Loading...
Backup Documents 10/09/2018 Item #11B ,.. ,....... ,-. ......,,...,..,,,....,,,,_., ......,.., ..,.. . _,.....- .., ,.-. /4...4' -,.-7-'- .,... /".. ,....., !i.,.,-,I' ' 1 ' "....' ''''1;,!!,,iL.1;1;:,-......:.,I7,,:f.::::...4.'"...i...'-tiji,,k.:!..,I;;i:.,:ii:--,:::.:,-:::' ,.'4:,..L.,.i:-.4.!:"-XSIte..'"';'47:',;13V3:1-1:4''''''1';'•:51,A--5.73''''''''''''''''' ' ..„.,. ' . ar,-.-.- ...,'......, ..,-... ,.f _:„....,....-„.....,..;.„ w.„.P-,..,-.‘.„•,, ”' .'„ .,....,,.,• . ,::.7,,,,,,-.----,-.--,. -,',..,....-.„.,,-,.,,...,„,.,.,,..,A,,,,.....„.„..::,..;„.., ,4.1.„,.. .. _L., . ........_ . ...„,...„. , s.. _..„ p.., •Mk.. . Arr.,1,”• ,, * ' ' - . , . •ir ,.' ..i. -• ., eN t..,,• -a.. - , .- --- ` - -'),*,.'-P,'''...' . ''.';';'''',"''''* .•'4'',''' .. 'f. :......;'''' )1.414, ea- ,--.. ff . , .,. . .. .. ,.G . .... i , .- ''.4glilif ..a.. ,. . „ „• ''...-74%110 '.'-':=';',.*::"'',,r,::',:,:''' __ . . . . . , ,, „,„,,,.,,,„,„„,,...._„•:,_, ,..•.. ..., ^°'. '''''',';','7: -!.-1 — . , _ .. 4. .... ,.. . ,... - ,.. -...a CONVENTION vENTION & VISITORS BUREAU NAPLES•M' A R C° ISLA ISLAND DESTINATION MARKETING PLAN 2018-2019 EVERGLADES FLORDAS PARADISE COAST .....,. ..-. ,--, riN TABLE OF CONTENTS DESTINATION MARKETING PLAN 2018-2019 • Overview 4 • Mission & Value Statements 5 -� • Destination Marketing Goals • Destination Marketing Objectives 6 • Customer Segments and Target Markets • Destination Marketing Strategies 10 • Destination Marketing Tactics 13 • Destination Media Strategy 17 -� MARKETING DISCIPLINE PLANS • Group Sales Plan 27 • Midwest Sales Plan 33 • Wellness Tourism 36 • Travel Industry Sales 38 • Specialty Markets Sales 41 • PR & Communications 45 • Digital & Social Media 52 • Sports Marketing 56 'r • Film & TV Production 64 • Europe 72 • UK & Ireland 84 • Brazil 90 • Arts, Culture & Heritage 100 • Air Service Support 103 r ANN r a MARKETING PLAN 2018-2019 2 /'1 TWO-YEAR STRATEGIC PLAN FOR DESTINATION 2019-2021 • Overview & Introduction 106 • Mission, Vision, Values, Commitment 110 • Destination Branding 111 • Serving the Customer 112 • Long-term Goals 114 • Long-term Objectives 115 • Challenges to Running the Business 115 • Best Practices of Other Tourism Destinations 118 • Building the Team 119 APPENDICES Market Intelligence 120 o SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) o Analytics Reports for 2018- Thru July o Competitive Analysis Implementation Schedules 127 o Trade Shows o Consumer E-Scapes Schedule o Meetings E-Scapes Schedule Budgets 132 o Advertising Media & Production o Marketing Disciplines Budgets _ MARKETING PLAN 2018-20193 The Tourism Division of Collier County developed this one-year marketing plan utilizing extensive input from our tourism partners within the County. We gathered this input at quarterly planning meetings, an annual planning day in June and at presentations for the tourism a industry held in the fall of 2018. The plan was established on extensive market research from our contracted research team, secondary research sources in the tourism industry as well as in-house research derived from our customers and tourism industry partners. OVERALL GOAL: We will use our destination marketing initiatives to answer a need in our _ customer's mind to fulfill their travel dreams — to discover places they have only thought or dreamed about and longed to visit and experience. Destination Marketing Organizations (DMOs) like our Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB), are in a unique position to deliver that dream by gaining a share of voice in the very noisy media universe. Destination marketing drives economic development initiatives. Business relocation specialists are often influenced by travel to a destination. Examples: Boeing chose Chicago and GE chose Asheville for relocation of thousands of jobs as a direct result of those respective Tourism Bureau's visitor messaging and leisure travel experiences in those areas. Due to the massive clutter in the media marketplace, potential visitors will no longer discover our area on their own. We must seek out those potential visitors by identifying where they live and work. We must then grab their attention using captivating messaging to convince them to ` visit our area rather than choosing another competing destination. Consumers are exposed to thousands of messages daily and are asked to make decisions every 2.1 seconds. To cut through this clutter of messages, we must deliver compelling reasons to those potential visitors and convince them to react to our brand promise and to act _ to get more information or to book a stay with us. -- MARKETING PLAN 2018-2019 4,- ,01 MISSION AND VALUE STATEMENTS • Our Mission is to provide a quality, year-round vacation and group meeting experience that produces a positive benefit to our business community through jobs, visitor spending and economic vitality, resulting in a healthy local economy and tax savings to our residents. • 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 target a select demographic of traveler who is attracted to our beautiful beaches, downtown areas, dining, arts & cultural experiences, natural wonders and world-class shopping. DESTINATION MARKETING GOA!.. • Communicate our unique brand to grow destination awareness, customer loyalty and desire to share their experiences with other potential customers. • Anticipate where our customers will be in the buying decision spectrum and deliver a message to them in the various decision points in deciding to purchase a trip to our area. • Grow the yield of our marketing efforts through increased tourism taxable sales and other visitor spending in our community. • Engage our visitors and build relationships to encourage them to share their experiences. • Deliver an increasing return on our marketing investments. • Influence potential visitors to extend their stay by at least one day. • Attract sustainable visits that maximize visitor economic impact and encourage repeat visitation for many years into the future. /'t AVA MARKT TING PLAN 2018-2019 5 DESTINATION MARKETING OBJECTIVES • Grow tourist tax revenue to $27.5 million by end of FY19. • Increase inquiries to our tourism website by 2% by year-end 2019. • Grow requests for our official visitor guide by 1%. • Grow year-round occupancy levels by 1.5%. • Grow our Return on Investment (ROI) of visitor spending to advertising dollars invested from a current base of$100 an additional $10 each year. LEISURE TRAVELERS Primary Demographic: Adults 35 to 64, which includes Boomers and Generation X with a household income of$150,000+. While the target is adult-focused, the campaigns shall be skewed towards women. • Boomer Generation o 54-72 age group — favoring women, families and couples o Affluent: $150,000+ household income • Generation X o The 38-53 age group makes up the largest portion of our primary demographic age bracket. o Travel as couples and families weighted toward women Secondary Demographic target markets are Seniors 65+ and Millennials. • Seniors o 65+ age bracket with time to travel o Seniors will often bring grandchildren on vacation o Household income may not be as high as other targets, but they do have net worth and love to travel especially off season when they can get lower rates • Millennials o 22-37 age group o Tech savvy, utilizing the technology every day _ o Use pinpoint targeting for couples making $100,000+ HHI MARKETING PLAN 2018-2019 6 ACTIVITY TARGETS • Interest in beach activities • Seeking unique culinary experiences • Destination weddings and honeymoons • Golf vacationers • Nature-based activity seekers • Arts and Culture enthusiasts Geographic Target Markets • Summer Domestic Markets: - Established Markets: Miami, Fort Lauderdale, Palm Beach, Sarasota, St. Petersburg/Tampa, Orlando - Growth Markets: Minneapolis, Detroit, Cincinnati, Columbus, Atlanta - Emerging Markets: Asheville, Charlotte, Nashville • Winter Domestic Markets: - Established Markets: Northeast US: Boston, New York, New Jersey, Philadelphia, Washington, DC Midwest US: Chicago, Indianapolis, Columbus, Cleveland, Minneapolis. - Growth Markets: St. Louis, Milwaukee - Emerging Markets: Charlotte, Dallas/Ft. Worth • International Target Markets - Canada (Winter Season): Ontario, Quebec ■ Central Europe (Year-Round): Primary: Germany, Switzerland, Netherlands, Belgium Secondary: France, Scandinavia - United Kingdom/Ireland (Year-Round) - South America (Year-Round) ■ Primary: Argentina Secondary: Brazil, Colombia, Chile MARKETING PLAN 2018-2019 7 GROUP MEETING PLANNERS & ATTENDEES — Attract group meetings and conferences to our group meeting hotels, boutique hotels and offsite entertainment venues. — • Attend meeting planner shows for face-to-face selling opportunities. • Advertise in meeting publications and on their websites. • Sponsor events at trade shows to build group venue awareness. • Plan sales missions to areas where planner prospects are located. • Continue RFP enhancements to book more groups for our partners. • Support site visits and FAM tours for planners to learn about us. SPORTS EVENT ATTENDEES AND ORGANIZERS Promote our sports event venues to increase hotel room nights from sports events and related meetings during the need times that our accommodations are interested in additional occupancy. • Educate local and national entities on the timetable and types of events that the new sports complex will feature. • Communicate frequently with event organizers/rights holders to keep relationships fresh. • Implement improved post-event research tactics. • Develop sports specific branding for marketing the new sports complex. • Explore potential sponsors and entities for naming rights at new sports complex. a a MARKETING PLAN 2018-2019 8 TRAVEL MEDIA JOURNALISTS Pitch stories to and develop relationships with travel industry journalists, special market writers, bloggers and Influencers worldwide to experience our destination and to write and post stories to help promote our area through the eyes of a third party. • Identify "pop-up" opportunities with local tourism partners for publicity on new properties, awards, special offers and expansions. • Organize group and individual domestic and International press trips to our area. • Organize, through National PR firm, at least one media mission to a major market. • Generate new features and current events to publish to our partner base on a quarterly basis. • Oversee quality of creative messaging in all communications. • Manage Crisis Communications protocol. .- COMMUNITY PARTNERS, CITIZENS, ELECTED OFFICIALS Continue positive community relations through a proactive Advocacy Program to educate our local media, residents, elected officials and tourism partners on the importance of attracting visitors to our community. • Interface regularly with all tourism industry partner businesses. • Communicate with our residents why visitors are critical to the economic vitality of our community and to maintaining our citizens' quality of life. • Meet with, and continually educate, elected officials at the local, State and Federal level to communicate and demonstrate the importance of tourism to our community. Stress jobs, tax savings, small business support and our CVB's role as the marketing arm for many small businesses in our community. MARKETINGPLAN 2018.2019 9 DESTINATION MARKETING STRATEGIES • Advocate for our Brand - Empower our visitors to share their vacation experience with us. - - Instill in our visitors a passion for our destination 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 mind-set 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. • Continue to grow visitor spending in area businesses more than growing the volume of visitors. • Drive the demand through promotion for visitation resulting in higher rates in our accommodations. • Extend the length of stay for our visitors, resulting in incremental spending growth. ^ • Grow repeat visitation and attract new visitation from opportunity markets to grow off-season visitation. • Audience Segmentation (Niche Markets) - Target the various visitors attracted to our community by communicating to them about their indicated activity interests. • 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: Look for locations that offer outdoor activities but are interested in sustainability. • Golf Enthusiasts: Travel specifically to play many different golf courses. * MARKETING PLAN 2018-2019 to, • Wedding Lovers: 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, incentive groups. • Anticipate Market Changes Our community is considered a safe destination from several negative situations. However, threats to travel can occur at any time and without warning. Most recently: - Travel disrupters are the wave of the future. AirBnB, Uber, Lyft and others are captivating the interest of travelers and are becoming a growing way to experience new places and activities. We cannot ignore these trends in consumer behavior and we must find ways to accept them as part of our visitor experience. - Outbreaks like the Zika virus require us to have a good working relationship with Health Department and Mosquito Control authorities. - Water quality issues such as Red Tide, Blue-Green Algae and toxic materials intrusion into coastal and inland waterways have disrupted travel and require good coordination with Environmental Authorities. - Brexit in the UK market continues to threaten outbound travel. - International currency exchange rates are less favorable for the Euro in Europe, the British Pound in the UK, the Real in Brazil and the Canadian Dollar. - Political unrest including demonstrations and violent crime situations, travel boycotts related to "bathroom laws", Confederacy issues all require immediate response from law enforcement and elected officials. They also require the CVB to be in a leadership position to manage press coverage and implement Crisis management tactics. _ MARKETING PLAN 2018-2019. 11 • Market Trends Be on the lookout for trends in the marketplace such as: - E- Sports events are growing and venues need to be planned for to host them. - Non-traditional sporting events and gatherings occur at a moment's notice, such as large meet-up group events, social gaming/scavenger hunts, etc. - We must be ready to give a quick response to assist our hotels, attraction and venue partners to implement a local promotion(s) to keep the emerging craze "buzz" going. • Destination Marketing Strategies - Coordinate all marketing efforts into one integrated message through paid media, earned and owned media promotions, special events, contests and other activities to educate the customer on all the reasons to select our area for their vacation or group activity. - The 2019 media plan will lead with Public Relations, digital and social media in front of the actual run dates for paid media. These efforts will build awareness in the - media marketplace to improve our efforts to break through and get the attention of our target customers. - - Using a combination of traditional media and the on-line channels enables us to reach several different age and income demographics and strengthen the reach of our brand messaging. - Before we develop creative messages, we utilize many research techniques and sources to better understand the needs and wants of our customer: • Monthly visitor profiles, hotel occupancy and rate studies, competitive destinations analysis or occupancy, rate and demand as provided by our contracted research firm, Research Data Services, Inc. • Google Analytics for website, digital and social media trends, current user statistics and user trends. ■ Arrivalist Analytics will be used to indicate the path consumers take from the time they see our promotional message to the time they arrive in our community. AA MARKETING PLAN 2018-2019 12 • Adara Analytics will be used to measure travel arrangements with air and hotel bookings to and nearby our destination. This technique captures travelers in their search for a vacation destination and continually exposes them to our brand message. ■ Visit Florida quarterly research on out of state arrivals. ■ Smith Travel Research (STR) monthly statistics on our occupancy and rates in comparison to our competitive destinations in Florida. ■ US Travel Association Research on national travel trends, consumer demand for travel and political issues that threaten our visitation. ■ Brand USA information on International travel trends and issues. • Media Exposure We will use a combination of paid, owned, and earned media to deliver our brand message to our target audiences. The contracted agency is Paradise Advertising. - Paid Media will be in the form of broadcast cable and print advertising, digital banners, e-newsletters; new content in targeted publications and broadcast channels; social media paid posts; search engine optimization using targeted search terms and out-of-home media such as real-time temperature boards in metro markets and mass transportation hubs. - Owned Media will be delivered through our tourism website, paradisecoast.com; our Facebook, Twitter, Instagram and YouTube channels; e-mail marketing and our printed and on-line digital visitor guide. - Earned Media includes the exposure we receive from our public and media relations efforts through third party endorsements from travel journalists, bloggers and influencers as well as television series celebrity hosts such as Samantha Brown on PBS, Emeril on Food Network, and other broadcast personalities. _ r MARKETING PLAN 2018-2019 13 • Experiential Videos - - We will utilize video and story content on social media and digital channels to promote our targeted activities that can attract a variety of travelers such as Experiential Travelers, Nature Explorers, Wellness Seekers, Romance Travelers, etc. These videos will be used in social media, digital banners, and themed e- newsletters. • Content Generation We will create new content for our website as well as our social and digital platforms to give new and updated reasons for potential or repeat visitors to choose our area. - - Social media posts using recently generated photos and copy points from our marketing agency or from our visitors. - Brand message assets such as blog posts, influencer posts, resident or visitor uploaded images and videos to our website and social medial channels. - Video production from outside sources such as Visit Florida and Brand USA to _ promote our area to visitors worldwide, in support of paid media campaigns. Video is the fastest growing asset to promote travel, and research indicates that video reaches three times as many people and is viewed more often than text only blog posts. - - Our marketing agency will produce a series of 10 videos on various experiential activities including dining, spas, accommodations, eco adventures as well as arts and culture. These videos will be paired with stories and photos to describe experiences that many travelers are not aware are offered by our area. MARKETING PLAN 2018-2019 14 • Branded Events We will promote existing signature events and work with event promoters to create new events to draw new and repeat visitors to our area. We will use social media, sponsorships and grants to support the promotion of these events. Signature Special Events: - Stone Crab Festival - October - Swamp Buggy Races - October, December, March - Everglades Seafood Festival - February - Naples Art Festival - January - Naples Restaurant Week- Held in both the Spring and the Fall Sports Events: - Football University (FBU) National Youth Football Championships - US Open Pickleball Championship - April - CME Group Championship (Final stop on LPGA Tour) - November - QBE Shootout-PGA Challenge (Greg Norman Shark Shootout) - December - Chubb Classic- PGA Champions Tour - February - Watercross National Championship - October • Group Meetings and Group Travel Attract meetings that fit our group hotel space and times of year when they need this business to fill otherwise empty hotel rooms. - Attend group meeting planner trade shows. - Advertise in group meetings industry publications and websites. - Photograph and shoot video of our unique meeting spaces and group event amenities. - Organize sales missions to areas where corporate headquarters are located to showcase our area for meetings, professional development and other meeting events. - Organize and support familiarization trips and site visits of meeting planners to experience the destination for themselves. AVA MARKETING PLAN 2018-2019 15 • Collier Tourism Partner Resources We represent all tourism industry businesses in Collier County that are involved in any way with attracting, entertaining or housing visitors in the County. - Free listing in annual visitor guide and on our official tourism website. - Free listing on our events calendar for those events that would be of interest to visitors. - Free photo and video sharing on our website and social media channels. - Access to destination research and other analytics data. - Promote special packages for combining events with hotel stays, dining options and other attractions in the area. - Exposure to travel writers, bloggers, Influencers and other media contributors to help promote their businesses. - The ability to use, with permission, certain brand specific photo and video assets in _ their advertising and promotional efforts. - Train frontline staff in hospitality best practices through on-line programs in person workshops and Webinars. - Join in on destination sponsored "Instameets" with bloggers and Influencers on various experiential subjects. - Quarterly gatherings with tourism staff and marketing partners on the latest destination marketing efforts and to discuss strategic initiatives that are working in their businesses. a MARKETING PLAN 2018-2019 16 ,01 DESTINATION MEDIA STRATEGY OUR TARGET CUSTOMERS Our primary customer is between 35 — 64 years of age with a minimum annual HHI of $150,000. Most often our primary customer skews female. She is the influencer or decision maker regarding travel for her household and family. She's educated, philanthropic and most often a caretaker, but she understands the importance of self-care and relaxation. She loves to travel with her spouse/significant other or with her family and enjoys trying out new dining spots and experiencing the culture in the destination. -eta Our secondary customer is similar psychographically and neurologically but is a little bit younger, between the ages of 25 — 34 with an annual HHI of$100,000+. She might be traveling with a friend, significant other or with her children. She spends more money on experiences than on products. — Travel is of high importance to her. Potential Visitors ^° • Leisure Travelers � � 4 • Group Meeting Attendees - ,47.11}%. • Business and Corporate Travelers ` . : ' • Sports Event Participants and fans • � • Sports Enthusiasts ., • Niche Travelers (interests include eco activities, bird ' ' ' ; �� .. -•r, watching, fishing, arts, culture, weddings, honeymoons, reunions, LGBT) Tourism Industry Stakeholders Collier County, City, Village, State and National elected officials t Hotels, attractions, restaurants, shopping and arts and culture ye, 10 venues and other tourism industry partners 411--F Travel Influencers , • Journalists/Writers • Bloggers/Influencers ' • Corporate C-suite • Corporate Business Decision Makers .- • Meeting Planners _ • Third-party Meeting Planners • Group Hotel Sales Leaders • Travel Publishers • Travel Agents and Tour Operators • Sports and Special Event Promoters • Film Location Scouts �-. MARKETING PLAN 2018-2019 17 TARGET CUSTOMERS -- Geographic, Demographic and Psychographic • Geographic is one of the first variables used in our segmentation strategy. This breaks the market into sections by climate, density, market size, states, region or country. • Demographic segmentation is extremely important to our efforts since this data is easily available and directly impacts media buying patterns. Age, income, gender, 9di 48.3 ethnic background and family life cycle are important factors of demographic segmentation. Skews Female Average age HHI of$150K+ • Psychographic profiling, which measure customers' attitudes, personal interests, business interests, rather than "objective" geographic or demographic criteria, can provide deep insight that complements what we learn from geographic and demographic data is as follows: Foodie Fashion Education Travel, Travel, Travel, Travel News EQ + IQ Entertainment Philanthropy Culture — Self Care Cares for Others Reads Books Eco-Conscious INDUSTRY PARTNERS We are aligned with many industry partners on a local, state, national, and international level and we work collaboratively to garner and leverage resources, research and partnership opportunities. USA VISITFLORIDA 17 MO ' ' 3EPR` DESTINATIONS` F�oR�oA. hsmai Brand USA oun.,rr.......n..ww.rn.o.. NPI -14Hua.,. a s. r RAVE AM> I .,, �.,,o. E,.� s A A ., .NAB Dm , Ammirim FLORIDA si'C it,A*' 7r'" W J E L7 l MARKETING PLAN 2018-2019 18 .