Agenda 10/09/2018 Item #11B10/09/2018
EXECUTIVE SUMMARY
Recommendation to approve the Fiscal Year 2018-19 Strategic Marketing Plan for the Naples,
Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this plan
promotes tourism.
OBJECTIVE: Review the strategic plan for the destination for FY 19 commencing October 1, 2018.
CONSIDERATIONS: During 2018, the Tourism Division conducted regular monthly meetings with its
sales and marketing partners from hotels, and at quarterly Advisory Roundtables where an average of 75
tourism business representatives from hotels, attractions, restaurants, shopping and arts and culture groups
contributed new suggestions for our destination marketing efforts. More input was contributed at our day-
long strategic marketing retreat on June 27, 2018 that was attended by over 80 tourism industry partners.
The information collected from all these above sources has been compiled into a one-year marketing plan
to promote the destination and a two-year long-range Strategic Plan to meet our destination marketing
objectives in the future. That draft plan was presented and approved by over 70 tourism industry
representatives on September 20 at Opera Naples. It was then presented to the TDC on September 24 for
their review and recommendation. The plan has been further updated from suggestions from each of these
presentations and is now ready for BCC review and approval.
Each BCC member has been provided a PowerPoint Summary and a printed copy of the 2018-19
Marketing Plan for review. The plan includes all aspects of the CVB’s initiatives to market Collier
County worldwide as a tourism destination of choice for group meetings, sports events, leisure vacations,
wellness retreats, golf vacations and arts and culture getaways in 2018 -2019. Upon approval by the BCC,
the complete plan will be posted on our website for use by our Collier tourism industry partners.
The plan includes Goals, Objectives, Target Markets, Situation Analysis, Strategies, tactics,
Implementation details, and detailed planned expenditures for each marketing discipline in the Tourism
Division Budget for FY 19. Those planned expenditures include Administrative Costs, Marketing and
Advertising, Public Relations and Communications, Group and Leisure Sales, Sports Marketing, Film and
Entertainment, International Representation in UK, Europe and Latin America.
FISCAL IMPACT: The projected destination marketing budget to support this strategic marketing plan
is $5.0 million in paid advertising and promotion plus Contracted Services, Promotions, Sports Marketing
and Group Meetings support totaling an additional $6.8 million. These expenditures are funded by the FY
19 projected tourist development tax revenue, collected monthly by the Collier County Tax Collector.
These funds are a part of Funds 184, 193, 194, 196 and 758 in the proposed Tourism Division budget for
FY 19.
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to
this action.
ADVISORY BOARD RECOMMENDATION: The Tourist Development Council recommended
approval of this item 6-1 at the September 24, 2018 meeting.
LEGAL CONSIDERATION: This item is approved as to form and legality and requires majority vote
for approval. - CMG
RECOMMENDATION: To approve the Fiscal Year 2018-19 Strategic Marketing Plan for the Naples,
Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this plan
promotes tourism.
