Agenda 10/08/2019 Item #16F 3 (CVB FY19/20 Strategic Marketing Plan)10/08/2019
EXECUTIVE SUMMARY
Recommendation to approve the Fiscal Year 2019-20 Strategic Marketing Plan for the Naples,
Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this plan
promotes tourism.
OBJECTIVE: Review the strategic plan for the destination for FY 20 commencing October 1, 2019.
CONSIDERATIONS: During 2019, the Tourism Division conducted regular monthly meetings with its
sales and marketing partners from hotels, and at quarterly Advisory Roundtables where an average of 70
tourism business representatives from hotels, attractions, restaurants, shopping and arts and culture groups
contributed new suggestions for our destination marketing efforts. More input was contributed at our day-
long strategic marketing retreat on June 29, 2019 that was attended by over 80 tourism industry partners.
The information collected from all these above sources has been compiled into a one-year marketing plan
to promote the destination and a two-year long-range Strategic Plan to meet our destination marketing
objectives in the future and is ready for BCC review. The plan includes all aspects of the CVB’s
initiatives to market Collier County worldwide as a tourism destination of choice for group meetings,
sports events, leisure vacations, wellness retreats, golf vacations culinary and arts and culture getaways in
2019-2020. Upon approval by the BCC, the complete plan will be posted on our website for use by our
Collier tourism industry partners.
The plan includes Goals, Objectives, Target Markets, Situation Analysis, Strategies, Tactics,
Implementation details, and detailed planned expenditures for each marketing discipline in the proposed
FY 20 Tourism Division Budget. Those planned expenditures include Administrative Costs, Marketing
and Advertising, Public Relations and Communications, Group and Leisure Sales, Sports Marketing, Film
and Entertainment, Arts and Culture, International Representation in UK, Europe and Latin America.
FISCAL IMPACT: Tourist Development Taxes support the FY 20 destination marketing budget of
$11,596,400. Funding includes $5,500,000 for paid advertising and production as well as approximately
$6,100,000 for contracted services, promotions, sports marketing, travel, registrations, group meetings
and TDC program management.
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to
this action.
ADVISORY BOARD RECOMMENDATION: The Tourist Development Council recommended
approval of this item 8-0 at the September 23, 2019 meeting.
LEGAL CONSIDERATION: This item is approved as to form and legality and requires majority vote
for approval. - CMG
RECOMMENDATION: To approve the Fiscal Year 2019-20 Strategic Marketing Plan for the Naples,
Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this Plan
promotes tourism.
Prepared by: Jack Wert, Tourism Division Director
ATTACHMENT(S)
1. [Linked] MarketingPlan Final to BCC (PDF)
2. MARKETING PLAN PPT to BCC 10-8-19 (PDF)
16.F.3
Packet Pg. 1415
10/08/2019
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.F.3
Doc ID: 10315
Item Summary: Recommendation to approve the Fiscal Year 2019-20 Strategic Marketing Plan
for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that
this plan promotes tourism.
Meeting Date: 10/08/2019
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
09/26/2019 7:44 AM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
09/26/2019 7:44 AM
Approved By:
Review:
Tourism Jack Wert Director Review Completed 09/30/2019 9:38 PM
County Manager's Office Sean Callahan Executive Director- Corp Business Ops Completed 10/01/2019 10:24 AM
County Attorney's Office Colleen Greene Level 2 Attorney Review Completed 10/01/2019 11:41 AM
Budget and Management Office Ed Finn Additional Reviewer Completed 10/01/2019 5:05 PM
Office of Management and Budget Laura Wells Level 3 OMB Gatekeeper Review Completed 10/01/2019 11:43 AM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 10/02/2019 8:07 AM
Budget and Management Office Mark Isackson Additional Reviewer Completed 10/02/2019 9:24 AM
County Manager's Office Leo E. Ochs Level 4 County Manager Review Completed 10/02/2019 10:58 AM
Board of County Commissioners MaryJo Brock Meeting Pending 10/08/2019 9:00 AM
16.F.3
Packet Pg. 1416
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 1
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 2
Table of Contents
Overview ........................................................................................................................................................... 4
Customer Segments and Target Markets .......................................................................................................... 6
Destination Marketing Strategies ..................................................................................................................... 10
Destination Marketing Tactics .......................................................................................................................... 13
Brand Evolution Strategy ................................................................................................................................. 16
Research and Data-Driven Insights ................................................................................................................. 18
FY 19/20 Marketing Goals ............................................................................................................................... 21
FY 19/20 Marketing Strategies & Tactics ........................................................................................................ 21
FY19/20 Marketing Results Measurement ...................................................................................................... 26
Target Audience ............................................................................................................................................... 27
Media Strategy ................................................................................................................................................. 31
Creative Strategy ............................................................................................................................................. 34
New Campaign – Brand Concept: “Vacation Well” ......................................................................................... 35
Measurment, Metrics & Reporting ................................................................................................................... 37
Marketing Discipline Plans ............................................................................................................................... 39