-� DATA THAT DRIVES BUSINESS DECISIONS The Arrivalist Platform is a research tool that we implemented in 2017 to allow us to see the travel behavior of consumers who have been exposed to our advertising. It also shows us visitation from consumers that have not been exposed to our advertising so that we can see potential markets to target in the future as well as the effect our advertising is having on behavioral patterns once travelers are in the destination. Our research indicates that we have a strong market in the Northeast particularly in their winter months. We have been marketing to them heavily during the winter for years so, they know our destination and they know it well. They are often repeat visitors. We have a growing market in the Midwest currently traveling mostly in the fall, winter and in the spring months. We have added within the past two years some new cities in the Midwest such as Minneapolis, Indianapolis, Cleveland and Columbus, and we have seen some nice growth from these markets. Ton Origin DNAs• Wint Avg. ssion% Arrival% Market °s �► New York 35.50% 25.00% 4 Days, 1 Hr Chicago 8.80°% 14,70% 4 Days,9 Hrs d Philadelphia 10.70% 12.20% 4 Days,20 Hrs • , Boston 8.30% 10.90% 4 Days, 17 Hrs Minneapolis/Saint Paul 4.00% 7.10% 4 Days, 17 Hrs Washington Dc 6.80% 6.40% 3 Days,6 Hrs Indianapolis 1.90% 5.10% 5 Days,10 Hrs Miami/Fort Lauderdale 0.30% 3.80% 2 Days,21 Hrs Cleveland 2.90% 3.20% 4 Days,13 Hrs Milwaukee 1.50% 2.60% 5 Days,3 Hrs ._. CONFIDETt It is important to note that the longer the distance traveled, the longer the visitors seem to be staying in our destination. Milwaukee for example, stays five days compared to a visitor from Miami/Fort Lauderdale who stays on average 2.5 days. ARRIVALIST * MARKETING PLAN 2018-2019 19 We have also seen from reviewing the data from Smith Travel Research (STR), as well as — Arrivalist that our Florida drive market is strong year-round. Florida Travel decreases slightly in — the winter, likely due to higher hotel rates, which Floridians would be aware of, and more congested highways. Florida travel increases significantly to our area in the summer months — with a typical stay between two and three days on the weekend. — — When researching the travelers coming to our destination through the Arrivalist platform, we also see some markets that we have not previously targeted with our advertising that delivering visitors to our destination. We are seeing some pockets of interest coming from various parts of the country that we would like to explore some in the coming year. - - - - - :rnitINITED STATES ' . OF AMERICAtr I a as a r MEXICO CUBA Above is a snapshot of these visitor arrivals. The blue dots indicate visitors that have been exposed to our ads, and the red dots indicate visitors that have not been exposed to our ads —. but are traveling to our destination for other reasons. We would like to discover more about these visitors not seeing our ads but traveling to our area (denoted by placed circles) to see if there may be an opportunity to promote to them and get repeat visitation from them in the coming years. a a a — NIA MARKETING PLAN 2018'-2019 20 TARGET MARKET SEGMENTS Based on the data we have collected on our typical customer, we have established three core market segments that we will be targeting in the coming year. The Established Market consumers know our destination, as we have been targeting for many years with our message. They are deeply familiar with our destination. They visit often in the winter months and they are often repeat visitors. We have an opportunity to increase their stays, encourage multiple visits in one calendar year and entice them with new events. Established Markets o Fort Lauderdale o Tampa / St. o New Jersey o Miami Petersburg o Boston o Sarasota o Orlando o Philadelphia o New York o Chicago The Growth Market consumers are of keen interest to us as the data indicates this customer group is consistently showing a growing interest in our destination. Data reflects the further these customers travel, the longer they will stay in our destination. In the past, we have marketed to these customers, but only in a handful of the markets below. There are visitors from markets visiting our destination that have not been targeted so we're seeing opportunity for great growth in this Growth market. If we can replicate what has been working in some of these markets and extend it to others with like-minded consumers we will yield consumers traveling from far distances, staying longer and increasing overall spend in the destination. Growth Markets o Minneapolis / St. Paul o Cincinnati o Detroit o Indianapolis o Cleveland o St. Louis o Milwaukee o Columbus o Atlanta The Emerging Market consumers have a growing interest in our destination but have not been targeted in our past marketing efforts. The data indicates these markets have future potential for our destination. Airlift and group travel has been a past contributor. As with all other market segments, the farther customers travel, the longer they will stay in our destination. We want to pay attention to these markets and learn more about the consumers (and be able to deliver content and offerings to yield as long a stay as possible.) Data indicates affluent couples/groups, affluent LGBT consumers, and high net worth families are key customer groups for the long-term success for these markets. Emerging Markets o Asheville o Baltimore o Dallas o Charlotte o Washington D.C. o Denver o Nashville o Houston o San Francisco AVA MARKETING PLAN 2018-2019 21 OUR STRATEGIC APPROACH Our strategic approach follows a 60-30-10 Rule whereby 60% of our efforts focus on our key strategic markets, 30% on the secondary markets and 10% on opportunistic, shoot for the moon or test and learn marketing initiatives. 60% Key Markets 30% - ;. Secondary Markets 10% Opportunistic or Shoot for the Moon or Test & Learn OUR ANNUAL GOALS • Increase overall visitation to the destination to yield higher TDT _ - Focus on Growth Markets (Midwest, Southeast) — • Increase length of stay in destination to yield an increase in overall destination — economic impact - Focus on Established Markets customers (Northeast, Florida, etc.) - Increase visitation in the summer months when occupancy is lower • Test and learn about new customer groups for long term gain - Focus on Emerging Markets - Increase database with qualified leads = build our customer and sales pipelines _ - Educate new customers on our destination • MAR TING PLA 2018-2019 22 OUR STRATEGIC INITIATIVES With data to support the goals above, we will focus our marketing initiatives as follows: 60% Growth Markets 30% Established Markets 30/ 60% 10% Emerging Markets Growth Markets We will promote year-round in these markets. Since these travelers tend to vacation in our destination longer, we believe there is opportunity to bring families here in the summer months and fill in those days during the week when occupancy is lower. We will continue to promote to couples and families in the winter months, as well. Established Markets We see opportunity to encourage repeat visitation from these markets. They are familiar with our destination and we continue to see high visitation from this market in the winter months. We will encourage these visitors to stay an extra day and promote new activities and events that they may have never tried. We will allow our content to nurture and engage this audience. Emerging Markets We will reach out to these potential travelers and invite them to visit our destination by communicating our core brand messages. We will allow the content offerings to drive new qualified leads for both consumer and business. We will showcase a variety of niche offerings in the destination, which will allow us to see what messages resonate best with this new audience. NIVA MARKETING PLAN 2018-2019 23 OUR RECOMMENDED TACTICS Growth Markets Fali in love with ou seasonal values. • Promote our core brand message through geo-targeted quarterly SAYE NOW) : e-newsletters. • Use out-of-home advertising to drive general awareness • Invite influencer campaigns with integrated, multi-platform advertising overlays. • Utilize digital advertising to drive awareness, leads and engagement. -. • Add radio advertising to drive awareness and engagement. e Established Markets There's lots to,oveabout • Utilize geo-targeting, retargeting and paid social media to drive summer vacatfonshere _ including the p*ice. awareness, leads and engagement. tore. Paradise • Continue sending e-newsletters to those in our database but itil) increase the lead time so that travelers have time to book travel to attend the events and activities we are promoting. �.` • Promote niche offerings and through geo targeted quarterly e-newsletters. • Promote week long vacation itineraries in online content and 1.4 • promote on social platforms. -� d G Q Emerging Markets • Source cost-effective advertising to allow us to learn more `" S .� about these customers. 1:4 t • Promote core brand messages through geo-targeted _ g s' T quarterly e-newsletters featuring a variety of niche offerings. • Digitally offer multiple messages and niche offerings to test and learn what works best for this consumer segment. ION MARKF..TING PLAN 2018-2019 24 ' OUR ANALYTICS AND ATTRIBUTION This year, to measure marketing activities in a most effective manner, we will deploy a custom, real time Dashboard Analytics System (DASH) to encapsulate all results and h Cross-Channel Overvia attributions. With real time access across all marketing channels, we will be able to view ` 9""s. :5zz" °' �'"W .11816 and assess KPIs, pacing goals, insights and interactive drilldowns to always know the {"� • status of every campaign and channel activity. The dashboard measures the ROI and ROO, .- IIII drives engagement and measures conversion, F so the success of all campaigns is always front and center. (example only) KEY PERFORMANCE INDICATORS Prior to any marketing plan launch, we determine the following: • What to Measure Decide • How to Collect the Data what to • When and How to Analyze the Data measure • When and How to Report the Data • How to Interpret the Data to Act (data = business decisions) Take Collect action the data • Bottom Line KPIs to Measure Key • Other Scorecard Items to Measure Performance Indicators The `Bottom Line' KPIs used to measure the overall success of our marketing efforts are: • Tourist Development Tax, aka Bed Tax Report Analyze Collections — Total amount received from the the data results 5% tax on transient rentals. • Occupancy - Rooms sold divided by rooms available multiplied by 100. Occupancy is always expressed as a percentage of rooms occupied. • Average Daily Rate (ADR) - Room revenue divided by rooms sold, displayed as the average rental rate for a single room. • Revenue Per Available Room (RevPAR) - Room revenue divided by rooms available. • Revenue - Total room revenue generated from the sale or rental of rooms. %aiF• MARKETING PLAN 2018-2019 ... 25 On an ongoing basis, we will review data from Arrivalist after our campaigns run to determine if a longer length of stay occurred. In addition, we will see if a lift occurs in Midwest arrivals in the summer months and an increase in visitation from the emerging markets. Other Scorecard KPIs used to measure the overall success of our marketing efforts include: • Overall Website Visitation • Website New Visitation • New Lead Generation - Meetings Leads, sign- ups for Visitor Guide and e-Newsletters, Social Followers • Email Blast Open Rate • Nurture and Engagement Metrics - Total Shares, Total Views • Others TBD V MARKETING PLAN 2018-2019 26 MARKETING DISCIPLINE PLANS GROUP SALES PLAN Executive Summary The CVB group sales team and our contracted Midwest representation team will focus on high- - end group meeting target markets and meeting planners. We will set goals and implement a plan to develop new meetings market collateral, videos, photos and paid media placements. A new video will be created to use in follow-up calls and contact with all planners we meet during the year. We will continue to use the tools that have been successful in the past such as e- - newsletters, printed collateral, trade show attendance, sponsorships and RFP enhancements with our hotel partners. We will add more digital in targeted areas such as Cvent and Linkedln and selected planner publications with high readership in our targeted meeting types. Focus will be on incentive houses, and high-end planner agencies to attract new and repeat business from them. All seasons will be addressed to find the right groups that fit the destination. While our goal is to increase attendance and number of RFP opportunities and more booked business room nights, we must go after groups of all sizes that fit our demographic. Our boutique properties and smaller meeting hotels count on us to fill our major resorts with significant meeting space, so they can get some of the overflow business. But, they also want RFP opportunities that fit their smaller meeting space needs. So, we will target all sizes of meetings in the coming year to fit our large meeting properties and our smaller meeting properties. Meetings size room peak of 10-300 will be our main meeting size focus this year. And for larger groups ("City-Wide" and "Island-Wide" meetings) we will assist our largest properties to attract more of that business. As the new sports complex comes on line, we will also assist the sports sales team in attracting meetings and conferences in tandem with their related events. Finally, we will implement new and more concise tracking of group business by type, number of attendees, room nights, and direct spending. MARKETING PLAN 2018-2019 Overview The Group Sales Plan includes many suggestions made by our partners throughout the past year and at our annual Strategic Planning Summit. Group Sales will focus on trade shows that attract planners that fit the target markets that our partners seek and back our sales efforts with targeting advertising. Refer to the Tradeshows List in the Appendix of this plan. • The outlook for 2019 is positive. We are pacing ahead of projections for spending from group — meeting attendees and we are equal to the previous year RFP's received and RFP's booked. With the many new additions to our group meeting inventory, we can boast an "all new" feel to -- our destination. • We should experience pent-up demand for our destination among meeting planners, and by showcasing the JW Marriott meeting space we should be able to achieve our goals for 2019. • Capitalize on pent-up demand and new look of destination hotels, getting the word out about renovations and how much NEW square footage of destination meeting space is available. — • Introduce new Sports Complex possibilities for future groups to utilize that facility for meetings and events. Goals for Group Sales • Create new demand for the destination — new look — new Paradise — new meeting opportunities — new and improved meeting space. • Create new videos and photos to showcase our group meetings amenities. — • Continue to develop new Wellness Tourism initiatives to attract this growing market segment. Measurable Objectives (KPIs) • Monthly leads to partners (RFPs) increase to 50 per month (see history in appendix) • Increase monthly room nights by 75 per month • Increase group average daily spending by 2% • Increase average stay by 1 night (5% of each group) • Increase hotel partner extra night incentive program participation by 3 per quarter • MARKETING PLAN 2018-2019 - Target Markets • Demographic — Meeting Planners — mostly women, age range 28-65, all ethnicities, some male. • Psychographic — Meeting Planners who value unique environments yet still suited to meet client's needs. They also value and prioritize health, wellness and diversity of activity offerings for meeting attendees during non-meeting times, such team building exercises, spa experiences, or nature/eco excursions. They are also conscious of price and meeting costs on their groups and tend to also appreciate value-added opportunities and price-value comparisons. The mindset is also flexible and has a willingness to pivot should the unexpected arise, such as weather impact on the group experience, etc. • Geographic — Planners can live anywhere and have clients all over the country and the world. We will target growth and emerging markets, secondary cities with direct flights such as Milwaukee, Minneapolis, St. Louis, Kansas, for the Midwest sales team and Atlanta, Denver and Ohio cities like Cleveland and Columbus for the Naples-based sales team. We will continue to communicate with planners from past years cities and shows attended and nurture our established markets through other means such as newsletters, digital ads and Cvent ads as well as Linkedln, our website and social media. Challenges (Weaknesses) The challenges our customers will face in coming to Naples, Marco Island, Everglades will be: • Direct domestic airlift from some parts of the country, limited International airlift and distance from our airports to some resorts. Other challenges include rate, since our hotels are all renovated, expanded and ready to go they have increased rates. • Gaining back trust in the destination after availability challenges and introducing our new renovated and completely redone resorts. Renovations should be complete by the Fall of 2018 we will need to be aggressive and bold with continuous outreach to get them interested again. History shows that we lost RFP sourcing during our renovations and lost trust by relocating so many groups when resorts were not completed on time. • Trust will be an issue to overcome, but mostly just getting the word out that we are open and ready for them to return and for new business, bigger and better than ever. MARKETING PLAN 2018-2019 29 • Summer business — finding the right summer business through SMERF and Associations, targeting Florida and Atlanta areas for that market. • Overcome perception of"expensive" by educating planners on our seasons to show when we are "affordable." Strategies (Opportunities) With the above weaknesses in mind, we will develop strategies from the opportunities suggested by those weaknesses. • Meet the pent-up demand by re-introducing our group meeting facilities and unique off-site venues. • Promote the new group inventory that was unavailable the last few years. With the new renovations and new and increased meeting space we can introduce the concepts of"City- Wide" and "Island-Wide" meetings to fill the new meeting space. • Promote affordable summer business, incentive business, corporate continuation, financial and insurance business as a focus and continue to work on established markets. We will need to re-introduce our meetings opportunities and encourage an extra day stay pre or post meetings. • Rebuild our group sales opportunities on both our website and social media platforms. • Emphasis on more targeted trade shows, sales missions and webinars. • Grow our investment and presence and results with Cvent. • Partner with our local hotels and with branding solutions utilizing locally sourced incentive gifts. • Develop digital or video mailers to use as trade show meeting planner follow-ups. • Develop and promote the "Bleisure"concept of converting business travelers to leisure travelers. • Develop sponsorship opportunities to host group trade shows in our destination and sponsor events at out of market tradeshows to maximize exposure to delegates • Continue wellness and health messaging and continue Wellness Tourism Task Force -. implementation to tie group meetings and leisure travel into this concept. MARKETING PLAN 2018-2019 _ Tactics • Continue Meetings Newsletter Escapes and themed newsletters concept- monitor open rates and keep destination top of mind with planners as they like updates and newsletter works to remind them about this area. • FAMs - 3-5 annual FAMs to get total of 12 planners per FAM. • Sites - host and assist sites year-round. • New meetings photography and ads. - Agency to fulfill by early 2019. • Annual summer Florida and drive market lunch & learn event to educate planners who book Florida in summer months and showcase "new" destination look. • Sales missions that target our medical and emerging markets. See cities of focus in this plan. • Create a stay one more night package for groups that we can post to the website. It could be the same incentive for all hotels to promote and keep it simple. - Something like "Extend your group stay and enjoy special amenities of Paradise for your extra day" offer 2 free beach chairs or free parking or no resort fee for the extra stay over-night to groups. - Develop Bleisure packages for hotels to offer group attendees to stay an additional night. • Develop contacts for group meeting leads including the following: - Maritz, Experient, BI, Altours, American Express, Incentive houses, HPN, Meetings & Incentives, ABA, Kellen and top clients. - Develop Cvent opportunities to stay in touch with our established clients like HelmsBriscoe and Conference Direct. - Financial, Incentive, Insurance, Medical, Corporate, Independent planners. Association and some SMERF for summer months. - Increase Trade show attendance targeting our Corporate, Incentive, Financial and Insurance markets. See list attached based on group sales strategic summit partner requests. AlaMARKETING PLAN 2018-2019 - 31 • Use locally-produced promo items to keep Destination top of mind in branding theme. - - Examples might be Maui Jim sunglasses or Flip Flop brands or"Paradise" named soap from Naples Soap company. Naples Popcorn and Jim Rice Clay items. • Place digital ads on Cvent and Linkedln for added exposure to targeted planners. - Buy $5,000 package of digital advertising. - Renew our current year$18,000 Diamond listing and benefits it contains. — • Use Sales team Linkedln pages to engage planners with articles, press releases, wellness meetings. • Plan Sales missions goal of 20 planners per city. Split cities between Midwest Reps target — markets and the rest of the country. — • Plan PR releases to group publications and invite press/media to trade shows, FAMs and local — events. — • Create a new quarterly Wellness Newsletter "Be Well in Paradise." - Monitor open rates and key words. - Create a destination wellness brochure and update website monthly on wellness focus businesses, events, packages, restaurants, etc. - Join National Wellness Association. - Communicate, direct and implement this program. 44 MARKETING PLAN 2018-2019 32 MIDWEST SALES PLAN Prepared by: Synergy - Direct Goals • Increase the awareness of meeting planners about the Naples, Marco Island area as a preferred destination for meetings and events. • Grow the database of planners for prospecting of new RFP's and eventual meetings. • Expand the reach of the CVB based sales team into markets and opportunities that have been previously under-served. Target Markets Based on visitor information from Visit Florida and Paradise Advertising, CVB's agency of record, one of the strongest feeder markets for group meeting sales is in the Midwest US. The Midwest is seen as an emerging market for the destination. The largest feeder markets in that area: Chicago, Minneapolis, Indianapolis, Cleveland and Milwaukee. Opportunity markets with the highest growth potential from an airlift standpoint are: Denver, St. Louis, Cincinnati, Cleveland, Columbus, Dallas, Houston, Minneapolis and Milwaukee. An additional market that the Synergy team can cover for the CVB would be Texas. We have strong planner groups with clients in that state including Brightspot, V2 Incentives, Wyndham Jade and Galactic. Top Origin States of Domestic Air Visitors Air visitors accounted for 43of Florida's domestic°visitors in 2016 i r NY 4.4% 11 4", PA 8 pH Z NJ Ar 51% CA t-- GA TX 5 4": Source D SrARet aro Associates VISITFLORDA. AlaMARKETING PLAN 2018-2019 33 Strategies • Increase awareness of the destination among group meeting planners • Educate planners on the destination's new and updated meeting facilities • Promote need period travel for the Collier area group meeting hotels • Aggressive lead generation to gain new sales opportunities for the destination — • Focus on Corporate Planners, Third Party Planners and Incentive Houses in the Midwest Tactics _ • NEED PERIODS: - Work with CVB to promote low season specials from hotels in the monthly meetings e- — newsletters - Target low season groups to fill those need periods in Spring/Summer _ - Overcome the challenge of"expensive" perception _ • WEBINARS: - Host 1 quarterly open house webinar for third party agencies such as HB and ConferenceDirect - Target Midwest states including Texas - - Host individual target key account webinars - Host special "themed" webinars with a short "what's new on the destination" but focus to — be on a trending educational topic that would be of interest to the planners. Perhaps _ sponsor a NorthStar webinar. - Promote wellness, eco-tourism/sustainable destination using webinar education - Invite hotels and DMCs to participate on webinars when appropriate - Follow up with those who do not attend the webinars with Video presentation • LEAD GENERATION: - Send e-blasts with news and updates on the destinations to Midwest database - Share updates on the destination on Linkedln (i.e. new airlift) - Secure leads with detailed information at events and tradeshows - Monthly follow up with contacts made at tradeshows and events to secure RFPs for the destination - Monthly prospecting of the Synergy database of corporate, incentive and association planners. Each month targeting a specific location and market. • MEMBERSHIPS: - Leverage membership in SITE, MPI, FICP and WinIT to generate leads - Attempt to register for FICP events in the Midwest region - Attend Midwest industry events for SITE, MPI, FICP, PCMA, ASAE, IRF and more PMARKETING PLAN 2018-2019 34 • SALES TACTICS & MISSIONS: - Make monthly sales calls and attend local industry events in the Chicago area. - Schedule in-office presentations and client visits in Chicago, as needed - Host Sales Missions and Events with destination partners in key feeder markets (Lunch & Learn and Reception/Dinner): • Milwaukee ■ St. Louis • Kansas City • Minneapolis • MARITZ: The new Maritz Marketing Partnership agreement will allow the CVB the opportunity to present to this Key incentive account at their Fenton, MO headquarters. This partnership will increase leads for the destination. We will also be allowed to attend their annual events with access to their key corporate and incentive buyers and sourcing team. Midwest Targets • Top incentive houses (MN, IA, IL, WI and MI) • High concentration of insurance and financial institutes (IA, OH, IL) • Second-tier incentive houses (TX) / Primary meeting planning companies (TX, KS, MO, IL) Sample Target Accounts • Ashfield Meetings & Events • Meetings & Incentives Worldwide • Meridian Enterprises • Unbridled Solutions • CWT Meetings & Events • AIMIA • VIKTOR Incentives • Meeting Expectations _ • Gavel International • Minding Your Business • Destinations Inc. • Morley Companies • ITAGroup • NCM Associates • Creative Group • SDI Incentives • Bishop McCann • Brightspot • MotivAction • Galactic • Travel & Transport • Constellation Brands • ALTOUR • Midwest Insurance Companies • NHS Global • Midwest Association • ABA • Maritz Global Events / Experient • BCDMI • The Wellington Group • BI Worldwide AYA MARKETING PLAN 2018-2019 35 Mission Statement — Our mission is to develop effective ways to integrate quality "wellness" businesses and — facilitators in Naples, Marco Island and Everglades. The intention is to establish a cooperative and collaborative initiative to create healthful and life-changing opportunities that attract wellness travelers from around the world. The ultimate purpose is to establish Florida's Paradise Coast—with all its innate treasures — as a wellness destination and capitalize on the fast-growing multi-billion-dollar Wellness Tourism Industry. Vision Statement To be recognized globally as a Happy Healthy Wellness destination for Group and leisure visitors to come to the Paradise Coast to recover and "Be Well." Goals • To be an Internationally known wellness vacation destination. — • To be on a list of Wellness Destinations (when one searches wellness destinations online — and get on top 10 listing). • To maintain Happiest Healthiest designation by Gallup polls. • Long-term goal to have CVB hire/appoint/contract a staff person dedicated to wellness tourism sales. — • To get all Collier County wellness tourism listings linked to CVB website Paradise. Coast.com including events, nature, sports, fitness, healing/health/medical, Blue Zones Project, hotels, restaurants, spa/beauty. .. Strategies .. • Gather all wellness entities in Collier County through solicitation to CVB data base. • Input all wellness information as a tagged event or criteria to CVB website. • Use key adjective words so destination comes up in wellness vacation/tourism searches and wellness is easier to find on CVB website. • Develop a logo and tag line for our wellness tourism to use on promotions, website, partner links and press releases. • Google "wellness" and follow guidelines. Tactics • Get endorsements from City and County officials that the destination is a "Wellness Destination." • Get endorsements from other Collier entities like all city Chambers of Commerce, Hotel & Lodging Association, Restaurant & Lodging Association, Blue Zones, The Fifth Avenue Business District, etc. Have them promote and