Prepared by: Jack Wert, Tourism Division Director
11.B
Packet Pg. 48
10/09/2018
ATTACHMENT(S)
1. 2019 - Mktg Plan Presentation to BCC (TDC Approved) (PDF)
11.B
Packet Pg. 49
10/09/2018
COLLIER COUNTY
Board of County Commissioners
Item Number: 11.B
Doc ID: 6836
Item Summary: Recommendation to approve the Fiscal Year 2018-19 Strategic Marketing Plan
for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a fi nding that
this plan promotes tourism. (Jack Wert, Tourism Division Director)
Meeting Date: 10/09/2018
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
09/25/2018 3:02 PM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
09/25/2018 3:02 PM
Approved By:
Review:
Tourism Ed Caum Deputy Director Review Completed 09/25/2018 3:11 PM
Tourism Jack Wert Director Review Completed 09/25/2018 3:53 PM
County Manager's Office Sean Callahan Executive Director- Corp Business Ops Completed 09/27/2018 3:08 PM
County Attorney's Office Colleen Greene Level 2 Attorney Review Completed 09/27/2018 4:21 PM
County Attorney's Office Debbie Allen CAO Preview Skipped 09/27/2018 12:02 PM
Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 09/27/2018 4:25 PM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 09/28/2018 8:14 AM
Budget and Management Office Ed Finn Additional Reviewer Completed 10/01/2018 10:09 AM
County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 10/02/2018 7:58 AM
Board of County Commissioners MaryJo Brock Meeting Pending 10/09/2018 9:00 AM
11.B
Packet Pg. 50
Destination Marketing
Plan 2018-19
11.B.1
Packet Pg. 51 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Red Tide Recovery Plan
•October is the projected start of the Plan
–Messaging will shift to a “Return to Paradise” campaign
•support the Stone Crab Festival October 26-28 in Tin City
•Encourage visitors to “Return to Paradise” for stone crab claws and all things great on Florida’s Paradise Coast
•PR, Digital and Social campaign will focus on returning for the Holidays and season
•Grants applied for with Visit Florida
–Regional Google campaign
–Paradise Coast Grant for Post Red Tide advertising and PR
•Emergency Funding
–Advertising, digital, social media, PR program to promote “Return to Paradise”
–Distribute feature stories on fishing fleet, restaurants, shopping to support jobs in tourism industry
•Every 45 new visitors we attract will support one additional hospitality & tourism industry job
11.B.1
Packet Pg. 52 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Red Tide Recovery Plan
Entercom Marketing Campaign
•YouTube Video Views
•Adventurous Escape: 149,016
•Nature, Nurture, Naples: 152,347
•Experience Beauty: 126,416
•TOTAL: 427,779
•
•Display Media
•Mobile: 672,395 impressions; 1,202 clicks; .18% CTR
•Desktop: 636,405 impressions 123 clicks; .02% CTR
•Streaming: 446,981 impressions
•
•Targeted Social
•Impressions Delivered: 1,147,408
•Unique Reach: 525,069
•Clicks: 1,791
•Engagements: 353
•Views: 110,000+
•
•Contest Entries/Opt-ins/Opt-in %
•Atlanta: 298/144/48%
•Chicago: 824/430/52%
•Cleveland: 461/189/41%
•Detroit: 196/79/40%
•Indianapolis: 1,069/547/51%
•Minneapolis: 419/143/34%
•TOTAL: 3,267/1,532/47%
11.B.1
Packet Pg. 53 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Red Tide Recovery Plan
Entercom Marketing Campaign
•Radio locations running PSAs
•
•Atlanta will run 10x M-Su/5a-5a but they are 100% pre-emptible on WVEE, WSTR
•Chicago can run 10x M-Su/5a-5a but they are 100% pre-emptible on WBBM-FM, WUSN
•Cleveland will try to add some :10’s where available 12m-12m M-Su , but don’t know how many on WQAL, WDOK
•Detroit can air 7x M-Su/12mid-12mid as 100% pre-emptible on WOMC, WYCD
•Indianapolis can air 10x M-Su 5a-5a as 100% pre-emptible on WNTR, WZPL
•Minneapolis can run 10x M-SU/5a-5a but they are 100% pre-emptible on KZJK, KMNB
•NEW YORKThe :10 spot will run in New York 10x/:10 per week Monday –Sunday on each station below over a four week period:9/10-9/30.Additionally, we will run streaming impressions on all of the streaming radio assets for each station. Stations are listed below.So approximately 200x/:10 will run ROS 5am-5am, and are totally preemptable…..however all stations will do their best to make sure they run as many as they can.
•Announcer :10 PSAHeaded to Naples and Marco Island and worried about red tide? Don’t be! For the latest information, go to the beach conditions page at paradise coast dot com.