Arts, Culture & Heritage Marketing .................................................................................................................. 52
Wellness Tourism Visionary Task Force – Strategic Plan............................................................................... 54
Air Service Marketing Support ......................................................................................................................... 57
Two Year Strategic Plan 2020-2021 ................................................................................................................ 59
Introduction ...................................................................................................................................................... 60
Assets and Resources ..................................................................................................................................... 61
Mission, Vision, Values, Commitment ............................................................................................................. 63
Destination Branding ........................................................................................................................................ 64
Serving the Customer ...................................................................................................................................... 65
Strategic Long-Term Goals - 2020-2021 ......................................................................................................... 67
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 3
Strategic Long-Term Objectives 2020-2021 .................................................................................................... 68
Challenges to Running the Business ............................................................................................................... 69
Best Practices of other Tourism Destinations .................................................................................................. 72
Building the Team ............................................................................................................................................ 73
Market Intelligence SWOT Analysis ................................................................................................................ 74
Competitive Destinations ................................................................................................................................. 78
Implementation Schedules ............................................................................................................................... 80
Meetings/Tradeshows 2020 ............................................................................................................................. 81
Local Sponsor Shows 2020 ............................................................................................................................. 82
Midwest Tradeshows ....................................................................................................................................... 83
Consumer E-Scapes Schedule ........................................................................................................................ 84
Meetings E-Scapes Schedule .......................................................................................................................... 87
Advertising and Marketing Budget ................................................................................................................... 88
Department Budgets ........................................................................................................................................ 89
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 4
OVERVIEW
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 May and at presentations for the tourism industry held in the fall of the year. The plan is based on extensive
market research from our contracted research team, secondary research sources in the tourism industry, and
in-house research derived from our customers and tourism industry partners.
OVERALL GOAL: We will use our destination marketing initiatives to answer our customers’ need to fulfill their
travel dreams – to discover places they have only thought 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. The decision to relocate, expand or start a business usually starts with a visit. Relocation
specialists indicate that an important factor in a relocation decision starts with the visitor’s messaging and leisure
travel experiences.
Due to the massive clutter in the media marketplace, potential visitors most likely will not 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, we must deliver compelling reasons to those potential visitors and convince them
to react to our brand promise and to decide to seek more information or to book travel to our area.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 5
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 and heritage experiences,
natural wonders and world-class shopping.
DESTINATION MARKETING GOALS
• Communicate our unique brand to grow destination
awareness, and 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 the decision funnel
to choose 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
that encourage them to share their experiences.
• Deliver an ever-increasing return on our
marketing investments.
• Influence potential visitors to extend their stay
by at least one additional day.
• Attract sustainable visits that maximize visitor
economic impact and encourage repeat visitation
for many years into the future.
DESTINATION MARKETING OBJECTIVES
• Grow tourist tax revenue to $30 million
by end of FY 20.
• Increase inquiries to our tourism website
by 2% by year-end 2020.
• 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 by an additional $10
each year.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 6
CUSTOMER SEGMENTS AND TARGET MARKETS
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, who make
the majority of travel decisions.
• Boomer Generation
» 54-72 age group – favoring women, families
and couples
» Affluent: $150,000+ household income $175k
• Generation X
» The 38-53 age group makes up the largest
portion of our primary demographic age bracket.
» Travel as couples and families, weighted
toward women
Secondary Demographic: Millennials and Retired Seniors
• Millennials
» 22-37 age group
» Tech-savvy, utilizing that technology
every day
» Use pinpoint targeting for couples
making $100,000+ HHI $150k
• Retired Seniors
» 65+ age bracket with time to travel
» Seniors will often bring grandchildren
on vacation.