use logo. MARKIrTING PIAN 2018-2019 36 ''1 • To create Wellness Destination press releases to distribute to meetings publications, destination publications, wellness associations, local publications and other media. • Encourage task force members to get their listings in first and show an example. • Encourage major resorts on board with packages and events JW, La Playa, Edgewater, Ritz-Carlton and Naples Grande, NBH, etc. • Develop criteria for listings on the website — restaurants/food, hotel/resort, spa/beauty/ nature, Blue Zone, medical, sports/water land, events. • CVB to join Wellness Tourism Association as soon as possible. • Add wellness to CVB consumer newsletters categories of interest so consumers can sign up to receive destination wellness information. • Utilize logo and tag line on all correspondence and collateral when promoting destination wellness tourism. • Get approval from CVB to use Paradise Coast in wellness promotions, tag line etc. • Solicit directory of Awakenings and other publications for wellness members to list on our site. • Declare an annual Naples/Destination Wellness Day — possibly early January (strategy is that people are thinking of wellness and health with New Year's resolutions) good time of year for event. • Send to partners Wellness Tourism Association guidelines. • Simplify solicitation form for partners to sign up or tag existing listings under "wellness" categories. Brand Name Umbrella • Paradise Coast/Wellness —website. • "Be well Paradise Coast" adopt as a tag line. • Secure hashtags and slogan and tag line for exclusive use to destination. • Inquire if Paradise Agency can create a wellness destination logo (blue magenta colors). • Press Releases to go out on a regular basis. • CVB to create a Wellness Tourism Quarterly Newsletter for consumers and meeting planners under this branding. Timeline • Speed is of the essence as competition is using Wellness to promote. • Website listings fulfillment should be complete by October 1, 2018 with wellness links to partners. • CVB website landing page is complete and revisions or additions due by October 1, 2018. • CVB contracted staff person to promote Wellness Tourism by 2020. MARKETING PLAN 2018-2019 37 Executive Summary Travel Industry Sales will continue to handle the domestic market, continue to develop the South American market, and support the UK, German and Brazil representation teams for FAM's and destination site visits. Domestically, I will continue to nurture the established Northeast and Florida markets to maintain brand awareness in the market. We have an opportunity to re-grow the Midwest market so that area will receive some special focus in 2019. Our local tourism partners have requested we continue to attend the consumer shows in the Northeast and Midwest to — encourage new and repeat visitation from those established markets. Internationally I will continue to educate and train both tour operators and travel agents in Argentina, Colombia and Chile to keep increasing visitation from these emerging markets. In — 2019 we will also focus on increasing visitation from Canada and will partner with Visit Florida — as co-op opportunities emerge. Education and training both domestically and internationally are the keys to success. We need to promote our key selling points during interactions with consumers, travel agents and tour operators to get people excited about selling our destination: beaches, dining, shopping, eco- tourism, festivals, family options, water activities. Overview Domestic travel continues to be the biggest producer to our destination. Visitation from the — Northeast corridor (New York, Philadelphia and Boston) in the winter months is our most established feeder market and contributes to high occupancy rates from January to Easter. Midwest travel is mostly in the Fall, Winter and Spring. In the summer months occupancy is down and most visitation is from the Florida drive market and typically on the weekends. However, we do have strong visitation from Florida year-round. Internationally, the UK is the top feeder market to our destination with large numbers coming to the area in the summer months. The Argentinean market continued to grow over the last year surpassing German visitation for the second year in a row. Germany has been down due to exchange rates and political climate. During conversations at both Florida Huddle and IPW tour operators have indicated that they are very optimistic that the market will improve in 2019. Brazil continued to decline this past year, but they are hopeful that this will start to improve in 2019. — a MARKETING PLAN 2018-2019 38 I will oversee the UK, German and Brazil teams to assist them in their marketing efforts as it relates to FAM itinerary development, escorting, welcome bags and any additional needs as they develop for the destination. Goals • Increase awareness of our area with potential visitors in Latin America. • Increase visitation from Midwest US feeder markets that have growth potential. • Increase new and repeat visitors from Canada. • Grow the database on domestic and international travel agents and tour operators. Measurable Objectives (KPIs) • Train at least 300 travel agents in Latin America. • Educate at least 300 Midwest travel agents. • Train at least 200 travel agents in Canada. • Increase domestic travel agent base by 500 contacts. Target Markets Demographics Primary: • Married females 48.3 years old with children. Professionals with Household Income of$150,000+. Secondary: • Millennials with a HHI of$100,000+, also married with children. Psychographic — They like warm weather with beautiful beaches. Family-friendly destinations with activities for the entire family. They like great food and relaxing resorts with great amenities. Geographic • Established Markets: Northeast in the winter and Florida in the summer • Growth Markets: Midwest • Emerging Markets: Mid-Atlantic, Texas, Denver, San Francisco, Argentina, Chile and Colombia. afig MARKETING PLAN 2018-2019 39 Challenges (Weaknesses) The challenges presented to both domestic and international travelers are: • The area is perceived as being expensive. • Older population, suggesting we are a retirement community. • Geographically visitors are not familiar with where we are located. _ • Quiet, no nightlife. Strategies (Opportunities) • Increase exposure and train agents in Latin American markets in Argentina, Chile, Colombia to be able to talk about luxury, beautiful beaches, dining, shopping, promote family friendly, easy access via Miami, Ft. Lauderdale, Tampa. Train 300 agents in all. • Increase exposure and train agents in the Midwest market. Growth markets, _ Minneapolis, Indianapolis, Milwaukee, Cincinnati, Cleveland, Columbus, Detroit, St. — Louis. TX Train 300 agents in all. • Increase exposure and train agents in the Canadian market. Specifically, Ontario and Quebec. Promote value season, family, adventure, wellness tourism, festivals and breweries. Train 200 agents in all. • Continue to grow the database by attending shows and sales missions to our top feeder markets. Partners requested Tampa as a destination for a Florida Sales Mission. Continue to market beaches and warm weather, festivals, wellness tourism, eco- adventure, dining. Tactics • Attend La Fit in Argentina with Tampa, St. Pete, Fort Myers as the West Coast of _ Florida. Attend Ladevi or ONY shows in Santiago, and sales calls to offices. Attend ANATO with St. Pete, Tampa. Will host events to train and educate agents and media. • Attend Midwest travel shows, visit AAA offices, webinars to cities named above. • Attend SITV with Visit Florida and participate in spring sales mission. • Attend NY Times, Boston, Philadelphia and sales missions to the Northeast. Florida Sales Mission and appointment-based travel agent shows MARKETING PLAN 2018-2019 40`, . ^ SPECIALTY MARKETS SALES The CVB will include Destination Weddings, LGBTQ & SMERF markets with this plan for FY 2019 Specialty Markets. Value wedding seekers are not our target, as expressed by partners at the Annual Marketing Summit. Only high-end luxury weddings and honeymoons along with vow renewals will be targeted. To target these planners, we must attend the "luxury planner" tradeshows and direct marketing efforts outlined in the plan. We plan to use online research to target potential customers directly with cold calling, newsletters and e-blasts, new imagery, collateral, digital ads, FAMs, Sales Missions, and incorporating LGBTQ weddings will be included in these efforts. The LGBTQ Market is an emerging market so the CVB will seek out Travel Agents & Tour Operators, Meeting Planner contacts and LGBTQ Associations to attract leisure travelers and book group business. The CVB will promote Naples Marco Island & the Everglades as an LGBTQ friendly destination, with many things to offer both the leisure and the group sector of this diverse market. The plan includes attending various tradeshows including leisure, meetings and educational events. We plan on adding new LGBTQ weddings imagery, both to our webpage and visitor guide, create a landing page on our website, collect content, and set up various social media platforms for this market. We will also assist with the SMERF Market, to acquire meetings and events on a smaller scale, which will assist our non-resort type properties in acquiring group business. We plan to attend tradeshows and establish contacts that handle these types of events to capture more of those smaller meetings to assist filling hotels. Online research will target social gatherings, and local sports events, look for family reunions and getaways, small fraternal groups and military will be sought and contacted. AlAMARKETING PLAN 2018-2019 41 Destination Weddings —The hotel partners and area venues host several weddings per year, seeking out the "luxury" wedding and event planners are what the partners hope that the CVB will attract by promoting the destination, along with our offsite venues, hotels and resorts for these special events. The outlook is very good for this market segment as many hotels have been recently renovated and will be fully open for business in 2019. New offsite wedding venues have opened, and our destination looks newer and better than ever. LGBTQ —We plan to promote the destination as LGBTQ friendly, safe and inviting. With the Naples Pride Organization planning to host several events through the year and local area businesses climbing on board also offering monthly events, the outlook is good. However, it may be a slow start since the destination is widely known as conservative and geared more for family travel. Getting the word out with exposure of the growing acceptance in the county and new organizations that are appearing in the destination will certainly help, but a slow start is to be expected for this emerging market. SMERF — This market tends to want low prices with high-end luxury or to be at the beach resorts. This is something that is not common in the destination with the price point they seek. Typically, SMERF is a drive market and we are often too far of a drive for them. Miami, East Coast, Sarasota, Tampa, South Central Florida is the target. Working to promote our non- resort style properties with their new and luxury resort like aspects and amenities will be key in trying to steer them towards properties more in line with their expectations. That is what we need to do to capture these groups. Results could be slow to achieve, but we will try to get these groups where they need to be. Goals • Grow the engagement of the LGBT community to travel to our destination. • Grow the number of destination weddings. • Grow the number of SMERF market meetings in the slow seasons of the year. AVA MARKETING PLAN 2018-2019 42` Measurable Objectives (KPI's) • Increase specialty market contacts (10%). • Increase overall exposure & grow partner engagement (10%). • Host one Luxury Wedding Planner FAM. • Create two Sales Missions to meet LGBTQ Travel Agents. Target Markets • Demographic - Leisure - all sexes ages 30-65 all ethnicities - Weddings - high-end luxury, 30-65 - SMERF - groups small 10-50 rooms. • Psychographic - A mix of arts, culture, adventure, luxury, foodie everything the destination has to offer. • Geographic - Wedding markets northeast. - LGBTQ Florida friendly cities (NYC, Denver, Austin, Boston and Philadelphia). Challenges (Weaknesses) • For weddings seeking the high-end couples, couples not looking to save money, hurricane season and weather conditions. • SMERF matching properties to hit price points where they do not "think" they desire to be. • LGBTQ overcoming the conservative stigma of the destination • No LGBTQ centric areas in the destination. _ • Too family-oriented. _ MARKETING PLAN 2018'-2019 43 Strategies (Opportunities) — • Attending Luxury Meeting Planner events and bringing the luxury planner to the destination to show them what we have and that we are a luxury product. — • For LGBTQ get the word out of the national and local organizations growing in the area, along with promoting new events such as Pride. Attend tradeshows, meet planners and travel agents face to face to show that acceptance in the destination is growing. There is — more to do and that they can be comfortable and safe here. • SMERF — Supply information to planners on all newly renovated hotels with their luxury amenities and show the value of hosting their meeting in these types of properties and — venues. Educate them that you do not need to be on the beach to host a beautiful event in Paradise. Tactics — • LGBTQ— Hosting a journalist or blogger, attending tradeshows and continue use of the _ IGLTA travel website. Using social media with possibly some target marketing as well. _ Create more collateral filled with friendly vendors and images. Setting up a landing page with friendly content on the website. • SMERF — Tradeshows assistants with site visits and possibly look at hosting a webinar to educate planners on our value properties and seasonal savings. • Destination Weddings — Develop new collateral and imagery for marketing and educating the luxury planner on the destination. Host one Luxury Wedding Planner FAM AVA MARKETING PLAN 2018-2019 44 r•'1 PR & COMMUNICATIONS PLAN Executive Summary The PR & Communications team at the CVB increases the visibility and appeal of Naples, Marco Island and the Everglades as a vacation destination through public relations, owned media, digital and social marketing. We serve as the keeper of brand quality and accuracy, provide local industry and community relations on the benefits of the tourism industry, and handle crisis communications. Overview The destination communications team utilizes a combination of traditional media relations and Influencer relations to increase publicity regionally, nationally and Internationally in multiple channels. We provide what visitors can experience in the destination. And locally we provide details on the business of tourism, the importance of tourism marketing and the benefits of living in a tourism-focused area. The PR/Communications team also communicates regularly with the local tourism industry, and with the community about the business and benefits of tourism. A growing focus is placed on creation of compelling content to reach consumers directly via the destination's website and social media channels. We compile media-ready materials to aid in pitching stories to regular media or for pickup by digital media. Staff time is focused on adding to, correcting and updating business listings on the destination website and loading events into the website events calendar to continually improve Search Engine Optimization (SEO) and drive traffic to the tourism website at www.paradisecoast.com. Editorial oversight is provided by reviewing, editing, adding to and improving messaging in all bureau communications including contributed website content, consumer e-newsletters, the annual visitors guide, tourism industry e-newsletter, advertising, presentations and more. ,_ * MARKETING PLAN 2018-2019 45 Measurable Objectives (By Year-end 2019) — • Obtain 100 story placements in out-of-market national, international, regional and trade magazines, newspapers, online and broadcast outlets. • Obtain 30 story placements in local newspapers, magazines, broadcast or online outlets. • Grow tourism industry partner engagement by issuing one tourism industry e-newsletter per _^ month, holding at least two public relations/social media workshops, and maintaining individual partner engagement. _ • Ensure brand accuracy through editorial oversight of bureau communications including — news releases, annual visitors guide, consumer e-newsletters, advertising and crisis communications. Target Markets • Digital Media - Most consumers receive news through digital media. We see a continuing decrease in the number of consumers relying on print media for news. This category of digital includes online publications, blogs, and social media. _ ■ News monitoring services are increasingly focusing on Unique Visitors Per Month (UVM) and total circulation numbers to constitute Reach as a measure of effectiveness, instead of the print-model based ad value numbers. - Digital travel stories and impactful social media images and posts assist potential visitors in learning about and choosing travel destinations through online searching. • National Print and Broadcast media - Top national magazines like Travel + Leisure, Conde Nast Traveler, Departures and Afar have shifted toward favoring destinations/brands that tend to advertise -, frequently. They also tend to focus on aspirational and exotic destinations. National -� magazines and large newspapers are continuing to downsize, making the power of freelance writers incredibly important. at4 MARKETING PLAN 2018-2019 46 - Large scale broadcast opportunities reach a large audience but require significant investment; ranging from $200,000 to $500,00 for shows like Top Chef, The Bachelorette and The Today Show - Many smaller media segments continue to require a pay-for-play format. • International Print and Broadcast Media - Full travel features are still common in International print outlets - International broadcast features and online video show potential long-haul travelers the beauty and uniqueness of the destination. • Demographic - Primary: 35-54 with HHI of$150,000 + - Secondary: Millennials, Gen X, Gen Y potential travelers _ • Psychographic - Florida's visitors span the generations. Boomers and Generation X traditionally represent the largest share of Florida visitors, nearly 70 percent. Given the overall increased visitor volume, Florida has gained visitors from each generation. But the most notable increases came from Millennials. In 2015, Florida increased its share of millennial visitors by 6 percent. Looking ahead, millennial visitation is expected to continue to rise, especially as the millennial family segment grows. (Visit Florida). • Geographic - Domestic: Lou Hammond Group (LHG) is our contracted National PR firm. Their main PR focus is on our established North American destinations with direct air service into RSW. There is additional focus on Growth Markets such as Texas and others west of the Mississippi. And there will be some additional attention in Emerging Markets in the Northeast and Midwest US that are showing off-season travel to our area. - Focus will also be placed on markets flying direct into Fort Lauderdale and Miami, as additional entry points. The CVB PR staff assists all incoming media either with fulfillment of information or photos, assistance on visits and refers press visit contacts for review and ranking to LHG. % • MARKLTING PLAN 2018-2019 47 - International: CVB and its international marketing representatives in the UK, - Europe and South America will continue to proactively vet and pursue opportunities with international media focusing on both primary and opportunity markets. - Local: Naples/Fort Myers market for benefits of tourism-focused industry news, promotion of local partners to national and international media, etc. • Media Segments/Topics for Print, Broadcast, Digital, Social - Unique experiences, hidden gems, experiential - Neighborhoods, local/authentic - Luxury - Luxury and adventure combined - Family - Food, culinary - Beach _ - Soft and hardcore outdoors adventure such as kayaking, hiking, swamp walks, kayak camping expeditions - Fishing, boating -� - Wellness, transformational travel "NN - Trade publications to reach meeting planners, travel agents -IN Challenges (Weaknesses) • The CVB in-house PR team is understaffed for the work load they handle • Media downsizing AMON - Shift to freelance and non-traditional journalists -� - More reliance on PR submitted content often at last minute - Shift to listicles, image slideshows - less space for in-depth articles • Complex navigation of the emerging Influencer world 1014, • Partners not proactively taking control of their web listing and event content • Complicated water quality issues • Threats from multiple crisis situations, primarily tropical storms and Hurricanes - a -� MARKETING PLAN 2018-2019 48 -� • No close-by major airport with direct air service - Strong competition amongst Florida destinations, Caribbean for same customers - The destination is perceived as expensive Strategies • Increase year-round visibility of the destination with potential visitors. • Promote the benefits of tourism and its contributions to the local economy; create awareness of area offerings to encourage staycations, build local base of brand ambassadors. • Extend reach and engage new audiences through multiple digital platforms. • Enhance communication channels engagement with local tourism industry. • Serve as keepers and as reputation managers of the Florida's Paradise Coast brand Tactics • Increase year-round visibility through out-of-market publicity - Evaluate trending topics and pitch newsworthy aspects about the destination that relate - Use digital-style content for media pitching - Write and issue news releases, regularly update fact sheets, background releases. • Promote the benefits of tourism and its contributions to the local economy; create awareness of area offerings to encourage staycations, build local base of brand ambassadors. - Maintain contributor relationship with News-Press, provide Collier Tourism columns twice monthly or as requested. - Work toward duplicating that same regular column in the Naples Daily News - Respond to and work proactively with local media. - Coordinate annual State of Collier Tourism presentation, press conference and destination promotions during National Travel & Tourism Week. - Coordinate publicity of annual Tourism Awards. MARKETING PLAN 2018-2019 49 - Post monthly and annual visitor stats on website. - Issue targeted news releases about visitor statistics as warranted to highlight newsworthy information about results. - Promote airdate for CVB-sponsored episode of Samantha Brown's Place to Love episode on FL's Paradise Coast. - Assist the CVB Sports team in promoting our major events in social and digital channels and promote the development of the new Amateur Sports Complex. • Extend reach and engage new audiences through digital platforms. - - Seek agreements with influencers for creation of branded content. - Create new digital-friendly content in-house. - Plan, produce Facebook Live broadcast events to focus on interesting aspects of the destination, introduce partners as the faces of travel, etc. - Work with contracted local video vendors to schedule, research and produce short _ video segments highlighting the destination through "How To" formats, a look at what's new, and explain local issues to the visitor audience. _ - Actively research and add to our photo library photography of the destination. - Work with contracted local photographers to obtain new, authentic content. - Continue adding new events, business listings and editorial updates to ParadiseCoast.com. - Be authentic, highlight destination "how-to's," best bets, secrets. - Build destination assets (markers or backdrops if allowed) and listicle-style content 2 on Instagram-ready places/things in the destination - Budget for social media post-boosting. - • Enhance communication channels with tourism industry. -� - Continue to deliver industry e-newsletter monthly. - Educate staff on IDSS additions and upgrades and distribution list activation. \ - Attend area tourism related meetings and events. - Schedule periodic PR team site visits to stay up-to-date on latest offerings at hotels, attractions, retail, restaurants. At MARKETING PLAN 2018-2019 SO ..