11.B.1
Packet Pg. 54 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Destination Messaging Plan
•Destination Marketing Campaign will launch in
mid November in our winter feeder markets
–Naples Restaurant Week
–CME Group Classic-November LPGA Final Tour Stop
–QBE Shootout December-Greg Norman
–Football University (FBU) National Championships
–Nationally televised finals with opportunity to showcase our
destination as open and welcoming guests with no Red Tide
11.B.1
Packet Pg. 55 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Destination Marketing Plan Preview
•Winter Campaign will continue to use the
Love, Paradise theme with an aggressive
media schedule in Northeast, Midwest,
Canada, Florida, Europe, UK and Latin America
•Special events promotion and continual live
social media posts will supplement the paid
media buy in all markets
•PR will precede the paid media campaign
launch in our top feeder markets
11.B.1
Packet Pg. 56 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Destination Marketing
Plan 2018-2019
11.B.1
Packet Pg. 57 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Marketing Plan Development Highlights
•Monthly meetings with hotel Sales & Marketing staffs on strategy
•Quarterly roundtable meetings to discuss strategies and new marketing techniques with hotels, attractions, shopping, restaurants
•Monthly reports on market conditions from Research Data Services, secondary research and from our International reps
•Annual Marketing Summit (June ‘18)
–100 Tourism Industry Partners helped shape the plan
–Input from Sales, PR, International, Sports Council, etc.
11.B.1
Packet Pg. 58 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Planning Overview
•Three Year Look Back: results, trends, data, data, data
•TDC Engagement Break Outs
PLANS Pivot. Purge. Proceed.
BRAND ASSETS Refine. Recycle. Reuse.
•Stakeholder Engagement Break Outs
•Plan Development Continuation
11.B.1
Packet Pg. 59 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
11.B.1
Packet Pg. 60 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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”
•Clean, well-maintained and safe
11.B.1
Packet Pg. 61 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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
•Catering to the rich –Too much luxury messaging
•Water Conditions
11.B.1
Packet Pg. 62 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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
11.B.1
Packet Pg. 63 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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
•Pay attention to developments in other destinations (Tampa, St. Pete) make sure we remain walkable/bike -able
11.B.1
Packet Pg. 64 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
We Know Our Target Customer.
(and we know them very well)
11.B.1
Packet Pg. 65 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
48.3
Skews Female Average age HHI of $150K+
Core Demographic Profile
11.B.1
Packet Pg. 66 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Neuromarketing +
Psychographics
11.B.1
Packet Pg. 67 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
48.3
Skews Female Average age HHI of $150K+
Foodie Fashion Travel, Travel, Travel
News Culture
EQ+IQ
Philanthropic
Eco-Conscious
Cares for Others Self Loving
Entertainment Reads Books
Education Status Conscious
11.B.1
Packet Pg. 68 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Using Data to Drive Our Business Decisions
•Strong established market = Northeast
•Growing emerging market = Midwest
•Farther distances traveled = Longer Stays
•Summer occupancy from concentrated Florida visitation
•Strong visitation from Florida year round
•Emerging markets that supply visitors but are not currently targeted
11.B.1
Packet Pg. 69 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Arrival Markets of Opportunity
Denver, CO
Baltimore, MD
St. Louis, MO
Charlotte, NC
Nashville, TN
Cincinnati, OH
Dallas, TX
Houston, TX
San Francisco, CA
11.B.1
Packet Pg. 70 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Customer Segments + Arrival Markets + Airport Lift
11.B.1
Packet Pg. 71 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Strategic Priorities
11.B.1
Packet Pg. 72 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Established Markets
Fort Lauderdale
Miami
Sarasota
Tampa
St. Petersburg
Orlando
New York
New Jersey
Boston
Philadelphia
Chicago
Growth Markets
Minneapolis/St. Paul
Indianapolis
Milwaukee
Cincinnati
Cleveland
Columbus
Detroit
St. Louis
Atlanta
Emerging Markets
Asheville
Charlotte
Nashville
Baltimore
Washington D.C
Houston
Dallas
Denver
San Francisco
11.B.1
Packet Pg. 73 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
•Increase overall visitation from growth markets
o Midwest
o Southeast
•Increase length of stay for established market customers
o Northeast, Florida, etc.