» HHI may not be as high as other targets, but
they do have net worth and love to travel,
especially off season and mid-week
ACTIVITY TARGETS
• Interest in beach and water-based activities
• Seeking unique culinary experiences
• Destination weddings and honeymoons
• Golf vacationers
• Nature-based activity seekers
• Arts and culture enthusiasts
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 7
GEOGRAPHIC TARGET MARKETS
• Spring/Summer Domestic Markets:
» Established Markets: Miami/Fort Lauderdale, West Palm Beach, Tampa/St. Petersburg, Orlando
» Growth Markets: Atlanta, St. Louis, Detroit, Cleveland, Minneapolis, Columbus, Washington DC
» Emerging Markets: Charlotte, Baltimore, Houston, Dallas, Grand Rapids, Jacksonville
• Winter Domestic Markets:
» Established Markets:
Northeast US: Boston, New York City, Philadelphia
Midwest US: Chicago
» Growth Markets: Atlanta, St. Louis, Detroit, Cleveland, Minneapolis, Columbus, Washington DC
» Emerging Markets: Charlotte, Baltimore, Houston, Dallas, Grand Rapids, Jacksonville
• International Target Markets
» Canada (Winter Season): Ontario, Quebec
» Central Europe (year-round):
Primary: Germany, Switzerland, Netherlands, Belgium, Austria
Secondary: France, Scandinavia
» United Kingdom/Ireland (year-round)
» South America (year-round)
Primary: Brazil, Argentina
Secondary: Colombia, Chile
GROUP MEETING PLANNERS & ATTENDEES
Overall Goal: 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 selected 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 assist our hotels in booking more groups.
• Support site visits and fam tours for planners to learn about us.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 8
SPORTS EVENT ATTENDEES AND ORGANIZERS
• Promote our current sports event venues to attract new and larger events.
• Promote the new Paradise Coast Sports and Event Complex to large regional and national tournament
organizers in field sports and softball.
• 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 the new sports complex will feature.
• Communicate frequently with event organizers/rights holders to keep our 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 Paradise Coast Sports and Event Complex.
TRAVEL MEDIA JOURNALISTS
Overall Goal: 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 9
COMMUNITY PARTNERS, CITIZENS, ELECTED OFFICIALS
Overall Goal: 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 local 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 levels to communicate
and demonstrate the importance of tourism to our community. Emphasize jobs, tax savings, small business
support and our CVB’s role as the marketing arm for many small businesses in our community.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 10
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
Naples, Marco Island and The Everglades
“Paradise” is the word our customers use to describe their experience here.
That customer mindset must be in every written, spoken and photographic image
used to promote our community to the world.
• Grow Visitor Yield (Spending)
» Our brand promise to customers will focus on increasing the yield that our tourism partners
generate from our customers.
Continue to grow visitor spending in area businesses in balance with growing
the volume of visitors.
Drive the demand through promotion for visitation, resulting in higher rates
in our accommodations.
Extend length of stay for visitors, resulting in incremental spending growth.
Grow repeat visitation and attract new visitation from opportunity markets
to grow off-season visitation.
• 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 disruptors will continue to emerge. Airbnb, VRBO, 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. Instead, we must find ways to include them
in our many visitor experiences.
» Outbreaks like the Zika virus require us to have a good working relationship with Collier County
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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 11
» 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” and other societal issues, all require immediate response from law enforcement and elected officials.
They also require the CVB to be in a leadership position to manage local, regional, national and international
press coverage and implement crisis management tactics.
• 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 2020 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 top online 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 here.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 12
Adara Analytics will be used to measure travel arrangements with air and hotel bookings
to and near 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 13
DESTINATION MARKETING TACTICS
• 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, Pinterest and YouTube channels; e-mail marketing and our printed and 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.
• 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 posts.
» Our marketing agency has produced a series of 10 videos on various experiential activities including
dining, spas, accommodations, eco adventures, and arts and culture. These videos will continue
to be paired with stories and photos to describe experiences that many travelers are not aware
are offered by our area.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 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
» Sizzle SWFL Restaurant Weeks - held in both winter and summer
• Sports Events:
» Football University (FBU) National Youth Football Championships - December
» US Open Pickleball Championships - 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
» Powerboat Nationals - October
» Watercross National Championship - November
• Group Meetings and Group Travel
Attract meetings that fit our group hotel space at 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 amenities.
» Organize sales missions to areas where corporate headquarters are located to showcase
our area for meetings and professional development.
» Organize and support familiarization trips and site visits of meeting planners to experience
the destination for themselves.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 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 of interest to visitors.