� - Share destination media coverage with featured partners. - Hold two PR/social media workshops in the coming year - Hold partner How-To session on website listing of events - Assist partners with destination info, visitation research, media assistance • Serve as keepers of the Florida's Paradise Coast brand and as reputation managers - Staff provides direction and management of PR agency and partners (LHG; along with PR teams at OMMAC, Diamonde and AVIAREPS to provide editorial direction and oversight, project management and fam coordination. - Staff to work with and activate visitor guide and website information for all new attractions, and encourage all partners to add descriptions, photos and amenities to ensure quality in the data listings for the Visitor Guide. - Streamline newsletter content and subject lines for readability, reduce bounce - Work with Emergency Operations and CVB team to streamline and improve hotel and industry communications for crisis situations. - Implement new Emergency Web Accommodations Module - Update Beach Conditions page on ParadiseCoast.com about water quality, other issues and/or emergencies - Should a crisis take place, reach out to national media covering the situation; make introduction and assert CVB as point of contact - Should a crisis take place, follow-up with national media that covered the situation regularly providing updates: 6 months later, one year later AlaMARKETING PLAN 2018-2019 51 DIGITAL & SOCIAL MEDIA Executive Summary The Digital & Social Media Plan focuses on the never-ending changes & challenges of the — Digital industry. It's imperative to be fluid and continue forward momentum. Overview Social and digital media has become the primary communications tool in Destination Marketing. We are seeing that numerous destinations are leaving print and focusing almost solely on Social and Digital Marketing. The use of live and recorded video on Social Media channels has exploded. Video is one of the most successful ways to engage and educate and to increase fans on social media. Engagement is key, we need more people talking about us and engaging with our staff and our - contracted social media teams. Paid and earned media are now merged, and it is necessary to boost posts and advertise through social media channels such as Facebook and Instagram as a common practice. These "pay to play" social platform posts are becoming one of the most effective ways to reach specific targeted audiences with our branding message. The usage of mobile platforms continues to trend upward and has surpassed 50% of users accessing our website and social media channels via mobile devices. Our new consumer — website was designed for mobile devices and adapted to desktop use. Our area tourism partners are showing an increasing interest in learning more about how to market their properties and businesses on Social Media Channels. AAMARKETING PLAN 2018-2019 52 ''1 Goals - • Grow social media engagement with present and future visitors. • Complete re-building of our International, Sports, Meetings and Public Relations websites to new design format. • Continue to grow our capability to encourage and capture new user generated content for our website including photos, videos and blog posts. • Increase traffic to our consumer website and improve analytics for time on site, bounce rate and traffic to Book Direct. • Grow interaction with Millennials on our social media platforms. Measurable Objectives (KPI's) • Increase link clicks to our consumer website to 100,000 by the end of 2019. • Increase social media engagements to 250,000 by the end of the third quarter of 2019. • Increase Social Media Impressions to at least 25,000,000 for 2019. • Host two social media/partner workshops in quarters two and four in 2019. Target Markets • Demographic - Primary: 35-54 with HHI of$150,000 + - Secondary: Millennials 25-35, Gen X AND Gen Y potential travelers • Psychographic - Florida's visitors span the generations. • Boomers and Generation X traditionally represent the largest share of Florida visitors - nearly 70 percent. • Given the overall increased visitor volume, Florida gained visitors from each generation - but the most notable increase came from Millennials. MARKETING PLAN 2018-2019 53 • In 2015, Florida increased its share of Millennial visitors by 6 percentage points and narrowed the gap between the percentages of Millennials within U.S. and Florida travelers. - Looking ahead, Millennial visitation is expected to continue to rise, especially as the Millennial family segment grows. (Source: Visit Florida 2018) • Geographic - Drive distance markets in Florida and Southeast. - North East area from Boston to Philadelphia. - Midwest including Chicago, Minneapolis, Milwaukee, Indianapolis, Cleveland and Columbus. - International including UK, Germany and Brazil. Challenges (Weaknesses) • The CVB is understaffed for digital and social growth. • Limited tourism partner participation and engagement. Strategies • Engage more of our partners in social media and digital implementations. • Create more compelling content for the website. • Increase usage user generated content and engage in more conversations. • Increase frequency of boosted posts. • Increase usage millennial targeted content. • Increase website listing maintenance. AMIN ae -\ MARKETING PIAN 2018-2019 �� Tactics Increase our listening of partners social media channels (we need to pay more attention to them.) • Host more influencers in the destination with large followings. • Utilize influencers and visiting journalists in creating new engaging website content. • Utilize CrowdRiff enhancements to attract more user generated content photos. • Evaluate top trending social media for boosting posts on our channels. • Outsource website editorial millennial featured content. • Utilize job bank/volunteers and interns. Timeline • Transfer Sports, Media Center, Meetings, Travel Trade, Partners, and International Websites to the New ParadiseCoast.com website format. - Year-long process • "Partner Workshops" Conduct hands on "Social Media Workshop" and "Listing Workshop" for our partners. Minimum of 2 workshops in the next fiscal year. - Year-long project • Minimum of 100,000 Link Clicks to our consumer website. - Year-long • Increase Social Media Impressions to a minimum of 25,000,000 for 2019. (platform algorithm adjustments and spending changes impression numbers greatly) - Year-long • Minimum of 250,000 social media engagements. - Year-long AAMARKETING PLAN 2018-2019 55 SPORTS MARKETING PLAN -- Executive Summary The Sports Plan focuses on both near-term and long-term planning for the Sports Marketing Team. As one drops off the near-term, one comes up to replace it from the long-term list. This is more of a prioritized two- to three-year plan. These things must happen in a specific order as each accomplishment will take the team to a new level. Incremental steps will get us to the completion of construction of the new sports complex with events booked out years in advance. Staff continues to communicate to stakeholders and event organizers on the phasing of the new sports complex and the artificial turf project at North Collier Regional Park. All partners for the Sports Complex will be on board by the end of August to include the operating and marketing partners. This plan will be integrated into a plan with our new partner. We will be — able to divide up parts of this plan to play to each other's strengths. This is a living document and it will continue to evolve as we break ground, book events, and then open the doors. Our local partners have been instrumental in developing this plan and stand ready to assist the Sports Team in navigating this "roadmap" plan in the coming year successfully. Then our focus will shift to media relations as well as marketing. Media relations will be critical in telling the story of our success in becoming the "Sports Destination." AMIN We will continue working closely with Parks and Recreation using their experience and resources as needed to accomplish our mission. The addition of the "job bankers" has been productive and extremely successful. -� Our relationship with the Sports Council continues to improve as we have begun working more AMIN closely with them over the last year. We have defined our roles more clearly and the Sports Marketing Team will invite in outside experts to conduct training that will further build and improve our relationship. Moving forward, we will be sure to include opportunities for a Sports -, Council member to join us at training and events in which we are marketing our destination. -� aMARKETING PLAN 2018-2019 56 One of our immediate areas of focus will be to fully develop a Sports Internship Program to make use of local talent to improve our customer service at events. This will also serve to supply a workforce to event promoters who require local labor as part of their bid packages. Overview There is an ever-growing demand for sports facilities to host events and tournaments across Florida. Event organizers continue to seek large, modern facilities to host their events. Taking this into consideration, our soccer fields at North Collier Regional Park have been updated, with four fields getting re-sodded and four other fields getting sports turf. The Board of County Commissioners and the development have approved the new sports complex and necessary funds are in place to build and promote the new facility. Sporting events continue to bring a variety of visitors to our destination, with the majority being youth and amateur events. These events typically attract youth participants and their families. Sports families are usually in the economically moderate category and they enjoy combining vacation with travel sports. We see sports visitation primarily coming from the Southeast region and throughout the state of Florida. Some of the challenges our destination faces in the sports tourism business are as follows. We have a perception of being "too expensive" thus discouraging players from participating here. Hurricanes, significant rain, and heat are all challenges we face to get sporting events here in the summer months. Lastly, our lack of volunteer base discourages us from bidding on national and international large-scale events, as we cannot staff them adequately. With the updates made at North Collier Regional Park and the development of the new sports complex, our destination is going to have some of the best sports facilities to play on in the Country. This will allow us to compete with the demand of large, updated sports facilities and continue to bring in new sports business to the county particularly from the Eastern United States. MARKE.TIN(r PLAN 2018-2019 57 Goals -- • Educate local and national entities on the timetable and types of events that the new sports complex will feature. — • Communicate at least quarterly with event organizers/rights holders to keep relationship fresh. • Create a more robust post event report using industry best practices. • Explore developing sports specific branding to showcase Collier County and strategic branding for marketing the new sports complex. ., • Explore potential sponsors and entities interested in naming rights to assist in maximizing ROI at the new sports complex. • Research tactics and trends in the sports marketing industry. Measurable Objectives (KPI's) _ • Broadcast numbers (increase by 10%). • Increase visits to social media (increase by 20%). • Increase numbers to SportslnParadise.com (increase by 20% after rebuilding). • Increase number of new and repeat events (increase new by 10%, maintain events that have a $15 or less acquisition cost). Target Markets • Demographic - Sports Tourism attracts a broad demographic of visitors to our destination. - Amateur and youth events are the bulk of the tournament business hosted in Collier County and will continue to be our target audience in 2019. - Multiple-day youth events attract family and friends for extended stays beyond the competition. - Parents of youth athletes are key decision makers and should be the focus of our marketing. - These parents are ages 30-45. - They are primarily Facebook users, with some using Instagram as well. AVAMARKETING PLAN 2018-2019 58 • Psychographic - Families enjoy sports, whether it is playing, watching, or talking about sports. - The team experience creates the feeling of"belonging" or camaraderie. - Family values are a part of the sports and competition experience. - The competition is only a part of the event; it is also the experience and memories created. - Families enjoy combining vacation with travel sports. - During the recession, families continued to travel for sports in lieu of vacation. - The age of sports visitation ranges, as it is mainly comprised of families, meaning the youth athlete competes and family members travel along to spectate. - Income is typically in more of an economically moderate category as families are traveling and looking for affordable travel and accommodations. Events with adult participants can sometimes warrant a higher economic category leading to a broader price point for local accommodations. • Geographic - The majority of year-round visitation comes from hosting events from the Southeast region and Florida. - There is a significant amount of visitation from other national destinations and entities that are looking to host their events in Florida, during their winter. _ - Lift services to this destination are serviced by Miami, Fort Lauderdale, but predominantly Fort Myers. - Target opportunities for hosting international sporting events. - Sports target markets are based on the design of the facilities that house the events. Any national or international organization with an event capable of being hosted in local facilities and hotels is a target entity. - Programming our current facilities with linear field and/or baseball/softball field events is the ideal market. Targeting watersports events also bodes well for the destination. _ ► MARKETING PLAN 2018-2019 59 • Challenges (Weaknesses) - Distance/shuttle transportation to airport - Perception of being "too expensive" - - The county is very spread out - No convention centers - Hurricanes in the summer - Rain and heat in the summer - - Limited number of baseball diamonds - Overuse of current sports facilities - Promoters providing appropriate proof of hotel room pick up - Lack of volunteer base to support national and international large-scale events - Lack of sport-specific marketing content • Overall Near-Term Strategies (Opportunities) - Develop a branding/marketing plan for the sports department. - Develop an intern program to help the sports team to create an active volunteer base and contribute to the success of the team. - Capitalize on NCRP's new turf fields in activating new summer events. - Use a housing bureau to manage hotel blocks and pickups for sponsored events. - Work on strengthening relationships with partners and event organizers. -ti aMARKETING PLAN 2018-2019 60 • Overall Near-Term Tactics - Create a welcome letter to send via email to event organizers/teams, prior to their arrival, to market the area with attractions/restaurants. - Re-build sports website. - Conduct a sports photo shoot to develop content, in coordination with Paradise, to market the new sports complex. - Develop flexible collateral materials. • Digital content customized to who you are talking to ■ Establish consistent email marketing content ■ Sports tool kit - Negotiate NASC 2019 sponsorship buy featuring the new sports complex. - Attend internship fairs at local high schools and universities to recruit interns. - Reach out to current event organizers about Summer 2019 availability at NCRP. - Develop relationships with new event organizers with focus on marketing Summer 2019 availability at NCRP. - Encourage event organizers to create room blocks at hotels to better track room nights. - Create a photo library of events for future use. • Overall Long-Term Strategies (Opportunities) - Promote active opportunities and attractions for young families. - Promote unique dining, family dining, outdoor experiences, and water activities. - Promote the easy access that we have to our beaches. - Research opportunities to promote the Sports Complex. ■ International events and sports training opportunities, specifically winter training, pose a significant growth market for our community. - Encourage our partners to create additional length of stay opportunities. - Enhance the experience of the sports tourist while in the county. - Engage event organizers and participants through strong presence, both digitally and through on-site activation. MARKETING PLAN 2018-2019 61 - Improve quality and quantity of sporting event lead collection. - Continue to foster a strong relationship with Parks and Recreation and the Sports Council. - - Create a Sports Advisory Committee consisting of local organizers, facilities, and possibly hoteliers. • Overall Long-Term Tactics .� - Create itinerary section on the website promoting what teams and families can do when they come to the destination and encourage them to stay longer. - Educate our partners on the power of developing packages to move people throughout our destination. - Research international and watersports tradeshows opportunities to showcase Collier County as a water sports destination. - Identify and place advertisements in the media, targeting promoters to bring their event to our destination. - Work with local sports organizers with international contacts to attract spring training for Korean and Mexican baseball and soccer (football) with Caribbean, European, and Latin American teams/clubs. "` - Research additional conferences, shows, and coaches forums. poeN - Increase responsiveness to event organizers through contact database. - Research database options such as HubSpot rather than Sales Force. - Conduct bi-weekly and monthly meetings with Parks & Recreation and the Sports Council to ensure a strong local organizing group for all future events. • Sports Media Strategies (Opportunities) - Promote each event local, regionally, and nationally to maximize the best awareness of 2 our destination for sports. MARKETING PLAN 2018-2019 62 '� • Sports Media Tactics - Tourism's Advertising agency of record will develop recommendations on the best way to market the proper message to local and national media outlets regarding events and the new sports complex. - Plan for 4-5 tweets per week, 20 tweets monthly, with content concerning upcoming events and Collier County sports news of note. - Amplify social media of our partners through boosted social media posts, to include sizzle reels. - Encourage event organizers to utilize our social media handles and hashtags when promoting their event(s). - Encourage spectators and participants to utilize our social media handles and hashtags when attending and competing in their event(s). - Events that can provide their own press release and media information will be assisted by our in-house and national PR teams to promote the event. - Press releases will also be created by CVB Communications to spread awareness about local sports events. AAMARKETING PLAN 2018-2019 63 7 TV PRODUCT Executive Summary — Despite no longer being able to offer a filmmaking incentive, the Paradise Coast Film — Commission continues to focus on marketing and promoting the county as a popular — destination for film, TV, still photography and digital media production work. As big studio franchise movies may elude us, there are more and more delivery systems for entertainment content and we are consistently attracting new and repeat production projects. In 2018 we have seen the following productions: • Travel Channel shot three series in our area this year: "Caribbean Pirate Treasure with Philippe Cousteau," "Most Terrifying Places" and "Extreme RVs." These shows are always a great boost for tourism. -� • Great Britain's #1 online clothing retailer, NEXT, shot two of its campaigns in Collier. NEXT ', services and delivers to 72 countries around the world. • Blair Inc. is a returning client and this catalog company has a print circulation of three million. They also have an impressive online presence with a target market of 40 to 65- year-old females. Their budget averages $450K locally. • HGTV shot two reality lifestyle series in Naples and Marco Island this season, - "Island Life" and "House Hunters." This network looks to our area for a variety of locations within a ...� single destination and has set up an alliance of local realtors to help locate properties. •� • FOOD NETWORK launched their series about Food Boats with an episode featuring a local Naples entrepreneur, "Just Beachy Burgers and More," and previously filmed their "` successful "The Great Food Truck Race" show in Naples. -� • Chadwick's of Boston shot their popular women's clothing catalogue twice in Collier this year. Chadwick's has filming here consistently for almost 15 seasons. • "Disney's Fairytale Weddings" - To launch their new hour-long program, ABC shot local beaches to promote some of the adjacent honeymoon destinations outside the theme parks. Shows like this are great advertisement for our beaches and tourism. -Met, AVA MARKETING PLAN 2018-2019 64 .� • Overview The outlook remains optimistic for film and television production. We have a balanced blend of returning clients who want to repeat the positive experience they had when filming here before and we also have the client who is just getting to know us and all we offer for the very first time-even if they are based in Miami! No segment of the media industry has undergone as many changes as the film sector. Technology and film production has changed dramatically how productions are created and distributed. It is sometimes overwhelming to keep up with the changes. As a film commission we are called upon to prove the value of the industry through economic reporting and at the same time juggle the demands of production in an increasingly fast-paced, hi tech world. Goals The Paradise Coast Film Office's 2019 goals will be as follows: • Grow the number of leads we receive from film and TV producers. • Expand the reach of the Film Office for new leads to new trade shows and referrals from previous production companies or scouts. • Considering the fragile national economy and lack of film production incentives, maintain the current level of spending in Collier County from productions. • Increase the engagement of our followers and inquirers using our social media platforms to communicate the benefits of producing in our area. Measurable Objectives Collier had 32 productions last year, including three small independent films and a TV pilot for SON Studios, which the film office assisted with and is now being "shopped" to several outlets. A pilot fully produced in Collier County pilot is a success unto itself, and if picked up could be a significant boost to the local economy. We will increase the number of productions to 38 by the end of 2019. MARKETING PLAN 2018-2019 65 Leads averaged 4 per month this year, which is down from past years, but we are landing an average of more than 3 productions a month, which means the leads are producing a follow- through. The average monthly production spend is more than $190K. We will increase the leads to 4 per month and land 4 per month in 2019. Spending will remain flat for 2019. Social media engagement has increased both by office postings and by Likes, Followers and Comments. Recent organic insights show that Page Views are up by 40% and Post- Engagement is up by 15%. We will develop a social media plan for 2019 that will increase awareness and grow our online reach by 5% by the end of 2019. The film office is adding at-a-minimum one new original location to the Reel-Scout® library every month. We will grow that to two per month in 2019. Target Markets Our clients come primarily from New York, Los Angeles, the UK and Miami. We get a lot of independent producers or filmmakers who are familiar with our area but have never been here before. Our Film Office webpage is the first introduction for many of our inquiries. The film office works with ad agencies, production companies, networks, photographers, and producers - all mixes of seasoned professionals with crews that are mostly Millennials. The choice of accommodations and restaurant options available is always a selling point to these -� crews. Challenges Incentives — The absence of incentives to compete with other destination - especially our neighbor state of Georgia - is always a stumbling block to overcome with inquiries. It can be a deal-breaker. If incentives are not an issue with a prospect, you can move on to selling all the other positives of filming in Collier. The lack of a dedicated full-time local crew sometimes presents itself as a problem when a producer wants to pick up some local hires for a project. -� At iLIARKETING PLAN 2018-2019 66 ''1 Many of our talent, crew and support members work outside Collier, so we must track them down for their availability or use regional industry people. Weather Hype - Post-Irma reported heat indexes and water quality related to Red Tide and issues surrounding the runoff and management of Lake Okeechobee pose ongoing challenges for producers. We are painted with a wide brush, including Collier in all the headlines. "What - color is the water there?" is a question that is being asked increasingly. Productions considering filming here in the summer are doing so with a lot more reservation. Technology has a huge impact on all aspects of our lives and every industry is now being - disrupted in some way. The filmmaking industry, photography and advertising have changed significantly. Cheaper, easier and faster to set-up, the drone-mounted camera is accessible to almost all production companies and the film office recognized this and worked with the County to come up with the documentation to allow productions to utilize drones safely in our area. Keeping up with advances in the market is essential but sometimes overwhelming, with innovations and new equipment and gear appearing each season. Opportunities • Target film and TV producers that are not motivated by incentives. These include the independent producers, niche market producers and International producers. • Develop communication tools that highlight the weather, water and temperature on a real- time basis. • Link to the beach cams and other webcams in our area and feature them on the film commission website. • Seek out education opportunities to stay up-to-date of the changes in technology. • Support SON or another production studio to open in Collier County to attract crews here and to assist in promoting them to generate enough work to stay in the area. AIAMARKETING PLAN 2018-2019 67 Strategies Amazing, accessible locations are often the key to a show/script/ad and our location library continues to provide visitors with new and different images and images that showcase our area. Reel-Scout® is one of our best assets and we utilize it. We are always adding new locations and constantly refreshing the library's images. The simple shift of our website URL from ShootinParadise to FilminParadise will be very helpful, as taking ownership of the destination with the right branding (TV, production, video, etc.) is incredibly important in the -� film and TV production business. The fact that we attract a lot of"niche" television (HGTV, Discovery, History Channel, et al) is also due to the facility of processing requests for clients, putting them in touch with the right -, people and easily getting permits submitted and approved. The film office has an almost 100% -� application approval rate, with most non-issued due to improper permit submissions. Continuing to support SON Studios and its effort to create a brick-and-mortar working soundstage/theatre/studio in our county would be beneficial. The growth of this studio could be -� beneficial to our economy with the implication of job creation and the possibility of training in marketable skills. The State of Florida is maintaining the Office of Film and Entertainment in Tallahassee and a Liaison in Los Angeles. The Florida Office of Film & Entertainment also continues to offer a ., point-of-sale Sales Tax Exemption to qualified production companies producing content in Florida. -� The Association of Film Commissioners International will be launching an Annual B2B Day in Los Angeles this year, allowing attendees to engage directly with senior executives from ten major film and TV companies - all of whom are eager to discuss production and location needs for their upcoming projects. This new event could generate potential project leads and important industry contacts. AyA MARKETING PLAN 2018-2019 68 �'1 The film office will continue to assist filmmakers in finding local or regional vendors and crew who are willing to negotiate with production company staff to get them the best price possible. Convincing a project to move a start date by a few days to coincide with room rate changes can positively improve the bottom line on a project. Tactics • Develop and maintain relationships with Film Florida. Our Film Commissioner is a member on the Director Level and has worked hard to develop some tremendous partnerships over the last couple of years with organizations. • Work closely with Visit Florida to be on the top of the list for a go-to destination for last minute productions. • Maintain a close relationship with Florida TaxWatch, Associated Industries of Florida, and the Florida Chamber of Commerce to be an expert in legislative tactics to inform elected officials of the importance of the film & TV production industry to the Florida economy. • Stay close to Film Florida's Government Relations Team, which launched an unprecedented effort to speak to every elected official and/or candidate running for the 142 seats up for election in the Florida Senate and FL House of Representatives. These types of partnerships will help strengthen Film Florida's efforts to put Floridians back to work at home, generate new revenues for the state, and enhance tourism. • The film office will use social media to post "typical day" shots of blue sky, clean water, beaches and unique locations. Beauty shots based in real time are ongoing to offset concerns about environmental changes and provide accurate depictions of our local conditions. • The film office will increase "spec" locations in Reel-Scout®, anticipating what clients may be looking for or haven't seen in our vicinity. Both staff members are scheduled to take a — refresher course with Reel-Scout®to keep up with all the latest features and functions. • Our office will continue to maintain a strong relationship with State Office of Film and its Los Angeles-based Liaison. We have a running dialog on activity and projects. MARKETING PLAN 2018-2019 69 • The Paradise Coast Film Commission will be connecting with FilmFest239 on screening — and social events - FilmFest239 is a brand new and much-anticipated event that will focus on pre-selected films and their filmmakers. This should be a great opportunity to introduce these filmmakers to our area and take them on a scout trip of our most unique locations. — • The office is partnering with The Key West Film Commission to participate in FOCUS 2018 in London (12/2018) This is an exclusive tradeshow event developed in collaboration with The British Advertising Producers Association, British Film Commission, PACT, The Production Guild and the UK Production Managers Association, which includes more than 1,000 professionals in film and television who are able to meet, network and showcase .., their services and locations. • The Paradise Coast Film Commission will participate in the industry's most influential and '1 important tradeshows and conferences such as "Produced By" in Los Angeles and AFCI's Cineposium. • Each year, the film office produces an updated Hurricane Preparedness Plan with information for clients who are shooting between June 1 and November 30. This encourages summer projects. Film Industry Market Conditions According to the Georgia Department of Economic Development, in fiscal year 2017, film and -. TV production had an economic impact of$9.5 billion. The Georgia Film, Music & Digital Entertainment Office states that more than 700 feature films, TV movies, TV series, single AMIN episodes, and pilots have been produced in Georgia since 1972. Those numbers are hard to hear for Florida, as we know that those numbers result from many -r Floridians in the entertainment industry leaving their in-state hometowns to find work in other ^� states that has embraced film and television. The good news is that there is a hunger for content across platforms and according to Box Office Mojo data, Netflix is releasing more films than Disney, Warner Bros., New Line, and Sony combined this coming year. Variety, one of entertainment industry's top trade publications, is predicting that the big box giant, Wal-Mart will launch a subscription video business (SVOD) in its fourth quarter. MARKETING PLAN 2018-2019 70 Even if you're not making big movie franchises (Hunger Games, Marvel's Cinematic Universe, etc.), you still have an opportunity for production in an ever-increasing global content market. Florida is one of a handful of U. S. states that garners international attention as a vacation destination and in addition to great signature locations, we have the airports, hotels and amenities that productions look for and require. 