o Increase visitation in the summer months when occupancy is lower
•Test new emerging markets
o Increase database = build our customer and sales pipelines
o Educate new customers on our destination
Goals
11.B.1
Packet Pg. 74 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
The Growth Markets 60% focus
Strategy
•Promote year round travel
•Aggressive lead generation and engagement
•Target couples/families in Winter
•Target families leading into Spring/Summer
Tactics
•Newsletter campaigns
•Out of home promotion
•Influencer campaigns
•Digital
•Radio
11.B.1
Packet Pg. 75 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
The Established Markets 30%
Strategy
•Promote repeat visitation
•Promote stay an extra day
•Allow content to nurture/engage audiences
•Promote “new” activities and events
(Everglades National Park)
Tactics
•Geotargeting, retargeting and paid social
•Newsletters to existing lists with appropriate
lead time per market
•Online content with week long itineraries
•Sharing content through social
11.B.1
Packet Pg. 76 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
The Emerging Markets 10%
Strategy
•Communicate core brand messages
•Allow content offerings to drive new qualified
leads (consumer, business)
•Promote unique “niche” destination offerings
Tactics
•Newsletter campaigns
•Digital testing
11.B.1
Packet Pg. 77 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
The Media & Partnerships Strategic Approach
•Fewer, more impactful and fully leveraged media partners
•Leveraged, enhanced sports sponsorships
•Annual plans = increased purchasing power + added value
•National + Regional + Local =Awareness + Lead Gen + Engage
•Seek customized, ownable multi-platform deliverables
•Increase accountability for peak ROI and ROO performances
11.B.1
Packet Pg. 78 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
•Radio Advertising
•Digital Content
•Market Social Influencers
•Mid-Aug. thru end of Sept. 2018
•Growth Market Focus
•Market Sweepstakes (data capture)
•Two Stations per Market
o Atlanta
o Chicago
o Cleveland
o Detroit
o Indianapolis
o Minneapolis
A Mid-Summer Start on an Integrated Partnership
•National Influencer Inclusion
•Video Content Development
•Social Content Curation
•Advertising Voice-Overs
•Distribution
•On Air
•Online
•Social
•Experiential Marketing
•Brand Ambassadors
•On Site Branding
•Branded Giveaways
•Social Media Overlay
•Sweepstakes (data capture)
•Two Events
o Chicago –July 28
o Atlanta –Sept.
Advertising Media + Influencers + Experiential
11.B.1
Packet Pg. 79 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
11.B.1
Packet Pg. 80 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Destination Marketing
Plan Highlights
11.B.1
Packet Pg. 81 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Plan Components
•Two Year Strategic Plan 2019-2020
–Longer Term Goals, Objectives and Strategies
•One Year Integrated Marketing Plan 2018-19
–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
11.B.1
Packet Pg. 82 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
One Year Plan Components (Cont.)
•International Representatives Plans
–UK/Ireland, European, Brazil/Latin America
•Nature Tourism Plan (Eco, Fishing, Reefs, etc.)
•Arts, Culture & Heritage Plan
•Air Service Marketing Support Plan
•Market Intelligence
–Destination Situation Analysis
–Strengths, Weaknesses, Opportunities, Threats
–Analytics Report for 2017
–Analytics Report YTD for 2018
–Competitive Analysis
•Implementation Schedules
–E-Newsletters
–Social Media Posts
•Budgets -2017-2018
–Media/Production Budget
–Budgets by Marketing Disciplines
11.B.1
Packet Pg. 83 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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.
Value Proposition
–The value of our destination is communicated through highly targeted marketing tactics to show the sustainability of our natural resources and our quality of life.
–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.