» Free photo and video sharing on our website and social media channels.
» Free 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 online programs in person
workshops and webinars.
» Join destination sponsored “Instameets” with experiential bloggers and influencers.
» 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 16
BRAND EVOLUTION STRATEGY
As the Paradise Coast brand continues to evolve, the marketing and communications will evolve in parallel
in order to reflect accurate brand positioning across all customer touch points.
The Paradise Coast brand is positioned to inspire audiences with an approachable luxury destination message.
The destination is a unique slice of tranquility, discovery, and harmony that provides rich, rewarding, and multi-
sensory experiences for all on Florida’s Gulf Coast.
Only the Paradise Coast offers such a variety of experiences centered on exploring and enjoying diverse activities
for families, couples, solo travelers, and meeting attendees, as well as sports participants, golfers, and fishermen.
The successful “Love, Paradise” brand campaign will evolve this coming year into a new theme of “Vacation Well.”
Its evolution shall push boundaries to best reflect the accurate tonality, visuals, messaging, and ethos of today’s
Paradise Coast. Most importantly, its evolution shall—with intention—reflect the growth and positive direction of
where the Paradise Coast is headed as a community.
The Paradise Coast brand has evolved to further represent:
• An attainable luxurious vacation experience.
• An expansive, tranquil beach destination.
• A collection of offerings that address and enhance one’s personal, physical,
emotional, psychological, mental, and spiritual well-being.
• A welcoming area that encourages and embraces diversity and acceptance.
• A home to one of the largest ecological wonders in the world: The Everglades.
• An abundance of natural settings such as parks, trails, lakes, rivers, streams, waterways,
and outdoor recreation areas.
• Diverse sports facilities, which motivate individual and group participation and support
for professional, amateur, and recreational activity.
• An expanding multicultural scene for arts, music, and shopping that attracts consumers
of all ages and market segments.
• An inspiring, welcoming, comfortable area for resident and transplanted musicians,
culinary professionals, artists, photographers, writers, and wanderlusts.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 17
PARADISE COAST BRAND
Beach Eco-
Adventure
O
Sports Wellness
Culinary Arts & Culture
Entertainment
Shopping Film
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 18
RESEARCH AND DATA-DRIVEN INSIGHTS
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 has 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.
High tech looking visual of actual origin markets overall during the winter.
We have a growing market in the Midwest currently traveling mostly in the fall, winter and spring months.
We have added within the past two years some new cities in the Midwest such as Minneapolis, Cleveland and
Columbus, and we have seen nice growth from these markets.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 19
Visitor from Ohio is exposed to the winter Valassis campaign building frequency.
Visitor flies from Chicago O’Hare and stays in market for seven days.
It is important to note that the longer the distance traveled, the longer the visitors seem to be staying in our
destination. Midwest vacationers, for example, stay about five days, compared to a drive-market visitor from
Atlanta who stays, on average, 2.5 days.
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 are 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 20
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 is 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 in the coming year.
Visitor is exposed to winter leisure campaign, then sees Conversant arts and culture, then stays three days in market.
INDUSTRY RESEARCH AND ALLIANCE 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 21
FY 19/20 MARKETING GOALS
1. Increase tourism economic impact for the destination.
2. Create, deliver and sustain tourism value for visitors, partners and residents.
3. Evolve the Paradise Coast brand.
4. Maintain brand continuity across all marketing communications channels.
5. Further tether marketing attribution to overall tourism impact.
FY 19/20 MARKETING STRATEGIES & TACTICS
Goal 1: Increase Tourism Economic Impact for the Destination
STRATEGIES & TACTICS
• Develop and implement a year-round integrated marketing communications (IMC) plan to support sales efforts
for the destination on a global level.
» Implement a data-driven advertising media plan for leisure, group/meeting, sports, eco-adventure,
international, film and various niche audience segments.
» Maximize earned PR, social, word of mouth (WOM), leveraged (partner) and owned (web, social, email,
newsletter) marketing channels to supplement and/or complement paid marketing initiatives.
» Utilize research and data to influence all plan executions and ongoing modifications.
• Align sales, marketing and communications initiatives to ensure strategy, brand and message continuity.
» Review sales/business development plans (sports, group/meeting, trade, niche, etc.) to identify specific
areas for alignment, offset, supplement and cross promotion.