1. Georgia Trend Magazine, March 2018, Simmons, Kenna, "GA GA LAND Georgia's film industry spurs big plans beyond production." Trends • A significant trend in entertainment and media is the convergence of different sectors into Giant Mega Media Corporations. • When catering to a worldwide market there are changing trends in cultural content and even censorship. • At the other end of the spectrum - consumers can now create content and influence industry marketplace (FlickR, Veoh, and Photobucket, for example). • Viewer-created content can be also potentially monetized (YouTube's Partner Program). • Local municipalities are offering incentives of their own, but how effective or beneficial these kinds of investments have yet to be proven. KPI Results • Reel-Scout® continues to be upgraded and added to (even after the Post-Irma destruction) up to one new/original location a month. • Social media posts are daily, and Facebook Followers and Likes have increased by almost 50%. • Attendance at industry trade shows and events has kept our presence in the marketplace along with print ads and webpage ads on UK/international directory sites. • Continued to support NIFF/Artis and its efforts and look forward to the added opportunities of the upcoming Film Fest 239. • The film office has yet to attend a social media strategies conference, but have put one on next year's calendar. MARKETING PLAN 2018-2019 71 EUROPEAN MARKETING PLAN -- DIAMONDE -� EXECUTIVE SUMMARY The Naples, Marco Island, Everglades area (NAP) is very well positioned with the travel trade in our European target markets. We have been increasing the area's exposure with the key traditional Tour Operators (TOs) and Tour Operator Specialists (TOS), continuously training _ reservation and travel agents on NAP, and developing strong brand awareness and destination familiarity among trade partners. While maintaining and intensifying these achievements, we plan to map out new marketing and communication channels with a clear focus on increasing Business to Consumer (B2C) communication, including PR and Social Media activities. This approach corresponds to the current market developments in the respective markets. The traditional TOs such as TUI, Dertouristik, Thomas Cook, FTI and Kuoni remain the key volume drivers, but a shift in market _ shares has already been noticeable. TOS have increased their share of market because of their profound destination expertise and flexible booking procedure. Online Travel Agencies (OTAs) are particularly relevant for repeat travelers to Florida and have shown an exceptional -� increase in market share during the previous years. Expedia and Booking.com are the two -� main players in their respective markets and have great potential to grow even further. 'ON Therefore, we will continue building relationships with our long-standing TO partners and designing promotions and marketing campaigns in line with our objectives. We will focus on INN travel agent education through the traditional TOs as well as Visit USA and Visit Florida to further drive volume through an extensive travel agency community in the respective markets. AMIN We will intensify our relationship with TOS and continue increasing NAP exposure (online & .RN offline) with the goal to increase room nights within a potentially growing market segment. -IN Looking at markets with potential for growth, we will intensify our sales & marketing -� approaches in Benelux. The strongest focus of our sales & marketing activities will be on the B2C communications, including PR and Social Media activities, to further increase brand "1 awareness among new identified and potential target groups, and to address the increasing AMIN trend towards bookings through OTAs or even direct bookings. We will implement the B2C MARKETING PLAN 2018-2019 �Z "Th activities on our own but also develop cooperation with TOS and OTAs with a more innovative approach. While highlighting NAP upscale brand and diversity in all communication activities, to maintain the historically high number of repeating visitors to NAP we will target new potential groups such as Millennials and Generation Z, responding to the potential "NAP fatigue" that a high number of repeating visitors brings. Cross-marketing activities, out of home / image campaigns, distribution of voice-over videos, intense interaction with the blogger community and intensification of social media activities are just a few examples of a more innovative approach. This way, we serve all designated market segments and diversify our communication channels to target all potential target groups we identified, through a wide selection of different approaches, communication and booking channels — all in line with our principal objective to increase brand awareness and subsequently visitation numbers from our designated markets. OVERVIEW Traditional Tour Operators (TOs) in respective markets: We have established, maintained and intensified relationships with the key traditional TOs. NAP is very well positioned, exposure has been expanded and destination knowledge has been provided. As we distribute through nearly 10,000 travel agencies in Germany, the traditional tour operators will remain the volume drivers in the respective markets for the foreseeable future. Nevertheless, the TOs are expected to lose further market share to tour operator specialists, luxury tour operators, travel designers and online travel agencies. AVA MARKETING PLAN 2018-2019 73 TUI, Dertouristik, Thomas Cook and FTI are expected to remain the German and Austrian market leaders for next year. In Switzerland, it will be Hotelplan, Kuoni and Knecht Reisen, and in the Netherlands Tenzing Travel and TUI. The TOs are increasingly facing technological challenges and remain quite limited in the features in their booking systems compared to the more flexible TOS. Dynamic rates are a sensitive subject, as not every TO is able to implement them in their system which means competition with the more flexible and dynamic specialists. — In maintaining and even increasing our relationships with traditional TOs through relationship — farming as well as brand awareness and product knowledge through regular educational ,. activities (both on TO and TA levels), we expect their performance to remain stable and — possibly see a slight increase in the next year. — Tour Operator Specialists (TOS) in respective markets: During the past few years, TOS have increasingly gained market share. The leaders in this category are CANUSA, America Unlimited and CRD, which are the biggest accounts specializing in US destinations. As B2C operators they are more flexible and have the capability to personalize trips based on — customers' needs and requirements. Due to a higher level of product knowledge, the customer can be consulted individually and comprehensively without being as limited by static booking systems. Since the new European travel laws came into effect on July 1st, TOS might also benefit from the capability to offer combined services as a package "out of one hand." Over the years, we have established, maintained and intensified our relationship with the key TOS accounts as outlined above. We see very high potential for growth in this market segment, especially among the Millennials or individualists, looking for something special, outside the common packaged tours. We will take a more innovative approach with the TOS by focusing on direct B2C communication targeting their respective clientele. We expect a slight increase in productivity -� of our existing long-standing TOS partners, which already perform on a consistently high level. —s Additionally, we see a high potential of growth with new TOS who are entering the market, and -s MARKLTING PLAN 2018-2019 74 smaller TOS that we have identified before and have already shown an increasing performance. Travel Agency Community (TAs): The respective markets are still traditional in the way of making holiday arrangements. Many customers still prefer to book through a TA (respectively specialist). This traditional booking channel is still considered safe in terms of insurances and travel law, especially in the luxury and long-haul segment. This traveler is either on a moderate budget or needs more product knowledge. To them, the traditional booking channel is still of high value. By continuing our educational activities in this market segment, we expect it to remain stable without many changes in the near future while maintaining a high market share. Online Travel Agencies (OTAs): This market segment, originally coming from a very low level in the traditional respective markets, has shown the strongest increases in the past few years. Especially for short trips, city breaks or already known destinations (so to speak "easy bookings") are booked online more and more often. We have identified Booking.com and Expedia as the market leaders. Expedia is also represented in Germany and established through a TA cooperation called Expedia TAP. This way, traditional TAs can book through Expedia as well on a commission basis, which is comparable to the commission the agents receive from a traditional TO. With this option, TAs have access to a wider hotel portfolio worldwide which makes them more competitive. We identified Expedia as a key account and established and intensified our relationship and have successfully realized the first two marketing campaigns. By intensifying our online communications and social media activities and targeting Millennials who are consistently connected online, we expect this market segment to have the biggest growth next year. Summarizing the above, the traditional market segment is expected to remain a very important one in the respective markets, especially for long haul and luxury trips, and driving volume though 10,000 travel agencies. At the same time, TO specialists are expected to gain market share from the traditional TOs, serving the long-haul travelers as well but also the individualists who would like to experience something offside the common packages. The OTA segment is AVA MARKETING PLAN 2018-2019 75 expected to grow the most, targeting repeat travel clients and online Millennials. We have already started to diversify our marketing, promotion and sales activities to serve all — communication and distribution channels. We will progress with this approach, maintaining the traditional channels through a focus on TA educational activities and communication, and intensifying our communication and promotion activities in the growing market segments. While we expect numbers from Germany and Austria to increase slightly, we see a high potential of growth in the Swiss and Benelux markets. GOALS • Increase the monthly business-to-business (B2B) communications and interactions with tour operators and online travel agents. • Increase the number of hotel room nights generated from the European marketplace. • Develop an educational training program for reservation agents. -� • Grow the number of new online and offline features to promote the destination in social -� channels. • Increase the number of German-based Facebook followers on our page. MEASURABLE OBJECTIVES (KPIs) -� We see the principal objective of our representation of NAP in increasing brand awareness and subsequently visitation numbers from our designated markets. We will also work to increase the length of stay and the overall spend of visitors from our designated markets to NAP. -� ois Increase room night production with traditional and specialist TOs as well as OTAs. We will maintain our relationship and plan, negotiate and execute marketing activities and sales ., promotions with the goal to increase room nights production in 18/19. Room nights will be -� collected from respective partners and presented to the CVB twice a year.aila -, MARKITING PLAN 2018-2019 76 ' " -1 Content expansion: We will focus on sales activities to add new NAP destination content - both online and offline - at no additional cost. We will focus on partners in Benelux, which we identified as a growing market as well as identified TOs. We will present at least 10 extended product features to the CVB in FY 18/19. Travel agent education: We will continue with our regular travel agent education to maintain and increase product knowledge. We will introduce, educate and train at least 1.500 TAs and reservation agents on the NAP product in FY 18/19. Increasing Brand awareness through intensification of B2C communication and activities: In addition to our regular social media activities, we will intensify our B2C communication through selected channels such as TO newsletters, branded NAP B2C newsletter, bloggers and PR. Every month, we will serve at least one of these channels to secure consistent B2C communications to increase brand awareness in the respective markets. Intensification of Facebook Activities: We expect a growth to 13,000 followers on our German NAP Facebook fan page and 600 TAs in the Facebook closed user group. TARGET MARKETS • Psychographic - Families, Golfers & Best Ager: Constant and diverse target groups with potential to increase the length of stay. We will concentrate on beach, water sports, golf as well as nature and eco activities while promoting NAP. Preferred information, communication and booking channels can vary and can include both, online and offline delivery. - Millennials: Young, innovative target group (age 20-35). Prefer to organize the trip by themselves and show less interest in packaged tours. Millennials are very independent with a high usage of social media. More than 50% of this target group book online and research their travel online. We will intensify our cooperation with selected OTAs and we will further intensify our social media and online communication channels to reach this target market segment. MARKETING PLAN 2018-2019 77 - Generation Z: The oldest members of this generation are now in their early twenties. They are already potential travelers but behave differently than Millennials. Generation Z is very influential and prefers to experience the world like a local. They are attracted by videos and visual storytelling. - "Luxury" Traveler: High income, well-travelled, prefer to book with an agent instead of doing their own research. This target group will also be attracted by NAP's wide dining offers and will increase incremental spending on NAP's attractions and outlets. To reach this target group's preference of traditional booking channels, we will maintain our educational approach to traditional TAs and TOs. • CHALLENGES (Weaknesses) -� - Unfavorable currency exchange rate and surging prices. NAP is often considered as pricy destination, especially compared to direct competitors such as Ft. Myers and Orlando. - Reputation of the USA as a travel destination - political differences remain a serious and continuous topic in media. - Competing long-haul destinations worldwide - choice of"sun and sand" -� destinations worldwide & new emerging destinations make repeat visitation a challenge. -� - Flight connections -Air Berlin's bankruptcy leaves a gap in flight connections. Even though Eurowings picked up direct routes, the airline currently struggles with its -` reputation and is not considered to be a reliable partner. - NAP fatigue - Visitor numbers were on a high level for the past years, due to a large number of repeating visitors. - Hurricane Irma was very present in German-speaking media and might have delivered ., the "wrong" impression of Florida's hurricane season. ., MARKETING PLAN 2018-2019 78 • STRATEGIES (Opportunities) Drive Demand and keep NAP top of mind. In all defined target groups, we will maintain a strong focus on communication through a variety of selected channels using an integrated approach to all target groups. These strategies will include: - Intensifying B2C communication and activities. - Intensifying relationships to the German blogger community, key media and other key communication channels through PR. - Intensifying social media activities. Travel Industry Alignment: - Relationship building with identified travel industry partners to maintain profound market knowledge and react to trends quickly. - Identify and intensify relationships with NAP partners to grow visitor numbers. - Design promotions and marketing campaigns in line with our objectives. Training and sensitization of trade partners to increase brand awareness: - Grow the trade reservation agents' expertise and confidence to proactively offer and sell the destination to their clients through Travel Agent education programs. Intensify cooperation and activities in markets with potential for growth: - Target the Benelux region to increase visitor numbers to the NAP area. Approach new potential target groups: - Target the Millennials & Generation Z as potential NAP first timers, while maintaining diversification of NAP's market position. AVA MARKETING PLAN 2018-2019 79 TACTICS Overall, we will drive demand and keep NAP on top of mind among defined target groups. Intensify B2C communications: - - Cooperate with TOs, TO Specialists and OTAs with a more innovative approach to increase B2C activities. - Increase exposure with OTAs and intensify B2C communication through their channels. - Participate in selected consumer travel shows with brochure distribution through Visit USA or selected TO partners: Holiday Fair Brussels, Vakantiebeurs, Ferienmesse Vienna, CMT Stuttgart. F.r.e.e Munich, Touristik & Caravaning Leipzig, Reiselust Bremen, Reisemarkt Mannheim, Reisen and Freizeit Saar. - Quarterly distribution of NAP branded e-newsletter to 3,300 trade, media contacts and - consumers. - Feature NAP regularly and complimentary in monthly DiaMonde newsletter sent to 10,000 TAs and travel industry contacts in Germany and Luxembourg. - NAP branded B2C e-mailing to 360.000 consumers in the Netherlands in cooperation with Bell Marketing twice a year. - Realize out of home / image campaigns. Intensify Public Relation activities: - Relationship farming with blogger community and identified key media to generate _ complimentary exposure. - Proactively research relevant blogs and actively liaise with screened bloggers. ., - Provide journalists with tailored stories (responding to the increasing lack of time in this target group; this will allow us to secure exposures by the type of assistance journalists require in today's environment). Stories will be sent to a database of 2,000 media contacts. - Write and distribute German press releases (where content is relevant for the designated markets) to a database of 2,000 media contacts and manage all outcomes. -, - Attend available USA / Florida specific PR and blogger events and functions (organized by Visit USA or Visit Florida). MARKETING PLAN 2018-2019 80 - Secure at least 5 individual media familiarization visits to NAP (tailored for journalists and/or bloggers with own flight arrangements) and secure appropriate and measurable media exposure. - Secure dedicated advertising opportunities in travel or lifestyle magazines in line with an appropriate approach of our defined target groups. Expand Social Media activities (B2B & B2C): - Implementation of Facebook advertising campaign every two-months to increase numbers of fans for German Facebook page. - Manage interaction in closed Facebook user group. - Regular share of NAP content and post on DiaMonde fan page (760 followers) at least once a week. - Proactive content management of German Facebook page to generate interaction among fans. - Print of promotion cards for distribution at TA events and during personal interaction with the trade to increase number of members in Facebook closed user group. - Reporting of relevant German hashtags to the CVB social media department for incorporation on the CVB's already existing US Instagram site. - Promotion of all social media channels in all our e-communication and advertising campaigns. - Place ads on Holidaycheck to promote NAP landing page. - Monitor TripAdvisor and act when necessary. Travel Industry alignment - Maintain strong relationships with all relevant travel industry partners to include Visit USA committees, German Brand USA office, German Visit Florida office, airlines, press offices and other Florida CVB representations. - Maintain regular contact with and personal visits of identified TO partners (to include traditional TOs, TO specialists and OTAs) to gather feedback from the market and react on market trends and needs accordingly. MARKETING PLAN 2018-2019 81 - Personal attendance at selected consumer shows on behalf of NAP, such as - Vakantiebeurs (NL), ITB (Germany) and IPW (USA). - Identify and intensify relationships with potential partners (TOs, TO specialists and OTAs) for growth of visitor numbers to the area. - Design promotions and marketing campaigns in line with our objectives. These promotions will cover B2B and B2C segment, and all channels of communication; see proposed budget plan FY 18/19). Training of reservation agents - - Present NAP during monthly sales visit to potential TAs. - - Preparation and distribution of dedicated NAP USP cards as well as NAP dedicated "tip - lists" as a supportive selling tool for the travel agency community. - Presentation of NAP along with other partners in the DiaMonde portfolio (allowing for extensive exposure and reduced costs) during dinner events - Secure and attend at dedicated USA workshops and educational seminars, organized by TOs, Visit USA committees and/ or Visit Florida. - - Secure at least 2 dedicated travel trade group overnight fam trips to NAP, either on own - or in cooperation with TOs or another non-competing Florida CVB. - Support TA requests to visit NAP individually, in cooperation with the CVB team - Secure and hold travel industry training s (at least every 2 years) at all mainstream and specialists TO for their call center agents and regional sales offices. - Launch e-learnings for the travel agency community - either in cooperation with Brand USA or fvw Magazine program. MARKETING PLAN 2018-2019 82 �'1 Intensify cooperation and activities in markets with potential for growth in Benelux with the goal to increase visitor numbers to the NAP area. - Relationship building with identified travel industry partners in respective markets. - Generate additional exposure - online and offline - for NAP through dedicated sales efforts. - Intensification of travel agent education in the respective markets. - Intensification of B2C Communication in the respective markets, through selected TO partners or third parties. - Secure familiarization trips for travel agents in the respective markets in cooperation with TO partners. Approach new potential target groups (Millennials & Generation Z) as potential NAP first timers, while maintaining diversification of NAP's market position. - Diversify NAP's market position and communication to identified target groups through selected and diverse channels. - Identify potentially new target groups such as Millennials and Generation Z. - Focus on Social Media activities and blogs to target these groups. - Cross Marketing campaigns as a new approach. - Voice over a selection of existing NAP videos to distribute them through selected channels, targeting Generation Z who is very attracted by this media channel. - Further distribution of existing Influencer video (produced in FY 17/18). MARKETING PLAN 2018-2019 83 UK & IRELAND MARKETING PLAN Executive Summary In 2018/2019, we will build on the success of our activity in previous years. We will continue to work with all the major partners in the market and Visit Florida, Brand USA etc., leveraging the benefits that these partnerships can bring such as maximizing budgets and share of voice, as well as ensuring a clear call to action for our activity with the aim of driving conversion. -- We'll look for opportunities to raise the profile of Florida's Paradise Coast through consumer promotions, brand partnerships, and co-op marketing programs with valued tour operator partners. We'll plan visits for both trade and media to experience our destination, as we know that firsthand knowledge is critical for selling the destination. Content is king in the UK market and we'll ensure we're creating a constant stream of relevant and inspiring content through promotions, media relations, newsletters and social media. As an .