate consumers on the
Paradise Coast
•Bloggers: Identify bloggers that specialize in our target activities
and bring them to the Paradise Coast to post their stories
•Influencers:Create special projects with Primematter other
specialists to target millennials.
Latin America Representation-AVIAREPS,
Sao Paulo Brazil
•Goals for Sales in 2017-18:
–Minimum of 2,500 agents trained
–Two Consumer Co-Op Promotions
–Growth of 15% in room nights from Brazil travelers
–Minimum of 15 sales calls per month
–Two FAM tours to Collier
–At least one Press Release per month for Trade Media
–New Co-op Development and production with two
new tour operators
Active/Adventure Tourism
•Ecotourism Activities:
–The Everglades, Big Cypress, Corkscrew Swamp Sanctuary
•Hiking, biking, walking, canoeing, kayaking
•Active Tourism:
–Dolphin Explorer tours
–Everglades Area Tours
–Team building activities
•Action Tourism:
–Jet Boat
–Air Boats
–Jet Skis
–Scuba Diving
Arts & Culture Tourism
•United Arts Council cooperation to increase distribution of their
printed Cultural Arts Calendar of Events and to expand the reach
of their digital event calendar for wider awareness of the arts
and cultural events in our community.
•Organized Tours: Solicit for one or more Collier area
transportation partners to assist the CVB staff to organize and
actively offer tours of our County and nonprofit museums and
art gallery clusters.
–Offer these tours on our tourism website and at our area Chamber
Visitor Information Centers.
•Public Relations Programs: Identify cultural publications that will
provide an opportunity to increase the branding message via use
of half page full color arts and culture advertisements in
cooperation with area arts and culture organizations.
CREATIVE TARGETING AND VOICE STRATEGY
SPRING/SUMMER
Target Florida consumers in key drive markets (Miami, Palm Beach, Orlando, Tampa/St. Pete,
Sarasota)
●Emphasize family vacations/getaways
●Stress the “value season” and the great values and experiences in our area
●Indicate closeness of our area to other Florida communities-“Paradise is Within
Reach”
●Feature family-focused messaging and imagery in advertising, newsletters, and
social media
●Target high income retirees who can travel and take vacations mid-week
●Use re-targeting to reach potential visitors with content matching their specific
interests
●Test various messages to determine best performing and change out as needed
FALL/WINTER
●Target consumers in key feeder markets, including: New York, Boston, Chicago,
Cleveland, Philadelphia, Minneapolis, Indianapolis, Columbus, Pittsburgh,
Washington DC
●Choose opportunity markets that show good potential to grow visitation in the
future
●Target special event attendees in key drive markets to promote festivals, golf and
spectator friendly sports events
●Target high income retirees who can take mid-week vacations
●Feature luxury, warm weather “Paradise” messaging and imagery in advertising,
newsletters and social media messages
●Use re-targeting to reach potential visitors in various stages of vacation decision
making
●Test messaging whenever possible to ensure maximum response
Exploit Our Strengths
•Year-round warm climate featuring sunshine, water activities and relaxation
•We are a slower-paced, unique destination offering a peaceful, serene environment
•Over thirty miles of award-winning soft, white sand beaches
•A “Foodie” paradise featuring over 50 locally owned, one-of-a-kind restaurants and award winning
chefs and cuisine
•World-class resorts and amenities offering an affordable luxury visitor experience plus a large variety
of price points to fit every traveler’s needs and budget
•Unique boutique shopping opportunities from bargains to designer brands
•A wide range of arts, culture and performance offerings
•International Airport (RSW) with direct service to and from 48 domestic markets, 16 different
carriers, seven international feeder markets and five carriers, with capacity for future expansion for
new or added frequency of service
•Easy access to I-75, US 41 and other major Florida roadways
•A strong, integral part of the Florida Brand in International and domestic markets
•Strong brand acceptance and recognition in our community, in our leisure feeder markets and with
group meeting planners and sports event organizers
•Strong working relationship with Chambers, Economic Development and other stakeholder groups in
planning for future community growth and infrastructure
•Home to the world-famous Everglades, Everglades National Park and the 10,000 Islands
•Recognized as the # 1 “Happiest and Heathiest Community in the U.S.” and a “Blue Zone
Community”
Minimize our Weaknesses
•Higher than average airfares into Southwest Florida International Airport
(RSW)
•Limited direct flights from the U.S. West Coast and from UK and South
America
•Higher than average transportation cost from RSW to Naples and Marco
Island
•Some visitors find their visits more expensive than expected, especially
in “high season”
•Sports event facilities are at capacity and have limited opportunity to
accept new, or to expand current event sizes in the future
•Continued perception as a retirement community with limited family
activities
•Limited entertainment and nightlife hours and options
•Limited public transportation options from nighttime activities to hotels
•Limited culturally diverse activities and infrastructure
Implement Opportunities
•New direct commercial air service to RSW will make us more accessible
to visitors
•Local transportation providers are showing interest in offering
affordable airport transfers in the future
•New local transportation options like “Beach Bugz” and “Slider” offer
visitors new ways to access nightlife and their hotels
•New hotel opportunities and redevelopment activity in our community
is driving more developer interest
•Social media engagement will attract more visitors in the shoulder
periods using new technology in virtual reality and 360 videos
•Increased group meeting demand encourages expansion and
enhancement of resorts and hotels, and new infrastructure to service
that demand
•Our Community Relations/Advocacy Plan is enabling us to change
perceptions of the importance and benefits of our destination
marketing efforts to our citizens, media and stakeholders
Mitigate Threats
•Natural and manmade disasters can discourage new and repeat visitation
and could threaten our “safe destination” reputation
•Water pollution, algae blooms and ground water runoff has a negative
impact on our natural estuaries, our eco-systems and discourages future
visitation
•Epidemics and diseases such as Zika are a challenge to future visitor
growth
•Summer rains and mosquitos, spring wildfires, winter droughts and cold
snaps all hinder outdoor activities and travel during those situations
•Homeland Security mandates continue to discourage International
visitation and show US as unwelcoming
•Recent terror incidents in Florida, other states in the U.S. and in Europe
can discourage travel to our area from worldwide feeders
•Non-traditional vacation and other accommodation rentals limit our
potential revenue from tourist tax
•International currency exchange rate fluctuations affect visitation demand