11.B.1
Packet Pg. 84 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
STRATEGIC LONG-TERM GOALS 2019-20
•Provide tourism industry leadership to ensure we remain competitive
•Be recognized as the trusted source for travel information and planning services for
Collier County, including Naples, Marco Island, Everglades City and the western part of
the Everglades
•Maintain and grow the market share of Florida visitors to Florida’s Paradise Coast of
Naples, Marco Island and the Everglades
•Utilize the financial and staff resources of the CVB to their highest and best use
•Continue to build trust and engagement with our local and regional stakeholders and
tourism industry partners
•Create, support and implement year-round destination marketing initiatives to level out
the seasonality in visitation to our area
11.B.1
Packet Pg. 85 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
STRATEGIC LONG-TERM OBJECTIVES 2018-19
•Increase the percentage of group meeting attendee visitors to exceed 45% of total destination visitation by calendar year-end 2020
•Grow the return on investment of visitor spending from each dollar of advertising invested by $10 each year to reach $130 by the end of 2020
•Grow our visitor satisfaction level to 97% by the end of 2019
•Grow the economic impact to our community from visitor expenditures by 5% per year
•Grow the number of annual visitors by 1% in 2019 & 2% in 2020
•Grow the number of hotel room nights consumed by 1% each year through 2020
11.B.1
Packet Pg. 86 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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”
This promise embodies our brand amplifying phrase:
“Love, Paradise”
11.B.1
Packet Pg. 87 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
DESTINATION MARKETING OBJECTIVES
•Grow the number of annual visitors by 1%in 2019 and 2%in 2020
•Increase percentage of group meeting attendees to 45%of total
visitation
•Grow Visitor Satisfaction level to 97%
•Grow visitor spending by 5%per year
•Increase inquiries to our tourism website by 2%
●Grow requests for our Official Visitor Guide by 1%
●Grow Return on Investment (ROI)of visitor spending to advertising
dollars invested by $10 per year to reach $130 by 2020
11.B.1
Packet Pg. 88 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
LEISURE TRAVELERS:
Primary Demographic:Adults 35 to 64,including Boomers and Generation X
•Household income of $150,000.
•Campaigns should be skewed toward women
●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 190 years of our primary target of adults 35 -64
○Travel as couples and families weighted toward women
Target Markets
11.B.1
Packet Pg. 89 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
●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 they love to
travel in off season to get lower rates
●Millennials
○25-39 age group
○Tech savvy,utilizing technology everyday
○Use pinpoint targeting for couples with $100,000+HHI
Secondary Demographic:Seniors 65+ and Millennials
11.B.1
Packet Pg. 90 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Activity Targets
•Primary Targets
–Beach lovers
–Culinary seekers
–Destination wedding and honeymooners
–Golf Vacationers
–Nature-based activity explorers
–Arts & Culture enthusiasts
–Wellness gurus
–Business travelers
11.B.1
Packet Pg. 91 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Geographic Target Markets
•Summer Domestic
–Established Markets: Miami, Ft. Lauderdale, Palm Beach Sarasota, St. Pete/Clearwater/Tampa, Orlando
–Growth Markets: Minneapolis, Detroit, Cincinnati, Columbus, Atlanta
–Emerging Markets: Ashville, Charlotte, Nashville
•Winter Domestic:
–Established Markets: Boston, New York, New Jersey, Philadelphia, Chicago, Indianapolis, Columbus
–Growth Markets: St. Louis, Indianapolis, Milwaukee
–Emerging Markets: Charlotte, Dallas/Ft. Worth
11.B.1
Packet Pg. 92 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
International Target Markets
•Canada-Winter Season, Ontario, Quebec
•Central Europe (Year Round)
–Primary: Germany, Switzerland, Netherlands,
Belgium
–Secondary: France, Scandinavia
•UK/Ireland (Year-round)
•South America (Year-round)
–Primary: Argentina
–Secondary: Brazil, Colombia, Chile
11.B.1
Packet Pg. 93 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Additional Targets
•Group Meeting Planners & Attendees
•Sports Event Attendees and Organizers
•Travel Media Journalists
•Community Partners, Citizens, Elected Officials
11.B.1
Packet Pg. 94 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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 mindset must be in every written,spoken and
photographic image used to promote our community to the world
●Grow Visitor Yield (Spending)
Our brand promise to customers will focus on increasing the yield that our
tourism partners generate from our customers
11.B.1
Packet Pg. 95 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Destination Marketing Goals Cont.