� integral part of our plans, we'll work closely with the trade to support them in driving bookings to the destination. We'll maximize opportunities at major stakeholder events and continue to -� deliver our signature event at World Travel Market in partnership with Visit Florida. Finally, we'll seek out prospects for delivering groundbreaking, first-time events into the destination as we have done in the past when we successfully hosted IAGTO North America Conference and the GTMC Conference. Overview There are numerous factors guiding holiday choices from the UK and Ireland. Outdoor ,, adventure and activity holidays continue to remain popular. Consumers are increasingly .� looking not only for a `fly and flop' destination, but for truly immersive experiences where they -� meet local people, eat fresh local food and experience things they can't do at home. 401111., ANN MARKETING PLAN 2018-2019 84 "1 Wellness is a key trend for 2018, as are multi-generational holidays. The media landscape and the way that travelers consume information ahead of booking their trip is constantly changing in this market, with video and social influencers playing a key role. We ensure this depth of market research is considered when creating our plans. All these activities are great news for Florida's Paradise Coast, which offers opportunities for adventure travel, wellness holidays, multigenerational stays and more in abundance. All our promotional efforts in the UK and Irish markets are directed to a targeted audience with a disposable income, consisting of families and couples of all ages as well as those travelling for -. special occasions such as weddings, honeymoons and luxury travel. There is a lot of competition from other destinations and the UK marketplace is a cluttered one. The fact that there are currently no direct flights into Florida's Paradise Coast presents a challenge. Our plan, however, seeks to increase the number of visitors arriving into the destination from the UK and Ireland and, additionally, increase their length of stay and the dollars they spend locally. We continue to solicit direct airlift into the destination and work closely with key tour operator partners to increase their programs and ensure they are selling our region. We are also working with the industry to promote reasons to travel all year round, particularly in the low season. Through an integrated sales, marketing and PR strategy, we plan to increase the share of voice for Florida's Paradise Coast in the UK and Ireland and continue to raise awareness of the reasons to travel to the destination throughout the year. We'll create new, exciting and relevant content through PR and promotions and through our co-op work with trade partners in the right media outlets to ensure we reach our target demographic. We'll tap into current media trends to drive consideration for our region and ensure the "brand" of Florida's MARKETING PLAN 2018-2019 85 Paradise Coast is always top of mind amongst both trade and consumers. We will continue to communicate with the CVB and manage liaison with the UK & Ireland — trades and media to ensure that updates related to all aspects of the destination are covered, e.g. hurricanes, algae blooms, wildfires and other emergency situations. Goals - Increase the number of UK/Ireland travelers to choose Florida's Paradise Coast of Naples, Marco Island and the Everglades for their long-haul holiday travel. - Increase the length of stay in the destination to grow hotel room nights. - Persuade a UK or Europe-based air carrier to start daily nonstop service from the UK to — Fort Myers (RSW). - Expand the products featured by the UK-based trade to include Florida's Paradise Coast as a preferred destination for their clients. Measurable Objectives (KPIs) - Increase visitor numbers from the UK and Ireland to Florida's Paradise Coast by 3%. - Increase length of stay and local spend of visitors from the UK and Ireland to Florida's -� Paradise Coast by one additional hotel room night. -, - Promote year-round travel by 2% with an emphasis on May-October by year-end 2019. - Engage at least two new airlines to consider direct flights into Southwest Florida International Airport. - Increase and diversify the benefits with at least three new niche UK and Ireland tour -� operators to Florida's Paradise Coast. MARKETING PLAN 2018-2019 86 Target Markets • Geographic - Primary: UK & Ireland - focus market - proactive - Secondary: Project opportunities as needed In line with the overall CVB marketing, our demographic and segment targets remain a focus for our activity -with very specific key activities steering toward direct demographic segments: • Demographic and Psychographic - - Family Market- Florida's core international target market, ages 35-64 - Retired Market due to UK pension reform, ages 60 - 80 - Luxury Market ■ Primary: Upscale/Luxury market - High net worth individuals, couples, families ■ Secondary: Honeymoons, weddings, special occasions & anniversary trips - Experience Seekers - (Younger audience 25- 40 and as in the above) demographic groups featuring: - Great Outdoors / Beach / Adventure - continue to build on the attention of National Parks, featuring Everglades National Park and highlighting 100-year anniversary of National Parks in in the US - Culinary featuring the numerous awards and celebrity chefs - Events - Golf market (PGA & LPGA) & other sports, soft adventure, football (soccer), pickleball • Challenges (Weaknesses) - No direct air-lift into the destination from the UK market. - High prices in destination during the Winter (peak) months and lack of availability of hotels that meet the price point of the UK and Ireland travelers. MARKETING PLAN 2018-2019 87 - Competing destinations have larger marketing budgets that can outspend our - destination in the visitor marketplace. - Uncertainty of Brexit is creating economic insecurity and affecting consumer confidence, - and may impact travel until the issue is resolved. - • Strategies (Opportunities) All activity we undertake is on a co-op basis, working with our industry partners, tour - operators/OTA & airlines to expand the marketing dollars and reach all consumer distribution channels with a clear local call-to-action to encourage immediate and ease of booking. - Raise awareness of and interest in Florida's Paradise Coast amongst a defined target consumer, with disposable income and a propensity to travel. - Focused communication of key messaging and reasons to travel to Florida's Paradise -� Coast to drive consideration and conversion for the region. -� - Generate new, fresh and innovative content for Florida's Paradise Coast in print and online media - use new images produced via CVB. - - Experiential marketing approach - Inspire the travel trades with the diverse experiences within Florida's Paradise Coast to boost conversions and sales - Promote the Florida's Paradise Coast online travel training site (currently reviewing. partnership with Brand USA) to increase knowledge and awareness of the region .� amongst the industry- encourage participation. -N - Engagement- Tell story of Florida's Paradise Coast in social media using photos and '1 video - Continue discussions and negotiations/ meetings with key airlines flying into the USA to AMIN solicit a direct flight to Southwest Florida International Airport. - Ensure the `brand' of Florida's Paradise Coast is top of mind and always at the highest/ best level with any of our activity. AMIN AMN AMARKETING PLAN 2018-2019 88 Tactics - Work hand in hand with Visit Florida and key tour operator partners on co-op marketing campaigns, to maximize budgets, ensure a clear call to action on activity and to communicate central messaging for Florida's Paradise Coast in the valuable sales channels of our industry partners. - Develop a brand partnership promotion to reach a specified consumer demographic. Team up with a relevant consumer brand partner to gain exposure through their marketing channels and consumer databases - this could be through a competition, in- - store retail space, newsletters, online/print campaigns. - Based on previous success of tailored FAMs - plan and host a themed luxury tour operator `experiential' fam trip to Florida's Paradise Coast, inviting high-end operators and working in partnership with an airline and local industry partners. Possibly center around sport/sporting events or food experience. - Ensure that Florida's Paradise Coast has a presence and maximizes opportunities at major stakeholder events such as World Travel Market, IPW, IAGTO NAC etc. Partner with Visit Florida to create a stand-out signature event during World Travel Market, thus creating a buzz around our region and ensuring that Florida's Paradise Coast is well received and top of mind with leading decision makers. - Hold regular meetings and attend networking events with key airline partners to continue discussions surrounding direct flights into the Paradise Coast region, as well as seeking opportunities for airlines to sponsor fams into the destination and co-hosting a high-end sporting event. - Schedule one-on-one training with leading trade partners, as well as attend regular networking opportunities to educate and stimulate a fresh and ongoing presence for Florida's Paradise Coast. Ensure sporting events and food festivals are kept top of mind. - Create engaging content on the UK social media channels and harness of the power of hashtags and influencers to gain more traction, as well as implementing advertising campaigns through our social channels to drive consumers through to the Paradise Coast website as well as to encourage the number of likes on the UK Facebook page. MARKETING PLAN 2018-2019 89 - Deliver a proactive media relations campaign, generating a stream of positive news stories and content through regular meetings and liaison with journalists, the creation and distribution of a quarterly trade and media newsletter and planning a schedule of individual media visits to Florida's Paradise Coast where possible teaming up with Visit Florida to maximize our budgets and reduce cost. SPECIFIC NICHE MARKET DEVELOPMENT - AIMING FOR THE DESTINATIONS' STRONGEST POINTS This marketing plan's main focus is to generate more niche-oriented strategies. The traditional actions with leisure trade market will still be developed, but in a rather specific way. Tour operators and Travel agencies will remain as valuable partners, but major projects will be planned only focusing on the right niches. The main niches proposed to be reached are: Luxury, LGBT, Wedding Destination, -� Fishing and Golf. Luxury: The major tour operators and travel agencies related to the luxury sector will be -, contacted. The objective is to have an expansion of the line of work started in May of 2018, with the Luxury presentation during the Brand USA Roadshow. In addition to that, specific fairs and events will also be included in the marketing plan, such as: ILTM, Festuris Luxury and Forum Turismo no Luxo. Special events will also be organized to cover the major Luxury markets in Brazil. Lunch meeting and other handmade events will be proposed to promote the -� destination and bring a memorable experience to tourism professionals attending to this occasion. %A MARKETING PLAN 2018-2019 90 Specialized Tour Operators / Travel Agencies / Agencies: • Teresa Perez • Prime tour • Sete Mares Turismo • Lexclusive • Queensberry • Abreutur • Matuete LGBTQ: Sales calls and meetings will be scheduled with the major tour operators and travel agencies focused on LGBTQ. This is a fast-growing niche in the Brazilian tourism sector. The goal is to identify promotion and commercial opportunities for Paradise Coast. Attending to the category's related events is crucial for increasing brand awareness. The Pride Parade in Brazil is another opportunity to reach out to target audience in a more qualified way. A special event will be proposed to take place close to the parade's date. This occasion will bring LGBT tourism related professional to get to know all about Paradise Coast's highlights. Specialized Tour Operators / Travel Agencies /Agencies: • Arcot Turismo LGBT (Campinas region Travel Agency) • Friendly Tur (Sao Paulo) • Viajay (Salvador— opportunity to be in the Northeast part of Brazil) Wedding Destination: Sales calls and meetings will be scheduled with the major tour operators and travel agencies focused on promoting destination weddings. Similar work was conducted in 2018, evaluating their knowledge of the destination and commercial opportunities. A specific trade fair will also be included in the marketing plan, such as Casar, XPO Noivas & Festas and Casar & Viajar. Other promotional opportunities will be proposed to guarantee closer and more productive contact with wedding planners. Special events will also be organized to cover the major wedding destination markets in Brazil. Special events with specialized travel agents and wedding planners will be proposed to promote the destination and provide attendees with a memorable experience. AVA MARKETING PLAN 2018-2019 91 Specialized Tour Operators / Travel Agencies / Agencies: • Cinqtours • Be Happy Viagens • Welcome Trips • Nova Agencia Turismo _ Fishing: A more qualified relationship will be established with specialized tour - operators and travel agents. The intention is to identify their commercial needs and — opportunities. For that, specific collaterals and presentation will be developed. In addition to that, specific fairs and events will also be included in the marketing plan, such as: FeiPesca, Pesca Trade & Mariner Boat Show and Sao Paulo Boat Show. Golf: The biggest golf market is located in Sao Paulo state, in the Campinas area. This is a great opportunity to expand specific projects with local travel agents and golf specialized professionals. In addition, the participation in Golf related events will be evaluated. Specialized Tour Operators /Travel Agencies / Agencies: • Golf Travel Viagens e Turismo • Golf Tur • Teamtours Golf& Turismo TOTAL BUDGET FOR PROPOSED ACTIONS — SPECIAL NICHE PROJECTS: USD 25,000 AVA MARKETING PLAN 2018-2019 92 .� TRAINING EVENTS & JOINT VENTURES WITH THE OBJECTIVE OF CAPACITATING A MINIMUM OF 3,000 AGENTS — LEISURE PROFESSIONALS Training sessions are crucial for Paradise Coast to continue spreading the destinations' attractions and highlights. Even though the marketing strategy proposed will mainly focus niche categories, the general leisure market will not be aside from the action plan. Generating awareness for the destination still does play a vital role for general growth in the number of Brazilian visitors. Handmade projects will be developed throughout the year aiming for travel agents and potential markets. Partnered activities will be proposed to local destinations' representatives and tour operators. The objective is to reduce the investment rate and boost ROI. TOTAL BUDGET FOR THE PROPOSED ACTIONS: USD 5,000 TRAINING EVENTS & JOINT VENTURES WITH THE OBJECTIVE OF CAPACITATING A MINIMUM OF 500 AGENTS — NICHE ORIENTED PROFESSIONALS Specific training sessions with niche-focused travel agents are crucial for developing businesses for Paradise Coast. These events will be proposed in partnership with niche-oriented tour operators and travel agencies. Our goal is to have customer focused experiences being placed on these events. Providing memorable occasions are a strong strategy for generating higher awareness among tourism professionals. Different niches demand specific experiences and marketing approach strategies. For each sector, an action plan will be defined. TOTAL BUDGET FOR THE PROPOSED ACTIONS: USD 5,000 MONTHLY SALES CALLS Sales calls include follow-up call, introductory calls and visits for maintenance of product, prospecting of new partners to development of packages and increasing of visitation to Paradise Coast. AV MARKETING PLAN 2018-2019 93 PARTICIPATION IN TRADE SHOWS We recommend participation in the following Trade Shows: - • ILTM - #1 luxury tourism trade show in LA - • Brand USA Luxury - Luxury focused event offered by Brand USA to US destinations in Brazil. A great opportunity for brand awareness and business development with top tour operators. • FESTURIS - southern region trade show with the potential to reach travel agents from LA. Paradise Coast is already registered for it (NOV/18). - • Joao Pessoa Tourism Festival - opportunity to reach travel agents from the northeast region of Brazil, which has been growing in numbers of tourists sent to the USA - NICHE FAM TOURS Differently from FY 2017-18, the marketing plan would include niche focused FAM Tours. Again, we will aim for partnerships with airlines and Operators to maximize budget. A wedding destination FAM could be organized as a destination showcase for - related professionals. This would include the participation of hotels and associated services' providers. - TOTAL BUDGET FOR NICHE FAM TOURS: USD 5,000/EACH CO-OPS WITH SPECIALIZED TOS We recommend at least one Co-op for the next FY. This new project will be developed - aiming only for the niche's promotion. The other operators will be indicated based on market and sales results. We suggest the following operators: • Teresa Perez • Be Happy Viagens • Abreutur • Matuete • Queensberry • Cingtours.44 MARKETING PLAN 2018-2019 94 1 Co-ops will have to include: • Training sessions in main markets; • Product Developments; • Sales campaign based on RN grow (if FAM approved); • Social media actions; - *The selection of the Tour Operators will be made jointly between AVIAREPS and Paradise Coast. TOTAL BUDGET FOR TWO PROPOSED CO-OPS: USD 15,000 - - AT LEAST TWO CO-OPS WILL BE PROPOSED TO BE PLANNED FOR THE 2018- 2019 FISCAL YEAR. PROPOSED PARTNERS FOR CO-OP PROJECTS - 2018-2019 • Teresa Perez: Teresa Perez is the largest luxury tour operator in Brazil. They are a Virtuoso-specialized company and have extensive knowledge of specific commercial strategies for this niche. • Be Happy Viagens: Be Happy is a niche focused tour operator. Honeymoon, Wedding destination and Luxury packages are their flagship products. • Abreutur: ABREU is one of the most traditional Tour Operators in Brazil, with offices in Sao Paulo, Rio de Janeiro, Belo Horizonte, Brasilia, Curitiba, Recife and Porto Alegre. Luxury- oriented packages are one of the company's core products. • Matuete: Matuete's specializes in Luxury Travel, focusing in experiences and exclusive attractions. • Queensberry: Queensberry Viagens is a wholesaler tour operator based in Sao Paulo, Brazil. They target up market, specialized in Individual tours (FITs) and Group Series programs to worldwide destinations (always using 4-star hotels, if not 5). • Cingtours: Cingtours is a tour operator based in Sao Paulo, Brazil. They target up market, specialized in experiences travelling and handmade Wedding Destination products. Co-ops will have to include: • Training sessions in main markets; • Product Developments; • Sales campaign based on RN grow (if FAM approved); • Social media actions AVA MARKETING PLAN 2018-2019 95 *The selection of the Tour Operators will be made jointly between AVIAREPS and Paradise Coast. TOTAL BUDGET FOR TWO PROPOSED CO-OPS: USD 15,000 — AT LEAST TWO CO-OPS WILL BE PROPOSED TO BE PLANNED FOR THE 2018- 2019 FISCAL YEAR. KPIs • Minimum of 3,500 agents trained — Specific niche focused professionals and Leisure oriented travel agents • Specific Co-ops for niche related projects • Growth of 15% in room nights — • Minimum of 15 sales calls per month • Niche specific FAM tours • Product Development PUBLIC RELATIONS The main proposed tactics are: — • Press Releases (all topics below) • Individual Trip (Luxury & Family) • Individual Trip (LGBT) • Advertorial Content (Wedding & Romance) — • Final Consumer Event (Golf) PRESS RELEASES Press releases will be translated and distributed to our mailing list according to what the head office shares with us. Press Releases will also be produced according to news and topics that could generate interest for Brazilian media. They will be distributed at least once a month and — individual media pitches will be done constantly according to news. Luxury in the destination, LGBT events, wedding/romance, fishing and golf are topics to be highlighted along the year. MARKETING PLAN 2018-2019 96 INDIVIDUAL TRIP (BROADCAST) - Hosting journalists and travel bloggers is still a great way to spread the word in the market and to maintain a good relationship with mainstream media. What: To host a TV Show that is focused in luxury and family to be broadcasted on cable TV to keep a AAA target When: January 2019 Who: Juju na Trip (4 pax = 3 pax from the family + 1 cameraman) Gabi Temer is a journalist who spent 10 years working as a travel columnist for 0 Globo newspaper (a major Brazilian publication). Rico Sombra, her husband, is a nature and underwater photographer. Their daughter, Juju, is 14 years old. Juju na Trip blog is 10 years old and its audience targets Class A to AAA, from 24 to 50 years. Numbers: Website — 120k pageviews I Facebook— 65k fans I Instagram — 130k followers How Much: USD 6,000 Expected Coverage: Blog, Social Media and Cable TV Note: This project is also on Visit Florida's plans for the next fiscal year and costs could potentially be split. jujunatripblog segufr 0 683 publicacbes 130mil seguidores seguindo 1.351 114 Juju Na Trip Blog Juju,Gabi e Rico r uma familia no mundo gabriela.temer@acarambola.corn br PViagem e Turismo,Woohoo,Can&Off,Qual Viagem,Catraca ti NY jujunatrip.com betina.neves a sapiapito '419140 111L--` Descontos Torres d.Pa... Santiago Atacama Trip Africa Filme Jama... HOJE /\ Ala MARKETING PLAN 2018-2019 97 /'o INDIVIDUAL TRIP/BLOGGER LGBT _ What: Host a blogger specializing in LGBT travel content to promote gay-friendly spots in the _ destination When: February 2019 Who: Viaja Bi! Travel and tourism website focused on LGBT audience, tipping about destinations, routes, _ lodging facilities and food with irreverent language. Prior to gay travelers, Viaja Bi is a community of travelers who happen to be gay. Thus, there is a different view even on the more traditional destinations for most of this audience. -- Numbers: Website — 43k pageviews I Facebook— 5,5k fans I lnstagram — 12,5k followers How Much: USD 2,500 — Visit Florida is aiming to host this blogger and promote LGBT — — tourism in at least three destinations in Florida. Paradise Coast would be able to take — the opportunity to promote LGBT tourism as well. A Partners =- .:„Irvt;;_ :V iligget, -- ,Aiiiiii _ Some brands thar already partnered with Viaja Bil: Argentina :,. i ii....:., Reitz,. ..—. VisitBritain All �rAI •. NI11tJIi11dD sw�. a MENDOZA e.n ac Banloche 41. ARGENTINA T.,"'. ,. .....e.L b �1 „y ACCOR HOTELS s arr vme«,. \--i EL A(7t? 0 • EASY 4 rr.b Ci TA dill , ofts Expected Coverage: Blog + Social Media /Ns MARKETING PLAN 2018-2019 98 ADVERTORIAL CONTENT What: To partner with Constance Zahn to produce and sponsor content for their annual magazine, the most luxury wedding/bride publication focused on recommendations of all segments involved in a wedding ceremony. When: December 2018 Who: Constance Zahn magazine, website and social media Numbers: Distribution — 10K copies (national) I Facebook — 235K fans I Instagram — 2960K followers How much: USD 8,000 Expected Coverage: 3 pages in the magazine + 3 articles in the website + 3 posts on social media n t rT-e�� SAVE THE DATE 2018 1 is 6 y i C.OT(.E'9A�(.d(� R�f�G CO HN S.O.S.Destination Wedding ... . '-' Chiang Mai. of tl II i I. 1 T _ `:::;;I;;;,`17::'e. B cr .. anro gkok�� Ar) AR MARKETING PLAN 2018-2019 99 FINAL CONSUMER EVENT What: Partner with Golfe Fit a gym specialized in training according to golf needs, to participate in all golf tournaments along the year. Golfe Fit offers exclusive services for athletes on golf tournaments as training pre-competition and massage post- competition, as well as catering in this specific space. Paradise Coast would be a partner, with use of all logos and personalized services (t-shirts in the technicians, water, hat, napkins etc.). Videos of golf facilities in Paradise Coast would be an opportunity as well. �' ys.ry...-.7,-. ..4.:,:.:.