» Proactively communicate brand marketing plan execution components (source market focuses,
timing/seasonality, customer segments, brand voice and messaging, creative themes, channel intentions)
with domestic and international sales team members and sales channel partners.
» Engage and explore ways to influence advance (pre-visit) Paradise Coast messaging to sports,
groups, and meetings attendees.
• Implement tools to track results and IMC plan attribution against tourism impact.
» Establish Data Depot as centralized hub to aggregate all IMC plan Key Performance Indicators (KPIs) and
Performance Metrics (PMs).
» Lean on media partners for all paid advertising metrics and measurements.
» Integrate Google Analytics for all digital platform analytics.
» Utilize advertising tag manager tools in all relevant platforms for specific digital
campaign and customer journey attribution.
» Quantify and input other IMC plan data points (public relations, KPIs, sales, etc.)
into Data Depot for holistic integrated results review, analysis and attribution.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 22
Goal 2: Create, Deliver, and Sustain Tourism Value for Visitors, Partners and Residents
STRATEGIES & TACTICS
• Research and clearly define customer profile (demographic, psychographic, behavioral, contextual)
across all sales channels.
» Identify core leisure customer profile and personas.
» Identify core sports event organizer customer profile and personas.
» Identify core group/meeting customer profile and personas.
» Identify core niche customer profile and personas.
• Manage prospective, current and past visitors and sales leads contacts and facilitate meaningful
communications in an ongoing way.
» Assess and maintain the health of all existing databases.
» Acquire new qualified visitor and sales leads contact information input into Customer Relationship
Management (CRM).
» Create and deploy direct nurturing communications with contacts via email, direct mail,
newsletters, social posts, etc.
• Effectively communicate breadth and depth of Paradise Coast tourism offerings to all customer segments.
» Identify tourism offerings to strategically showcase in IMC plan initiatives.
» Ensure content is relevant and refreshed often to maintain relevance.
» Intentionally align offerings with seasonality, message intention, consumer groups’ interest, market
segments relevance, stage in customer journey, etc.
• Incorporate relevant partner information in advertising, marketing and communications efforts (hotels, resorts,
beaches, attractions, venues, events, airports, facilities, restaurants, parks, etc.) as applicable and available.
» Routinely solicit partners for information and content (images, video) submissions for IMC plan inclusion.
» Maintain two-way open lines of communication among all partners.
• Proactively communicate value of Paradise Coast tourism to partners and residents.
» Develop and deploy communications components containing tourism KPIs and PMs for stakeholder groups
(press releases, social posts, highlight video, emails, newsletters, monthly/quarterly/annual report, etc.)
» Solicit feedback from partners to better address ways to communicate tourism value to stakeholders.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 23
Goal 3: Evolve the Paradise Coast Brand
STRATEGIES & TACTICS
• Develop new brand messaging and thematics for use within annual advertising campaigns across
all customer group segments.
» Research and establish a new campaign concept, evolving the “Love, Paradise” campaign of prior years.
» Utilize focus groups in selected source markets for campaign message, tone and visual feedback.
» Extend final campaign selection throughout annual IMC plans across all channels and mediums.
• Continuously acquire, refresh and curate destination content.
» Curate, compile and complete creative components for IMC plan needs.
» Identify priority content needs for new IMC plan executions (sports complex, golf, niche, etc.)
» Develop content shoot calendar to secure ongoing content needs and gaps.
» Proactively set aside budget for new content development as needs arise.
• Identify and incorporate travel trends and visitor insights to influence relevant campaign extensions.
» Explore sports, sports events and sports complex tourism components into campaigns such as venue
technical specifications, area amenities, event information, team/athlete leisure activities, restaurant
suggestions, etc.
» Explore wellness tourism components into campaigns such as Blue Zones, healthy eating, activities, fitness,
spa, yoga, meditation, etc.
» Explore eco/outdoor/adventure tourism components into relevant campaigns such as the Everglades,
national and state parks, fishing, boating, kayaking, paddle boarding, hiking, jet skiing, etc.
» Explore culinary components into campaigns such as exclusive/cornerstone offerings (custom beverages,
chefs, mixologists, bartenders, stone crab and other food), water-to-table/cook your catch, etc.
» Explore integration of arts and entertainment tourism components into campaigns such as visual arts,
performing arts, events, festivals, attractions, museums, etc.
» Explore integration of relevant audience components into campaigns such as LGBTQ couples, solo
travelers, couples, families, multi-generational travelers, active boomers, girls’ trips, guys’ trips, golfers,
destination wedding groups, authentic body types, international visitors, etc.