•Influence visitors to extend their stay –pre or post
•Anticipate Market Changes
–Threats to travel can occur at any time, from anywhere
and without warning
•Increase the return on our marketing investments
11.B.1
Packet Pg. 96 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Destination Marketing Tactics
•Paid Media
–Broadcast, print, digital, e-newsletters, social media posts, search engine optimization, out-of-home
•Owned Media
–Website, Facebook, Twitter, Instagram, YouTube, Visitor Guide
•Earned Media
–PR and Media Relations through journalists, bloggers, influencers, TV series celebrities
•Experiential Videos
•Content generation
•Branded events
•Signature Special Events
•Sports Events
11.B.1
Packet Pg. 97 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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.
Love, Paradise
11.B.1
Packet Pg. 98 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
11.B.1
Packet Pg. 99 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
11.B.1
Packet Pg. 100 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
11.B.1
Packet Pg. 101 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
11.B.1
Packet Pg. 102 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Marketing Discipline Plans
11.B.1
Packet Pg. 103 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Group Meeting Sales Strategies
11.B.1
Packet Pg. 104 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Midwest Representation by
Synergy-Direct
11.B.1
Packet Pg. 105 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Wellness Tourism
11.B.1
Packet Pg. 106 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Travel Industry Sales
11.B.1
Packet Pg. 107 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Specialty Markets Sales
11.B.1
Packet Pg. 108 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Geographical:
●Primary: Philadelphia, NY, Boston, Illinois, Chicago
●Secondary: In state FL Market
Age, Income:
●Primary: 35-60 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
Wedding & Honeymoon Market
11.B.1
Packet Pg. 109 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
PR & Communications
Strategies
•Increase year-round Visibility with out-of-market publicity
•Promote tourism benefits and contributions to the local economy
•Extend Reach and engage new audiences through digital platforms
•Enhance communications channels with local tourism industry
•Serve as keepers of the Paradise Coast brand
11.B.1
Packet Pg. 110 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Crisis Communications Plan
o Work with Emergency Ops Center ESF 18 team to develop and implement a WebEOC-
based hotel vacancy grid that updates easily and is visible to the entire EOC user
network.
○Refresh the template responses for virus outbreaks, algae blooms, Hurricanes,
wildfires, oil spills and other issues that might negatively impact visitation
○Work with Miles Partnership to redesign the website emergency module and the
communications module to keep partner information updated during emergency
situations.
○Work with local tourism partners and EOC team to get them to register with the new
Florida Virtual Business Emergency Operations Center in advance of a crisis.
11.B.1
Packet Pg. 111 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Digital & Social Media Plan
Strategies
•Create more compelling content for the tourism website
•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
•Expand “In-House” video production to supplement outsourced
services and to catch “pop-up” opportunities
11.B.1
Packet Pg. 112 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Digital & Social Tactics
•Continue to enhance capabilities of the
www.ParadiseCoast.com website
•Utilize CrowdRiff to attract more user generated photos
and videos.
•Produce multiple live video broadcasts per month
•Create and launch one social media contest per quarter
•Increase frequency of boosted social media posts
•Organize quarterly InstaMeets
11.B.1
Packet Pg. 113 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Sports Marketing
11.B.1
Packet Pg. 114 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Sports Strategies
11.B.1
Packet Pg. 115 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Sports Strategies Cont.
11.B.1
Packet Pg. 116 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Film Office Strategies & Tactics
•Utilize Reel Scout to showcase our film and TV location assets
•Promote our new website: www.FilminParadise.com
•Attract more niche TV & International production that is not incentive driven
•Assist local production companies and studio development projects to grow production jobs
•Strengthen relationships with Film Florida, Visit Florida and Florida Tax Watch
•Support local film festivals –Naples International Film Festival and FilmFest239
11.B.1
Packet Pg. 117 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
European Strategies-Diamonde
•Drive demand and top of mind awareness
•Train reservation agents in German speaking areas
•Develop co-op promotions with travel trade
•Target growth markets of Belgium, Switzerland,
Austria
•Grow travel from Millennials and Gen X visitors
•Grow blogger and influencer relationships
•Feed journalists with story ideas and press releases
•Organize fam trips of journalists and travel trade
11.B.1
Packet Pg. 118 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
UK & Ireland Strategies-Ommac, Ltd.