---, KKfi., ^mss te Nil,-...,_,-$1 .d' s m f "Cry �, When: During 2019 tournaments Who: Golfe Fit _ How much: USD 9,000 TOTAL BUDGET, PUBLIC RELATIONS PROJECTS 18/19: USD 25,500 a Overview Recent national research indicates that the impact on a community from arts and cultural activities can be significant. The Arts & Economic Prosperity 5 national economic impact study found that the nonprofit arts and culture industry generates $107.7 million in annual economic activity in Collier County, supporting 2,923 full-time equivalent jobs and generating $10.8 million in local and state government revenues. Arts and culture is both a tourism generator and an economic generator for our community. Visit Florida has also reported that 65% of visitors to Florida participate in culturally based activities during their visit. AAMARKETING PLAN 2018-2019 100 Several arts and culture organizations in Collier County are in various stages of developing new facilities and/or considering expansion plans to existing facilities. Goals • Expand the awareness of the many arts and culture offerings in Collier County to new and repeat visitors • Encourage the creation of new events during the shoulder and slower seasons of the year to bring more visitors to the area. • Promote the tourism marketing grant opportunities for nonprofits to promote their events and grow attendance in the slower times of the year • Assist in the development of a strategic plan for arts and culture in the future • Work with the County-owned and operated museums to build attendance for their exhibits and special events Objectives • Add two new arts & culture events to the calendar in 2019 • Grow the number of new non-County owned museum grants by three • Grow attendance at County-owned museum events by 3% in 2019 • Complete a first draft of a strategic plan for arts and culture by the end of fourth quarter 2018 Strategies & Tactics • Arts & Culture section of the CVB website: Includes expanded partner listings, descriptive information, images, hyperlinks and special offers. The webpage also links to various arts & culture related web videos and articles. • E - Newsletter: 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. zlia MARKETING PLAN 2018-2019101 • 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. • 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 non-profit 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. Heritage Marketing • Paid Media: Allocate funding in the tourism budget to assist in heritage market advertising and promotional support of area 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. MARKETING PLAN 2018-2019 t02 • Earned Media - Work with our PR team to grow the coverage of museum events in our area by 10% in 2019 - Encourage museum facilities and event attendees to post on social media their experiences in our museums • Naples Depot Visitor Center: Promote this new location at the Naples Depot Museum to inform visitors 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. AIR SERVICE MARKETING SUPPOr Overview Air service is the most commonly used transportation mode by our visitors. So, it is imperative that we continue to foster partnerships with our local and regional airports and regional destination partners to identify new or expanded air service to attract to our area. • Of the visitors arriving by air, over 60% fly into Southwest Florida International Airport (RSW), followed by Miami International Airport (MIA), Fort Lauderdale Airport (FLL), Tampa International (TPA) and Orlando International Airport (MCO). • RSW is the largest commercial airport serving the Southwest Florida region, and is the - primary focus of our commercial air service marketing efforts. • Naples Municipal Airport is our secondary focus for commercial air service, although we currently only have General Aviation flights to and from this airport. We work closely with the Fly Naples team to attract interested commercial carriers to consider Naples for regional service. We have been successful in attracting several carriers in the past few years, but they have not been adequately financed to sustain the service. We will continue to meet regularly with the Naples Airport Authority staff to identify other air service opportunities for the future. AlaMARKETING PLAN 2018-2019 103 • We have instituted promotional campaigns with the Punta Gorda Airport Authority and our - regional tourism destination partners in Lee and Charlotte to support the Frontier and - Allegiant Airlines flights. These efforts have focused on selling more tickets from our primary feeder markets and have proved very successful. We will also work this next year with the Allegiant Vacations group to expand and grow their network of contracted hotels in Collier County and to build room night production from Allegiant customers. • In addition to Naples Municipal Airport, our area is also served by three other General Aviation airports including Marco Island Executive, Everglades City Airpark, and lmmokalee Regional. • Each General Aviation Airport in our area serves the private aviation needs of their - communities and offers additional economic development opportunities and to serve as ports of entry for executive jet travelers to our area. - Goals _ • Attract more direct flights to RSW in Fort Myers from both domestic west coast US areas, and International markets in Europe, the UK and South America. • Develop co-op marketing tactics with airlines to grow traffic from top markets. • Continue to work with our regional partners in Fort Myers to support the German airline -� flights and to attract new carriers from the UK. .� • Meet with our federal delegation in Washington to expand the Passenger Facility Charges for future. Objectives ., • Attract at least one new carrier with direct flights from the US West Coast to RSW. • Attract at least one new International carrier with emphasis on the UK market. • Get agreement with our Federal delegation to increase the PFC by $2 in the next legislative session. • Target two seasonal co-op promotions with the German market air carrier in the spring and fall of 2019. AVA MARKETING PLAN 2018-2019 104 Strategies and Tactics • 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 in Miami and Orlando that represent the major air carriers into Southwest Florida to expand the number of Collier County hotels featured in their travel programs (i.e. US Air Vacations, Allegiant Vacations, Delta Vacations) • Distribute our Official Visitor Guides and maps at RSW, Punta Gorda, Naples Municipal Airport and Collier County Airports. • Include mentions of the Miami, Fort Lauderdale and Punta Gorda airports in marketing materials to show their proximity to Collier County. • Maintain the current co-op programs and create new co-op programs with Lee VCB, RSW Airport and VISIT FLORIDA marketing teams in support of current, new and expanded air service to our area. • Attend air service trade shows such as Routes with the RSW airport, Lee VCB, VISIT FLORIDA and Brand USA marketing teams. • Apply for air service grants through VISIT FLORIDA. • Budget: $300,000 for FY19 in marketing support for new or expanded air service to our area. • Add $50,000 additional funding in each of the next five fiscal years for marketing support of new or existing air service. MARKETING PLAN 2018-2019 105 TWO YEAR STRATEGIC PLAN 2019-2020 Overview • The long-range plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) is a 2-year look at where we plan our destination to be within that time frame. We will drop the 2019 plan next year and add 2021 as year#2 in next year's plan. A detailed one-year Marketing Plan for 2018-19 is the balance of this document. • This Two-Year Strategic Plan outlines our long-range destination goals and major initiatives through 2020. The 2017-18 Marketing Plan explains, in greater detail, the strategies and tactics we will use to increase both leisure and group travel over the coming year. The Marketing Plan is designed to be flexible so that we can react to changes in the fast-paced, ever-changing worldwide tourism marketplace and in our community when crisis situations arise. • This Plan will be available to our tourism partners for downloading from our tourism website ", (www.paradisecoast.com). We will also print a limited number of copies for our Board of County Commissioners and the Tourist Development Council and other partners upon "1 request. We encourage our hotels, attractions, shopping venues, restaurants and other ^_ tourism-related businesses to use our brand elements in their marketing efforts, and to use segments of our plan for their own marketing plans, which will help to extend the reach of the Florida's Paradise Coast brand. • We encourage our partners to contact any of our management staff with questions or suggestions. Jack Wert, Executive Director; 239-252-2402; jack.wert@colliercountyfl.gov Ed Caum, Deputy Director/Sports Marketing; 239-252-5703; -'N ed.caumRcolliercountyfl.gov -� Debi DeBenedetto, Sales & Marketing Manager; 239-252-2379; debi.de@colliercountyfl.gov ", JoNell Modys, Public Relations/Communications Mgr.; 239-252-2425; Jonell.modyscolliercountyfl.gov A MARKETING PLAN 2018-2019 106 Jeffrey John, Sports Development Manager; 239-252-6293; Jeffrey.Johncolliercountyfl.gov Maggie McCarty, Paradise Coast Film Commissioner; 239-659-3456; Maggie.McCartycolliercountyfl.gov; Main Phone: 239-252-6292 Introduction This strategic two-year plan is the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) roadmap to guide our organization and our marketing efforts for the next two years. The integral parts of this plan include long-range goals, objectives and strategies and a one-year marketing plan. The CVB is staffed and operated by the Collier County Tourism Division and is responsible for the promotion of the entire County as a destination of choice for visitors worldwide. We advertise, promote and attend trade shows to showcase our destination to new and repeat visitors. We represent all hotels, attractions, restaurants and shopping venues in Naples, Marco Island, Everglades City and the western portion of the Everglades. We administer the operation of the Board of County Commission (BCC) appointed Tourist Development Council (TDC), a nine-member board that advises the BCC on the expenditures of the local option tourist development tax. Although we do not administer the operation of the BCC appointed Coastal Advisory Committee (CAC), or the Parks & recreation Advisory Board (PARAB), we do coordinate their recommendations to the Tourist Development Council. These recommendations include expenditures for beach and inlet projects and beach park facilities capital projects funded by the Tourist Development Tax (TDT). — # MARKETING PLAN 2018-2019 107 We represent Collier County's tourism interests in the community through partnerships with the area Chambers of Commerce, Office of Business and Economic Development, Airport Authorities, United Arts Council, Sports Council of Collier County, Fifth Avenue Business Improvement District (BID), Third Street South Association, Collier County Lodging & Tourism Alliance, Collier Chapter Florida Restaurant & Lodging Assoc., State and National Parks and Preserves, Collier County Museums and Collier County Parks and Recreation. We create and distribute paid advertising, printed materials, public relations, digital and social media and promotional items to the traveling public, news media, and tourism industry professionals including tour operators, travel agents, meeting planners, group tour operators and group leaders. We partner with all areas of the local tourism industry in advertising, trade show attendance and the news industry. We also work with regional tourism partners to promote specific aspects of a Southwest Florida vacation, holiday or meeting and activities such as golf, ecotourism, education and airline service. Assets and Resources Collier County is blessed with vast natural resources that offer visitors and residents alike — unique recreation experiences. We do not have a dedicated large box meeting facility. We do have world-class conference and meeting space in several area resorts and hotels to accommodate up to about 2,000 attendees. We are the western entry to the world-famous Everglades, home to several National Parks and Preserves, the largest artificial reef project in North America and world class arts and culture offerings. MARKETING PLAN 2018-2019 108 Long-Term Challenges Facing our Destination 2019- 2020 1. We are in one of the most volatile and dynamic eras in our history. Destination Marketing Organizations like ours are facing a constantly evolving marketplace. 2. Consumer confidence is still lagging and although vacation and group meeting travel has improved, it is very vulnerable to economic downturns, currency exchange rates, political issues and unrest, civil disturbances, weather challenges and disease outbreaks. 3. The US Travel Association forecasts domestic person trips will increase 2% in 2019 and 2.5% in 2020. Total travel expenditures are expected to grow at 3% per year through 2020. 4. The competition for funding, visitors and share of mind is constantly escalating. Most our competing destinations spend 50% or more of their tourist tax revenue on destination marketing, while Collier currently spends less than 50%. 5. We must constantly predict where our potential customers will be and how best to reach them among all the clutter and noise in the media marketplace. 6. Natural disasters such as hurricanes, red tide and other algae blooms, oil spills and wildfires can discourage visitors to return to our destination. The long-term result could be a reduction in our funding to promote our destination, support debt service on our sports complex, and to adequately compete with other destinations for visitor business. 7. Recent moves by the State of Florida and the Federal Government to limit or eliminate the funds for Visit Florida and assistance in the cost of beach and coastal re- nourishment continues to limit our ability to obtain co-op marketing opportunities or reimbursements from these agencies — and will put more pressure on our funding resources. 8. Non-destination marketing funding requests threaten to further reduce our promotional funds to sustain the visitation our community currently enjoys. 9. Community sentiment that tourism has a negative impact on the quality of life in Collier County diverts our staff time and resources to overcome these misconceptions. — MARKETING PLAN 2018-2019 109 10.Homeland Security Administration's approaches to the Visa Waiver Program and Passport Policy changes are a potential threat to our international visitor levels. As it becomes more difficult to travel to the US, these visitors will choose other less restrictive destinations. 11.Workforce issues are a constant challenge to our tourism industry. The lack of skilled labor, affordable housing, public transportation and a high cost of living is a constant challenge to our hotels and other private sector tourism businesses to find and retain quality employees. CVB and Collier County Guiding Principles The following are the principles under which Collier County operates. Our CVB, which is the official tourism promotion division for the County, is dedicated to upholding these important principles in everything we do: Honesty & Integrity Service Teamwork Accountability Quality Collaboration Respect Knowledge Stewardship IVIISSION, VISION. VALUES, COMMITMENT -, Our 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. INN AVA MARKETING PLAN 2018-2019 110 '1 "1 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 to encourage them to spend their travel dollars in our area businesses. By promoting year-round visitation, we support permanent, year-round employment that levels out the peaks and valleys in the annual business cycle in Collier County. Brand Statement Our area will be known worldwide 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". That promise is embodied in our brand amplifying phrase: "Love, Paradise" MARKETING PLAN 2018-2019 111 Afts SERVING THE CUSTOMER Customer Profile The typical visitor to our area is between the ages of 35-54, married with children at home and an annual household income of over $150,000. We find that women in that profile are the primary decision makers for leisure travel. Services Provided The Naples, Marco Island, Everglades CVB serves as the marketing arm of Collier County for attracting new and repeat visitors year-round to our area. We use a variety of tools to market the destination including paid advertising, digital media, public relations, promotional materials, attendance at trade shows, direct marketing, social media and direct sales. Key Customers _ Potential Visitors: • Leisure Travelers • Group Meeting Attendees • Business and Corporate Travelers • Sports Event Participants and Organizers • Niche Travelers seeking activities such as fishing, diving, water-based activities, bird watching, weddings, honeymoons and reunions • Special event attendees ^ • Tourism Industry Stakeholders - Collier County, City, Village, State and National elected officials - Hotels, attractions, restaurants, shopping venue and other tourism industry partners MARKETING PLAN 2018-2019 112 ,,,� • Travel Influencers - Journalists/writers/bloggers/influencers - Meeting planners and Corporate CEO's - Third-party meeting planners - Group hotel sales persons - Travel publishers - Travel Agents; Tour Operators; Receptive Tour Operators - Sports and special event promoters - Film location scouts - VISIT FLORIDA - Brand USA MANAGING FINANCIAL RESOURCES Tourism Promotion in Collier County encompasses all the operations and marketing performed by the CVB. These functions are totally funded by a 5% countywide Tourist Development Tax (TDT). This tax was originally approved by voter referendum in 1992 and is governed by Florida Statute 125.0104 and the 2017 Collier County Tourist Tax Ordinance. No other public dollars are used to promote the destination or administer the CVB or the Tourism Division. Using qualitative and quantitative research, we have developed both the two-year Strategic Plan and the one-year Marketing Plan to promote Collier County as a visitor destination of choice using the TDT revenue derived from short-term stays in paid lodging and other accommodations of six months or less. The annual budget cycle begins in January and ends with the adoption of the entire County budget in late September. Our fiscal year runs October 1-September 30. The Tourism Division prepares the budget for review by the County Manager in May. The County Commission reviews the proposed budget in June. The CVB budget for FY19 is a part of this Marketing Plan. Each marketing discipline within the CVB has a section of both the annual marketing plan and the annual tourism budget with ^ * MARKETING PLAN 2018-2019 113 specific expenditures tied to our strategic goals and marketing objectives. Dollars are budgeted to each marketing discipline strategies and tactics in the Division's annual budget. The Tourism Division staff monitors the entire CVB budget and audits each Purchase Order, marketing expenditure and vendor invoice before submittal to the County Finance Department. The Clerk of the Circuit Court's Finance Department audits each item submitted by our Division before authorizing payment. They also perform an annual audit for compliance with County Ordinances and conduct unannounced spot audits when warranted. • Provide tourism industry leadership to ensure the destination remains competitive. • Be recognized as the trusted source for travel information and planning services for Collier County, including Naples, Marco Island, Everglades City, Immokalee 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. • Create and implement destination marketing strategies that encourage our tourism partners to participate in those strategies and support our destination brand in their own advertising -. and marketing efforts. At — MARKETING PLAN 2018-2019 114 STRATEGIC LONG-TERM OBJECTIVES 2019-2020 • 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 and 2% in 2020 • Grow the number of hotel room nights consumed by 1% each year through 2020 Internal & External Dynamics 1. Weather and other natural occurring situations discourage visitors from choosing our area. Once lost to other destinations, it is very difficult and expensive to lure those visitors back. 2. Qualitative and quantitative research continues to confirm that the branding of our destination as Florida's Paradise Coast is the correct positioning. Current customer testing has clearly verified that the amplifying line of "Love, Paradise" resonates very well with our customers. 3. Through qualitative research, we continuously track our digital advertising and broadcast analytics to ensure our executions are delivering the correct message to attract our targeted customers to our destination. 4. Tourism in Collier County contributes a positive economic impact and provides a tax savings to each resident of nearly $1,000 in 2017. Continuing to grow this level of savings will be challenging with economic conditions slowing. _ MARKETING PLAN 2018-2019 115 5. Our full-time contracted international representation in the UK, Europe and South America has enhanced our efforts to reach potential International visitors and travel trade. However, limited funding for international marketing, continuously changing foreign exchange rates and changing political situations will challenge future visitation. _ 6. Real time booking of accommodations on our website has proven very successful in luring more visitors. This technology is constantly evolving, and investment in annual enhancements is necessary to enable our destination to remain competitive. Employee Requirements: 1. As revenue and additional visitation rise due to positive results of our destination marketing efforts, we must be able to add full and part-time staff to support our sales, public relations, sports and administrative personnel to support new staff members. 2. We must keep our salaries and benefits competitive with the tourism industry organizations we compete against for visitors. We do not compete with other government agencies for tourism industry talent, so we must always compare our salaries and benefits with the private sector. 3. We need to evolve our tourism staffs job titles into ones that accurately describe their daily work and portray customers the jobs they perform to our customers. Classifying our tourism staff into general countywide classifications is a disservice to these highly talented marketing professionals. 4. Incentive pay for sales staff for meeting or exceeding goals must be considered to remain competitive to other destination's compensation plans. We compete with sales and marketing professionals who earn bonus pay to recognize when they exceed annual goals and to retain them, we need to compensate our professionals in a similar manner. 5. Outsourcing of certain sales, PR and other marketing tasks must be continually considered to achieve our mission. MARKETING PLAN 2018'-2019 116 Technology Factors: 1. A new database management program has been added, but we are challenged with finding sufficient staff time to adequately use it to its full potential. 2. We have seen some improvement, but we still experience challenges with technical support for our tourism industry-specific communications needs in digital and social channels, both in our offices and traveling to meet with travel influencers worldwide. Growth/Seasonal Factors 1. The high season for tourism is mid-January — Easter each year. However, the vacation planning process has lengthened in the past few years. For spring, summer and fall vacations, planning currently begins in November and runs through early spring. This means that we must promote the slower months during the high season months. 2. We have now filled the excess hotel room capacity that the destination experienced in the early 2000s. Occupancy ranges from a high in-season of 97% to 50% in the summer and early fall. The annual occupancy is at 75%. This suggests an excellent opportunity to grow occupancy in the future. 3. Older hotels will continue to close and be replaced by condominiums that will probably be resident-only developments and tourist tax revenue could be negatively impacted. 4. On-going coastal development will restrict public access to our beaches and eventually discourage some visitors to come to this destination in the future. 5. We are experiencing a renewed demand for new hotels. Currently there are about 10 new hotels in various stages of development which will add about 1,000 new lodging units in the next 18-months. AVA MARKETING PLAN 2018-2019 117 Legislative/Regulatory Factors — 1. 2019 will bring us numerous state legislator changes and a new Governor and will create new advocacy challenges for us and for our state tourism entity, Visit Florida. This situation intensifies the need to educate these new legislators on the importance of tourism to our state economy. 2. The annual 60-day legislative session will pose new threats to our dedicated funding — source as legislators look to non-traditional funds for general revenue needs. This could — seriously reduce the amount of money available for tourism promotion and debt service — for the sports complex. 3. Increased Federal regulations on visas and passports will negatively affect our - - international visitation. 4. Shared economy suppliers such as AirBnB will continue to challenge us to collect the proper amounts of tourist tax and sales tax on overnight accommodations to the tax collectors. 5. Offshore drilling sites too close to Florida's Gulf Coast continue to be discussed at the State and Federal level and could seriously impact visitation if a spill occurs. 6. Maintaining and possibly growing the funding for Visit Florida is an ongoing top priority for our CVB and for all tourist bureaus in Florida. We support the coalition to encourage legislators to increase that funding to at least $86 million for 2019. BEST PRACTICES OF OTHER TOURISM DESTINATrONS 1. Most Florida coastal destinations use 50% or more of their tourist tax to promote and administer tourism marketing in their area. Collier County uses 43% of the tax for this purpose. This puts our destination at a disadvantage with regards to competing with other Florida coastal areas to attract visitors. 2. Most Florida coastal destinations fund only a portion of their beach and coastal renourishment projects from local tourist development tax funds. They rely heavily on State and Federal matching funds and local special taxing districts. We have traditionally used our local tourist tax funds to pay for all or most of this cost. This a MARKETING PLAN 2018-2019 118 situation may improve if we are approved for future reimbursements from Florida DEP and from FEMA and perhaps Federal beach renourishment funding. 3. Most Florida coastal areas do not use local tourist tax to fund beach park facilities capital and major maintenance projects as we do in Collier County. This practice limits our funding available for beach renourishment projects, and promotion. 4. Most Florida tourist destinations fund the operation of their County-owned museums from General Revenue, not tourist development taxes, so that their tourist tax revenue can be used for promotion of their destination. 5. Most Florida counties support private sector museums through capital or marketing grants using both General Revenue and tourist tax funds. Most museums in Florida, -- both County-owned and privately funded, charge admission to their facilities. BUILDING THE TEAM Workforce Profile For the foreseeable future, we will see people within the tourism industry stay in their current positions, making it difficult to find new staff as our needs increase, partially due to expensive housing challenges. Attracting people to live and work in Collier County will also be a challenge due to housing costs. We also foresee staffing challenges in our hotels, restaurants, retail and attraction businesses without affordable housing options. Quality of service to our guests and in turn the quality of the visitor experience will be challenged. _ * iviARKETING 'I'LAN 2418-2419' 119 JON MARKET INTELLIGENCE — SWOT Analysis Strengths, Weaknesses, Opportunities and Threats STRENGTHS • 30 miles of white sand beaches unlike any others in Florida. • Small town charm offering a slower pace, a getaway that offers a very different vacation — environment from other Florida destinations. — • Year-round great weather with sunshine virtually every day. • Family friendly destination with growing activities for children. • Numerous diverse and multicultural events and activities. - • Welcoming community with friendly residents; customer service-oriented employees. • Unique, locally owned, one-of-a-kind shopping and dining experiences • Well maintained boulevards, medians and cleanliness of our community. — • International airport with direct service to/from 54 destinations and 16 air carriers. • A strong part of the Florida brand in both international and domestic travel preference. — • Dedicated, renewable funding source (Tourist Development Tax). • Year-round employment opportunities supported by increasing visitor spending. • Strong brand recognition and pride with our community and marketing partners. • High quality and variety of accommodations to meet the needs of our visitors. • Fully accredited by Destination Marketing Assoc. Intl. — • Artificial reef offers fishing and diving opportunities. • A safe, low crime rate with Marco # 1 and Naples # 11 in Florida. • 80% of county is in preserved land with abundant green space in community, neighborhood and regional and State parks to enjoy our eco-experiences. • Easy access to 1-75, US 41 and other major roadways. • Visitor transportation companies well-equipped to handle visitor needs. • Close to Miami, Fort Lauderdale, Palm Beach, Orlando and Sarasota, making day trips easy for visitors. • A wellness destination for all ages. AlaMARKETING PLAN 2018-2019 120 _, WEAKNESSES • Higher than average airfares into Southwest Florida International Airport (RSW). • Limited direct flights reduce potential visitor universe, especially from the U.S. West Coast and the UK. • Higher than average transportation cost and distance from RSW. • Higher than expected accommodation rates in high season. • Perception our area as only a retirement community with limited activity for families. • Limited entertainment and nightlife options that discourages couples and Millennials. • Limited late-night dining options, especially for international visitors. • Limited waterfront dining options for a water-based activities destination. • Very limited dining and entertainment options in the Everglades with many closed for the summer season. • Limited public transportation from nighttime activities to hotels. • Traffic in high season perceived as a negative to visitors. • Limited number of staff in the CVB office to manage significant growth in visitation. • Afternoon summer showers limit outdoor activities. • Promoting several distinct areas of county offering diverse visitor activities with limited funding to promote each effectively. • Limited beach access and viewability. • No all-inclusive offerings that discourages some International visitors. • Al a Carte Package deals produced by hotel and local partners to reduce planning on the customer's end. • Water Conditions. AVA MARKETING PLAN 2018-2019 121 OPPORTUNITIES — • New direct commercial air service to RSW increases visitor accessibility. — • Promote our closeness to Punta Gorda, Miami and Fort Lauderdale airports. • Transportation providers offer good airport and area transportation options to visitors — • Slidr, Uber and Lyft, bicycle rentals and CAT Beach Trolley as added transportation opportunities. — • New expanded group meeting space offers will attract new and larger groups. — • New hotel developments in Downtown Naples and around the new sports complex will attract additional commercial development. • Promote the diversity of our community by promoting Naples, Marco Island, Everglades City and Immokalee in separate advertising and social media posts, as part of Florida's Paradise Coast brand messaging. • Develop packages to show an "all-inclusive feel" to our accommodations offerings. — • Enhanced community relations/advocacy program will deliver the correct tourism message to our tourism partners, elected officials and residents alike. • The new sports complex will bring new and expanded sports and special events to the business and hotel community. • Promote the west entrance to the Everglades via the Ten Thousand Islands to encourage _ visitors to explore and to extend their stay. • Promote shoulder seasons as "Value Season for Affordable Luxury." _ • Promote our growing offerings for families and Millennials. -. • Promote to the growing the Argentina, Chile, Colombia markets in South America. • Promote to the growing LGBT+ community and market our destination as LGBT-friendly. • Promote expanding craft beer breweries and signature cocktail offerings. • Promote our unique events like Swamp Buggy Races, Chokoloskee and Isle of Capri. • Enhance our promotion of sunsets, beautiful skies and pleasant evenings. • Create more suggested itineraries to post on our website to encourage longer stays. ., • Expand and improve our Crisis Communications plan to update our database and -� encourage interaction with partners during an Emergency Situation. -� AVA MARKETING PLAN 2018-2019 122 �'1 THREATS • Weather, natural and man-made disasters can discourage new and repeat visitation. - • Water pollution algae blooms, land run off can have a very negative impact on our ecosystem and visitation. • Epidemics and threats of disease continually challenge visitation growth. • Homeland Security mandates can discourage International visitation. • Lack of Federal disaster funding limits numerous businesses from full recovery from Hurricane Irma. • International currency exchange rate fluctuations affect current and future visitation. • Airbnb continues to grow as a popular option for travelers but collecting the taxes on these vacation properties has been a challenge. • Other Florida destinations featuring their dining, brewery and distillery and sports scene. • Environmental regulations protecting Turtle nesting, sea grasses and beach erosion methods limit our year-round visitor activities. AVA�„� MARKETING PLAN 2018-2019 123 ''1 r COMPETITIVE DESTINATV ^ PLAN YOUR ISLAND ESCAPE - ;; FQRT MYE $ Am©SANIB� - LEE COUNTY— FORT MYERS &SANIBEL Tourist Tax Collection: $39,694,021 Economic Impact: $3+ billion _ Visitation: 4,797,394 Visitor Spending: $3.085 billion Marketing Budget: $18M — Messaging: That's Islandology, Plan Your Escape .. . ............ _ SUMMER REVEALS ....... A WHOLE NEW SIDE OF LEARN MORE > DOWNTOWN MIAMI MIAMI DADE COUNTY .. Tourist Tax Collection: $26,254,847 Economic Impact: $24+ billion Visitation: 15.9M Visitor Spending: $26 billion dollars Messaging: "It's so Miami" moving to "Found in Miami" a Aw MARKETING PLAN 2018-2019 124 PLACES UNTOUCHED BY TIME MOMENTS THAT LAST FOREVER . Start planning a, ash m M VAK.KA R VEt..�:.;': SARASOTA COUNTY Tourist Tax Collection: 21.2M Economic Impact: Nearly $3 billion Visitation: 2,710,300 Visitor Spending: $1.8 billion Marketing Budget: $6M Messaging: "Visit Sarasota County Beaches and Beyond." OIuisvaidesphota ©p _ t THE PALM BEACHES PALM BEACH COUNTY Tourist Tax Collection: $42M Economic Impact: $7.1B Visitation: 7.9M Visitor Spending: $4.6B Marketing Budget: $15 million Messaging: Real experiences. From real people. MARKETING PLAN 2018-2019 125 FORT LA i t• - f. q . % � R v y heli T.,,.rap arc BROWARD COUNTY --' Tourist Tax Collection: $65M- � Visitation: 15.4M Visitor Spending: $14.2B Marketing Budget: $5 million in media --N Messaging: Hello Sunny s � -' -• "1 Keys KeyRt!,,,,,, ,, Jfts MONROE COUNTY- FLORIDA KEYS ."\Tourist Tax Collection: $18M Visitation: 5,340,000 Visitor Spending: $3,103,000,000 ....NMarketing Budget: $5.8 million ,, t26 -"_ 41e4 MARKETING PLAN 2018-2019 IMPLEMENTATION SCHEDULES — Group Sales — Tradeshows 2018 Green = Midwest purple = Debi Show Name Date Location Cost Midwest Rep ^ bite Meetings Alliance —r 3-5 Miami, FL $7,900.00 IMEX Americas Las Vegas, NV $6,000.00 , , FICP Annual November 4- 7 Orlando, FL FICP Strategic Leaders Event December 3 - 4 Chicago, IL $2,000.00 X — Meetings Today October 26-30 Marco Island $0.00 "' Florida Encounter Nov. 28-30 Bonita Springs Hyatt $2,200.00 Tradeshows 2019 Prestige Event January Phoenix $895.00 _ PCMA 6-Jan-19 Pittsburgh — IPEC Feb 3-6, 2019 San Antonio $6,000.00 Prevue Meet well Feb. 21-23, 2019 Las Vegas $6,500.00 —. MPI Mid America Conference March 3 - 5 Lexington, KY $500.00 Experient Envision Maritz March $4,500.00 Connect Financial March Dallas $3,450.00 "' Incentive Live North Star March 3-6 Chicago, IL $8,500.00 X — ITE Questex GMITE April 10-13 Park City UT $9,000.00 _ Women in Leadership April 25-27 Boston $4,500.00 Prestige Event June Denver $895.00 IRF _r-c: $4,000.00 Cvent Partner Fair July do again $9,250.00 estige Event *, — Prestige Event August Atlanta $895.00 1 Prestige Event August Minneapolis $1,095.00 X Maritz Collaborative August $2,000.00 Smart Meetings National August Florida $6,000.00 Maritz/Experient Encounter Fa $2,200.00 National Wellness Kissimmee Gaylord Conference Sept. 30-Oct. 2, 2019 Palms $3,000.00 Destination Caribbean September Destination Southeast October 3-6, 2019 TOTAL Tradeshows $73,380.00 AU MARKETING PLAN 2018-2019 127 SALES MISSIONS: Florida Road Show L&L June $3,000.00 Milwaukee November $3,000.00 Denver June $3,000.00 St. Louis ;uly $3,000.00 ^ Kansas May $3,000.00 OHIO Cleveland & Columbus May $3,000.00 X November $3,000.00 X Atlanta July $3,000.00 TOTAL Sales Missions $18,000.00 Replacement shows or add ins a ANN 41(4 MARKETING PLAN 2018-2019 128 CONSUMER E-SCAPES SCHEDU..E October Come Celebrate the Holidays in Paradise Focus - Foodies and Families Events: • Winter Sizzle SWFL Restaurant Week, Nov. 29th — Dec. 12th • Christmas on Third Tree Lighting & Snow Celebration, Nov. 23rd — Dec. 20th • Holiday Boat Parade at The Village Shops at Venetian Way, Dec. 4th (5:00pm) • TUBA Christmas Concert, Dec. 14th (6:30-7:30) • Marco Island Annual Christmas Island Style Street Parade, Dec. 15th (6:00pm) November Eco Focus — Bird watching, Wildlife, Fishing Events: • 2019 Festival of the Birds, Jan. 12th (8:OOam-4:OOpm) • 2019 Zoolibee Fundraiser at Naples Zoo — fundraiser Feb. 8th December Focus — Food Festival season Events: • 2019 Everglades Seafood Festival, Feb. 8th — 10th • 2019 BaconFest, Feb. 16th • 2019 Mullet Festival, Jan. 26th — 28th • 2019 Naples Craft Beer Festival, Mar 2nd January Focus —Arts in Paradise Su den Theatre, Marco Island Center for the Arts, Artis Naples, Von Liebig Art Center Events: • The 40th Annual Naples Art Festival, Feb. 23rd — 24th Naples Downtown Art Show on Naples 5th Ave South, Mar. 23rd — 24th For the Love of Art Celebration, Apr. 6th February Focus — Fishing Fishing in the Everglades, the Ten Thousand Islands Events: • Marco Island Seafood & Music Festival MARKETINGPLAN 2018-2019 129 March Health and Wellness in Paradise Paddleboarding, beach yoga, hotel wellness offerings and healthy eats Events: • 2019 Minto US OPEN Pickleball Championships, April 27th — May 4th -- • Possible triathlon or other 5K event April A Taste of Paradise Great Summer Specials Coming to Paradise _ Events: 1. Summer Sizzle SWFL Restaurant Week, May 30 - June 12 2. Taste of Naples Food Festival May Summer fun for Families —value season and activities for kids in the summer Marco Island Center for the Arts Art Classes, Golisano Children's Museum, Naples Zoo _ Events: • Annual Sand Castle Sculpting Contest, August 2019 — Golisano Children's Museum June Pets in Paradise — Pet friendly hotels, shopping, boating, etc. Events: -- • Dogs in the Garden, August 2019 — Naples Botanical Gardens July Watersports in Paradise —Activities on the water— boating, jet skis, kayaking Events: • Marco Island Boat Show • Pro Watercross Event • Powerboat Nationals Event August Heritage — Collier County Museums and the Smallwood Store in the Everglades, Key Marco Cat in Marco Island Historical Museum Events: • Old Florida Festival — Date TBD September Dining in the Destination — Food Festivals Events: • The Stone Crab Festival • The Food and Wine Experience AA MARKETING PLAN 2018-2019 130 MEETINGS E-SCAPES SCHEDULE October— Medical Pharmaceutical planners Markets: NY, Chicago, Dallas, Philadelphia, Houston, Atlanta, Miami, Washington DC, Minneapolis, Boston November— Insurance Planners Markets: Connecticut, Boston, Omaha December—Association Planners Markets: Florida, Washington DC, Chicago, NY, Philadelphia January — Financial Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis February — Large Corporation/Business Owners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Toronto, Milwaukee, St. Louis, Kansas, Columbus and Cincinnati March — Incentive Planners Markets.' NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Minneapolis, Milwaukee, Pittsburg, Columbus, Cincinnati April — Medical Planners Markets: NY, Chicago, Boston, Atlanta, Florida, Texas, Washington DC, Milwaukee, Minneapolis, Indianapolis and Ann Arbor May — Corporate Meeting Planners Markets: Corporate meeting planners in the U.S. June — Incentive Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Minneapolis, Milwaukee, Pittsburg, Columbus, Cincinnati July - Insurance Planners Markets: Insurance cities: Connecticut, Boston, Omaha Creative notes: focus on unique and special, world class and memorable experiences, 5-star resorts August— Large Corporation Board/ Business Owners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Toronto, Milwaukee, St. Louis, Kansas, Columbus and Cincinnati September - Financial Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis MARKETINGPLAN 2018-2019 131 ADVERTISING AND MARKETING` Retainer OTAL Account Service Admin Fee $500,000.00 .-o Creative Production TOTAL TOTAL $1,250,000.00 Media TOTAL GROWTH MARKETS (MIDWEST) 60% $981,180.00 Leisure $735,885.00 Niche(Eco,Arts& Culture, Bridal, LGBT) $245,295.00 ESTABLISHED MARKETS (NE) 30% $490,590.00 _ Leisure $367,942.50 Niche(Eco,Arts& Culture, Bridal, LGBT) $122,647.50 _ EMERGING MARKETS (U.S. Wide) 10% $163,530.00 Leisure $122,647.50 Niche (Eco,Arts&Culture, Bridal, LGBT) $40,882.50 SPORTS/GROUP/ INTERNATIONAL/ OTHER $1,814,700.00 Sports $908,500.00 Group Meetings $181,700.00 International Media $256,000.00 Other $468,500.00 CONTINGENCY $300,000.00 Contingency $300,000.00 TOTAL MEDIA $3,750,000.00 AVA MARKETING PLAN 2018-2019 132 2 ALL TOURISM PROMOTION FUNDS FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 FUND 194-ADMINISTRATIVE COSTS Personal Services(Salaries) $1,328,900 $1,289,900 $1,050,000 $1,017,500 $902,900 $863,000 Operating Expenses $497,800 $434,600 $436,100 $429,800 $466,300 $352,900 Indirect Cost Reimbursements $82,400 $63,400 $72,600 $54,300 $61,000 $57,300 Capital Expense $9,000 $195,000 $10,000 $4,000 $15,000 $37,000 TOTAL OVERHEAD COST $1,918,100 $1,982,900 $1,568,700 $1,505,600 $1,445,200 $1,310,200 Tax Collector Fees(in Fund 184) $0 $0 $52,000 $45,500 $42,000 $41,700 TOTAL TRANSFERS $0 $0 $52,000 $45,500 $42,000 $41,700 Reserve for Contingencies $66,600 $63,100 Reserve-for Revenue Hold Back -$22,800 -$18,100 -$17,400 -$21,200 -$15,000 $0 TOTAL RESERVES $43,800 TOTAL FUND 194 ADMINISTRATIVE EXPENSES $1,961,900 $2,027,900 $1,603,300 $1,529,900 $1,472,200 $1,351,900 FUND 184-MARKETING&PROMOTION Group Meeting Support $444,500 $466,000 S300,000 $655,000 $277,000 $345,800 Advertising&Promotion $5,000,000 $5,000,000 $5,000,000 $5,000,000 $4,000,000 $3,500,000 Contractual Services $2,063,800 $2,356,200 $2,124,300 $2,226,500 $2,265,300 $1,893,700 Travel Expenses&Trade Show Registrations $220,000 $595,500 $257,000 $210,100 $152,400 $146,000 Promotional&Sponsorships $533,100 $1,361,800 $920,500 $726,400 $1,110,600 $914,900 Sports Event Venue Support $612,000 $2,030,000 $400,600 $100,000 $0 $0 Postage,Insurance,Printing $154,400 $0 $8,900 $33,900 $56,500 Trade Show Registrations $624,200 $0 $351,000 $339,000 $286,000 $235,300 TOTAL MARKETING&PROMOTION EXPENSES $9,652,000 $11,809,500 39,362,300 $9,290,900 $8,147,800 Capital Projects-Depot Baggage Car(Capitalized in FY 18) $0 $600,000 $200,000 Tax Collector Fees $190,400 $189,000 $155,000 $137,600 $118,000 $108,800 Indirect Cost Reimbursements $108,600 $147,800 $90,800 $61,700 $29,700 $39,700 Transfer to Fund 194 for Administrative Expenses $1,960,000 Transfer to Emergency Reserve Fund 196 $233,300 $834,500 Transfer to Capital Projects Fund 758 $50,000 $1,856,600 $6,600,300 $2,500,000 Transfer to Fund 759-Sports Complex Ops Income&Expenses $350,000 Reserves-Contingency&Cash ROW $0 $82,200 $98,000 $509,300 $1,103,100 $198,700 TOTAL INDIRECT AND TRANSFERS $2,892,300 $3,710,100 TOTAL FUND 184-MARKETING AND PROMOTION $12,544,300 $15,519,600 $16,506,400 $12,499,500 $9,398,600 $7,382,900 FUND 193-MUSEUM GRANTS Non-County Owned/Operated Museum Grants $725,000 $625,000 $425,000 $40,000 $379,600 $50,000 Tax Collector Fees $10,700 $10,600 $10,500 $9,300 $8,600 $8,600 Indirect Cost Reimbursements $2,800 $700 $1,800 $700 $1,400 $2,000 /_ Transfer to Fund 184 $0 $500,000 Carry forward&Reserves $1,121,400 $1,517,600 $2,082,400 $1,724,600 $900,300 $574,400 TOTAL FUND 193 MUSEUMS $1,859,900 $ 653 900 $2,519,700 $1,774,800 $1,289,900 $635,000 FUND 196-EMERGENCY ADVERTISING Post Disaster Stimulus Advertising $1,500,000 $1,500,000 $500,000 $1,500,000 $0 $500,000 Restricted for Unfunded Requests $0 $263,900 $1,764,200 Transfer to 184 $12,500 $10,500 $12,000 $12,000 $3,300 $95,800 Indirect Cost Reimbursements $1,200 $300 $300 $100 $2,600 $2,100 Carry Forward-Reserves $0 $0 $0 $768,100 $192,600 TOTAL EMERGENCY ADVERTISING RESERVE $1,513,700 $1,510,800 $776,200 $3,276,300 $774,000 $790,500 TOTAL TOURISM MARKETING&ADMINISTRATIVE BUDGET $17,879 800 $21 712 200 $21 405 600 819,080 300 812,934,700 $8,808,400 FUND 198 COUNTY OWNED MUSEUMS Operating Budget from TDC Tax $2,217,400 $2,000,000 $2,079,800 $1,857,500 $1,722,300 $1,686,200 Tax Collector Fees $40,000 $42,500 $42,500 $38,000 $34,000 $33,000 Transfers&Reserves $240,500 $469,600 $542,200 $694,600 $503,900 $204,000 TOTAL COUNTY MUSEUM OPERATIONS $2,497 900 $2 512 100 664 500 $2,590100 $2 260,200 $1 923 200 TOTAL ALL TOURISM DIV OVERSIGHT FUNDS $20,377,700 $24 224 300 $24 070100 $21,670 400 TOURISM ADMIN 194 81,961,900 MARKETING&PROMOTION 184 $12,544,300 MUSEUM GRANTS 193 $1,859,900 COUNTY MUSEUM OPERATING 198 $2,497,900 RESERVES&EMERGENCY ADVERTISING 196 $1,513,700 TOTAL FY 17 TOURIST TAX BUDGET $20,377,700 $1,513,700,7% $1,961,900,10% TOURISM ADMIN 194 $2,519,700,10%_, MARKETING 8 PROMOTION 84 MUSEUM GRANTS 193 COUNTY MUSEUM OPERATING 198 $12,544,300,62% AIA MARKETING PLAN 2018-2019 133 a GROUP SALES DEPT.BUDGET FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 FUND 184/194* FUND 184/194* FUND 184/194* FUND 184/194* FUND 184/194* Fund 184/194* Promotional Items Debi $14,000 $6,000 $5,000 S5,000 $4,000 $8,000 a Sponsorship of Meeting&Events $90,000 $60,000 $75,000 $65,000 $60,000 $30,000 Site Visits S3,000 $6,000 $6,000 $10,000 $5,000 .-. Trade Show Registrations-Debi $100 000 $90,000 $90,000 $93,000 $70,000 $100,000 Trade Show Booth Decor* S2,000 $2,000 $4,000 S2,000 $2,000 $15,000 Sales Dues&Memberships* $44,000 $10,000 $8:000 $2,000 $2,000 $6,000 ^ Debi Sales Travel $40,000 $50,000 $45,000 $45,000 $42,000 $52,000 Brochure Distribution-Video Mailers $10,000 $500 $500 S1,000 $2,000 $13,000 .... Mileage-Local* S1,000 $1,000 $1,000 $700 $700 $500 Shipping to Shows* S2,000 $2,500 $2,500 S2,000 $2,000 $10,000 Sales Missions $12,000 $15,000 $25,000 $20,000 $35,000 $0 Fam Trip Support $15,000 $15,000 $15,000 $20,000 $15,000 $30,000 Freelance Art&Video S6,000 $6,000 $6,000 $10,000 $15,000 $0 --. Printing of Invitations $500 $500 $500 $500 $500 $0 Group Meeting RFP Incentives 2 Fiscal Yrs $250,000 $300,000 $300,000 $140,000 $100,000 $345,800 DMAI EmpowerMint SO $7,500 $7,500 •�. Mid West Representation $61,500 $50,000 Travel Reimbursements at Events $18,000 $18,000 •-. TOTAL SALES&MARKETING BUDGET $669,000 • $640,000 $591,000 $416,200 $355,200 $610,300 ... REGISTER-SHOWS $100,000 TRAVEL-SHOWS&CONF $40,000 SPONSOR&PROMOS $90,000 SALES MISSIONS $12,000 RFP INCENT $250,000 ... FAMS&SITES $18,000 OPERATING-Expenses-SALES $141,000 $100,000,15% .... $141,000,22% ®REGISTER-SHOWS $40,000,6% ■TRAVEL-SHOWS&CONF --. SPONSOR&PROMOS &SALES MISSIONS ^ $18,000,3%____---.,:7-1 RFP INCENT T '�' 'I..€t FAMS&SITES EIC s �4,R, OPERATING-Expenses-SALES 4I,4,''''''4,-44,- ."*�GY ^Kf-F ` -'- I- ^ _ '^ u.:.-, ,. $90,000,14% $12,000,2% $300,000,51% .... a .•. a a a a a .�. :A MARKETING PLAN 2018-2019 134: ... LEISURE/TRAVEL INDUSTRY SALES BUDGET FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 FUND 184/194* FUND 184/194* FUND 184/194* FUND 184/194* FUND 184/194* Fund 184/194* .... Promotional Items Claudia $6,000 $5,000 $5,000 $5,000 $4,000 $3,000 Sponsorship of Meeting&Events $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 Site Visits $0 $0 $0 0 $0 Trade Show Registrations-Claudia $70,000 $63,000 $60,000 $52,000 $50,000 $44,000 Intl.Trade Show Registration-Jack $55,000 $55,000 $55,000 $50,000 $50,000 $35,000 Trade Show Booth Decor* $15,000 $14,000 $12,000 $10,000 $6,000 $4,000 Sales Dues&Memberships* $2,000 $2,000 $2,000 $2,000 $2,000 $6,000 Sales Travel-Claudia $45,000 $43,000 $40,000 $35,000 $32,000 $52,000 Intl Sales&Conference Travel-Jack $58,000 $58,000 $55,000 $50,000 $50,000 $20,000 Brochure Distribution $3,000 $5,000 $6,000 $2,000 $2,000 $13,000 Mileage-Local* $700 $700 $700 $700 $700 $1,000 Shipping to Shows* $8,000 $7,000 $7,000 $6,000 $4,000 $4,000 ^ Sales Missions $17,000 $15,000 $15,000 $10,000 $0 $0 Fam Trip Support $28,000 $25,000 $24,000 $20,000 $15,000 $15,000 Printing of Invitations $500 $500 $500 $500 $500 $0 Freelance Art-Video-Translations $2,000 $2,000 $2,000 TOTAL SALES&MARKETING BUDGET $320,200 $305,200 $294,200 $253,200 $226,200 $207,000 REGISTER-SHOWS&CONF $125,000 TRAVEL-SHOWS&CONF $103,000 SPONSOR/PROMO $16,000 FAM'S&MISSIONS $45,000 OPERATING $31,200 $320,200 $31,200 '}yy ' $45,000 �� $125.000 .. . ,,� , � .' a Y�, },. .. $103,000 REGISTER-SHOWS&CONF °TRAVEL-SHOWS&CONF SPONSOR/PROMO 'PAM'S&MISSIONS OPERATING ge MARKETING PLAN 2018-2019 135 _ Specialty Markets Sales FY 19 FUND 1841194' _ $2.000 Promotional Items $14,300 Sponsorship of Meeting&Events $3,000 _ Trade Show Registrations — Trade Show Booth Decor' $2,000 — , Sales Dues&Memberships* $1,500 Specialty Market Sales Travel $12500 Mileage-Local` $200 — Shipping to Shows* $2,000 $1,000 — Sales Missions $3,000 Fam Tnp SA:90d — Printing of Invitations $1,500 Freelance Art-Video $2,000 $45,000 TOTAL SALES& MARKETING BUDGET REGISTER-SHOWS&CONF $14,300 _ IIII $12,500 $5,000 TRAVEL -SHOWS&CONF S4,000 _ SPONSOR/PROMO .'.',;:-,,;:f:-,-i--7.-- FAM'S&MISSIONS -,-„,„,..:, OPERATING $9/00 _ SPECIALTY MARKETS SALES oirb.i.P.Aqvgtkiotime, -*1,451441,04loatfeoglopr..4g.4, 1 Olicilighorpowv-vali 14.11,410141,AKIttiall ..,, _.._. . . . . . _ . . . _ . . . . . ., . . ,.. . -- . __- . ..-, ..-.., ...., AVA MARKETING PLAN 2018-2019 136 ......., --. SPORTS MARKETING FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 .0.1k. Fund 184/194* Fund 184/194* Fund 184/194* Fund 1841194* Fund 1841194* Fund 184/194* Media&Web Advertising $203,000 $555,000 $185,000 $395,000 $25,000 $25,000 Production $25,000 $20,000 $20,000 $15,000 $14,000 $15,000 Web site&Social Media Support $35,000 $30,000 $30,000 $9,100 $9,100 $5,000 interns-Job Bank $15,600 $15,600 $15,600 $0 $54,000 $45,000 Contract Labor Event Assistance $71,560 $10,000 $71,560 $15,000 Contract/Intern Positions-FBU Support $0 $0 $0 $15,000 $1,000 $0 Travel-Trade Shows&Conferences $100,000 $60,000 $60,000 $25,000 $18,450 $10,000 Memberships* $10,000 $8,000 $8,000 $2,300 $2,300 $1,800 Registrations $40,000 $33,000 $33,000 $21,250 $14,795 $1,300 Promo Products $20,000 $30,000 $20,000 $15,000 $6,000 $3,000 Site Visits $22,000 $20,000 $20,000 $10,000 $1,000 Bid Fees/Sponsorships $50,000 $20,000 $20,000 $15,000 $12,000 $12,000 Sponsorships $50,000 $30,000 $30,000 $15,000 Cat.B Sports Event Grants $75,000 $200,000 $175,000 $75,000 $100,000 $25,000 Training* $3,000 $1,600 $1,600 $0 $1,000 Trade Show Decor-Banners $5,000 Dest Intl Impact Calculator $5,000 Marketing Banners/Event Signs $5,000 $4,000 $4,000 $2,000 $3,500 Sports Event Operating Support $540,000 $345,000 $155,000 $50,000 $36,000 Parks&Rec Support-Equip&Overtime $72,000 $100,000 $100,000 TOTAL SPORTS MARKETING $1,347,160 $1,482,200 $948,760 $679,650 $298,145 $143,100 _ ADVERTISING/PROD $228,000 REGISTRATIONS $40,000 _ TRAVEL $100,000 CONTRACT LABOR-EVENTS $71,560 SPONSORSHIPS $50,000 PROMOTIONS/SITES $42,000 EVENT SUPPORT/GRANTS $692,000 $228,000,19% ....m... A ADVERTISING/PROD ■REGISTRATIONS ... t f $40,000,3% TRAVEL Na- CONTRACT LABOR-EVENTS SPONSORSHIPS z $100,000,8% 'PROMOTIONS/SITES / 14' ` x' EVENT SUPPORT/GRANTS $692,000,57%J $71,560,6% "." $50,000,4% $42,000,3% MARKETING PLAN 2018-2019 137 PUBLIC RELATIONS&COMM.BUDGET FY 19 FY 18 FY 17 FY 16 FY 15 FUND 184/194* FUND 1841194* FUND 184/194* FUND 184/194* FUND 184/194* Contractual Services: ''., Blueway Website-Miles $0 $10,000 $5,000 $5,000 $5,000 Media Monitoring Services $15,000 $15,000 $14,000 $46,000 $46,000 CleanPix* $9,000 $9,000 $8,700 $8,700 $15,000 E-News Distribution-Constant Contact* $0 $3,500 $0 $0 $0 Video,Audio,Still Production $0 $0 $90,000 $90,000 $90,000 Constant Contact $0 $20,000 $1,000 $4,000 $4,000 TravMedia $10,000 LHR PR $172,000 $190,000 $175,000 $198,000 $198,000 Contractual Sub Total $206,000 $247,500 $293,700 $351,700 $358,000 Promotional&Travel Multimedia Production-Video,photos,other $90,000 $90,000 $10,000 $10,000 $6,000 PR Social Media Boosts $25,000 $15,000 $3,000 $3,000 $1,650 Promotional Products $10,000 $3,000 $15,000 $5,000 $5,000 Paid Influencer Fees,Freelancers for Content,PR Support $50,000 $50,000 $0 $2,000 $2,000 Sponsorships $20,000 $10,000 $40,000 $38,500 $38,500 Press Release Distribution-Events,Shows, /+.s Newswires $1,825 $3,000 $5,000 $5,000 $5,000 Individual&Group Writer Ferns $40,000 $40,000 $35,000 $35,000 S35,000 Travel-Regional/Local $7,000 $5,000 $35,000 oaN Travel-Media Missions,Conferences,Trade Shows $25,000 $25,000 $0 $0 $0 Printing-PR folders,other $2,000 $1,000 $200 $200 $200 /1, Award Submissions $2,000 $2,000 $1,000 $1,000 $1,000 Show&Conference Registrations $32,000 $4,000 $8,000 $4,000 $4,000 Sub Total Promotional&Travel $304,825 $248,000 $152,200 $103,700 Mentherships* Ragan Communications Insider $0 $400 $1,000 $1,000 $1,000 ATTA $1,000 $1,000 $1,050 $1,050 $1,050 PRSA-staff memberships $1,050 $1,050 $600 $600 $600 Family Travel Association $0 $1,500 $100 $100 $100 SATW $600 $600 $400 $400 $400 NATJA $500 See SW FL $100 $100 $175 $150 $150 FOWA $275 $200 $159 $100 $100 Naples Zoo $159 $159 $415 $395 $395 HSMAI $415 $415 $125 $125 $125 Misc.Memberships $125 $125 $4,024 $3,920 $3,920 Sub Total Memberships $4,224 $5,549 Training&Development* $4,000 $2 000 $5,000 $2,000 $2,000 Subscriptions* $3,000 $3 000 $3,000 $3,000 $3,000 Equipment-Video&Photography* $4,000 $4,000 $4,000 $3,000 $10,000 Sub Total Mc PR Expenses $11,000 $9,000 $12,000 $8,000 $461,924 $467,320 $475,270 TOTAL PUBLIC RELATIONS $626,049 $510,049 $293,700 /'s CONTRACTUAL $206,000 Aars PROMOTIONAL&TRAVEL $304,825 MEMBERSHIPS $4,224 MISC EXPENSES $11,000 rows $526,049 PR&Comm. $4,224 $11,000 s200,000 A..."4, $304,825 �� / / 44.4k •CONTRACTUAL 'PROMOTIONAL&TRAVEL MEMBERSHIPS 'MISC EXPENSES ARION PORS Al. MARKETING PLAN 2018-2019 138 "N FILM OFFICE BUDGET FY 19 FY 18 FY 17 FY 16 FY 15 4...... Fund 184/194* Fund 184/194* Fund 184/194* Fund 184/194* Fund 184/194* Registrations $12,000 $14,250 $17,250 $13,500 $10,395 "' Promotional Items $300 $200 $300 $300 $300 Sponsor Events $0 $0 $0 $250 $500 "` Mileage* $250 $200 $350 $200 $200 Travel-Out of Market $19,120 $13,900 $16,900 $20,100 $16,500 -- Cell Phone* $2,750 $2,750 $2,750 $1,550 $1,550 Office Phone* $1,000 $1,000 $1,000 $1,000 $1,000 - Office Rent* $9,600 $9,600 $9,600 $8,400 $8,400 Postage&shipping* $300 $300 $350 $350 $350 Printing $200 $200 $200 $200 $200 Office Supplies* $620 $400 $400 $400 $400 Dues&Memberships* $5,750 $5,750 $5,750 $1,500 $1,250 Subscriptions* $612 $612 $612 $612 $592 Advertising $2,000 $1,500 $1,500 $1,125 $1,125 Web Site Maintenance $10,060 $10,000 $5,000 $10,000 $10,000 Reel Scout Contract/url Register* $6,000 $6,060 $6,060 $5,060 $5,060 FILM OFFICE TOTALS $70,562 $66,722 $68,022 $64,547 $57,822 - REGISTRATIONS $12,000 TRAVEL $250 CONTRACTUAL $16,060 Siz,000 ADVERTISING $2,000 SPONSOR/PROMO $300 DUES-MEMBERSHIPS $5,750 OPERATING EXPENSES $34,202 $34,202 ' ` f 10°°1 REGISTRATIONS *TRAVEL $5,750 $z000 ADVERTISING -SPOP/SOR/PROMO OPERATING EXPENSES • MARKETING PLAN 2018-2019 139