•Build awareness with consumers and trade for travel to
our area
•Generate new content and images for media
•Promote travel trade on-line training about the
destination
•Build social media engagement on Facebook & Instagram
•Assist in discussions on direct air service from UK to RSW
•Organize luxury travel trade fams to destination
•Attend UK/Ireland trade shows, Visit Florida and Brand
USA events to promote the destination
11.B.1
Packet Pg. 119 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Latin America Strategies-AVIAREPS
•Target luxury travel agents and tour operators
•Explore LGBT and wedding markets for future travel to our
area with specialized tour operators
•Explore niche markets like golf and fishing
•Organize travel trade training missions around trade shows
•Expand reach to emerging markets of Argentina, Colombia
and Chile
•Develop co-op promotions with targeted travel trade
•Organize fam trips for journalists, influencers, video
producers and travel trade
11.B.1
Packet Pg. 120 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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.
11.B.1
Packet Pg. 121 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Arts & Culture Tourism
•Oversee Arts & Culture Strategic Plan for Collier County
•Arts & Culture website section: 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 -Newsletter: Promote Celebrate the Arts Month in November and feature arts and cultural activities again in February. Content includes hyperlinks to community Arts, Culture & Heritage events.
•Arts, Culture & Museum Grants: Encourage to plan and submit grant applications for special events and promotions that will attract visitors to their facilities and encourage overnight stays in our hotels.
–The grant guidelines encourage special event advertising and promotion of their events in our visitor feeder markets and to link to our CVB events web pages for destination information.
–Encourage packages that include hotels with event tickets, dining and shopping discounts to attract out of market visitors
•United Arts Council cooperation to increase distribution of their printed Cultural Arts Calendar of Events and to expand the reach of their digital event calendar
•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.
•Public Relations Programs: Identify cultural publications that will provide an opportunity to increase the branding message using advertisements in cooperation with area arts and culture organizations.
11.B.1
Packet Pg. 122 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Heritage Tourism
•Paid Media: Allocate funding 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.
•Earned Media: Grow coverage of museum events and encourage museum visitors to post to social media platforms
•Naples Depot Visitor Center: Promote this new location at the Naples Depot Museum to inform visitors of the many visitor activities available in the County. This new center will be located in a vintage baggage car on the parking lot at the Depot that has been restored to its “Orange Blossom Express” condition.
11.B.1
Packet Pg. 123 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Air Service Marketing Strategies
•Attract new 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 fly-drive markets, including Miami, Ft. Lauderdale, Palm Beach, Tampa, and Orlando, Punta Gorda and Sarasota.
•Work with receptive tour operators located in Miami and Orlando that represent the major air carriers into Southwest Florida to expand the number of Collier County hotels featured in their travel programs (i.e. US Air Vacations, Allegiant Vacations, Delta Vacations)
•Distribute our Official Visitor Guides and maps at RSW, Punta Gorda, Naples Municipal Airport and Collier County Airports.
•Include mentions of the Miami, Fort Lauderdale and Punta Gorda airports in marketing materials to show their close-proximity to Collier County.
•Maintain current and create new co-op programs with Lee VCB, RSW Airport and Visit Florida and promote new air service to RSW
•Attend Air Service Development trade shows (i.e. Routes Americas & World Routes)
•Apply for Air Service grants with Visit Florida
11.B.1
Packet Pg. 124 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
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
11.B.1
Packet Pg. 125 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic
Suggestions & Comments
11.B.1
Packet Pg. 126 Attachment: 2019 - Mktg Plan Presentation to BCC (TDC Approved) (6836 : FY 19 Strategic