• Harness key data sources as a primary basis to craft custom messaging for consumer segments,
channels and markets.
» Create and deploy A/B testing for campaigns to garner specific consumer insights.
» Review consumer behaviors and reactions to creative and messaging across all channels
(earned, paid, owned, leveraged).
» Assess digital and social customer journey trends (Video Completion Rate (VCR), Click Through Rate
(CTR), digital source sites, social engagements) to further establish strategic creative and message
executions.
» Utilize focus groups as needed for campaign concept insights.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 24
Goal 4: Maintain Brand Continuity Across All Marketing Communications Channels
STRATEGIES & TACTICS
• Identify brand campaign asset distribution opportunities for all internal and external stakeholders.
» Create internal and external stakeholder lists requiring brand assets (such as website,
advertising media, public relations, social media, sales, sports, events, film, community
partners, visitor centers, collateral, etc.)
» Identify and satisfy specific stakeholder campaign asset needs associated by IMC plan
component (advertisement, video, image, collateral, etc.)
» Develop turnkey brand campaign asset distribution plan (Digital Asset Management
system portal, marketing tool kits, etc.)
• Ensure brand asset usage across non-advertising campaign customer journey channels.
» Deploy brand assets and aligned messaging throughout Paradise Coast websites,
including header images, primary videos, UGC, messaging, keywords, etc.
» Deploy brand assets and aligned messaging throughout Paradise Coast social media
pages, including header images, primary videos, messaging, keywords, etc.
• Design opportunities to engage internal and external stakeholders.
» Assemble and facilitate annual community workshop(s).
» Hold marketing partner workshop(s) and marketing summit(s).
• Consider additional opportunities to engage stakeholders with relevant tools and resources.
» Develop and facilitate social media (organic) workshops for partners.
» Develop and facilitate social advertising workshops for partners.
» Develop and facilitate public relations workshops for partners.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 25
Goal 5: Further Tether Marketing Attribution to Overall Tourism Impact
STRATEGIES & TACTICS
• Utilize research, data and technology to indicate marketing attribution towards return on investment (ROI) and
return on business objectives (ROBO).
» Secure key performance indicator (KPI) data through various County resources, technology and data
platforms, and research partners.
» Quantify and analyze data to measure results and report overall ROI and ROBO.
• Utilize research, data and technology to indicate marketing attribution towards return on ad spend (ROAS).
» Secure performance metrics (PM) data through marketing technology partners.
» Quantify and analyze data platforms to measure results and report ROAS.
• Utilize marketing technology platforms to analyze and compare advertising campaign performance and overall
website/digital performance.
» Secure campaign and website data through marketing technology partners.
» Quantify and analyze data to measure results and report campaign attribution contribution to overall
website/digital performance.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 26
FY19/20 MARKETING RESULTS MEASUREMENT
Our marketing communications efforts will be tracked and measured in an ongoing basis throughout
the year as follows:
• Tourism Key Performance Indicators (KPIs)
• Integrated Marketing Communications Performance Metrics (PMs)
KPIS ANNUAL 2018 JAN - AUGUST 2019
Increase Direct Visitor Expenditure $1.44M $1.35M
Increase Overall Economic Impact $2.14B $1.69B
Increase Annual Hotel Occupancy 75.2% 61.9%
Increase Average Daily Room Rate (ADR) $232 $153
Increase Average Length of Stay 3 Days 1 Hour 3 Days 6 Hours
Increase Industry Supported Jobs 39,000 TBD
PMS ANNUAL 2018 JAN - AUGUST 2019
Increase Overall Website Impressions 1,173,522 903,272
Increase Website Page Views 2,045,915 1,605,132
Increase Video Completion Rate 66.5% 71.2%
Increase Visitor Guide Downloads 1,644 1,796
Increase Database with Qualified Visitor Emails 25,710 34,459
Increase Qualified Social Channel Followers 73,529 80,693
Increase Qualified Social Channel Impressions 15,655,562 15,228,281
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 27
TARGET AUDIENCE
PARADISE COAST CUSTOM ER PERSONAS
• Travel Enthusiasts: Love to travel, do so often, and are always looking for their next new and unique
experience.
• Experiential Travelers: Seek out the authentic experiences in a destination and strive to connect with the local
people and culture.
• Luxury Travelers: Unique from the overall affluent traveler, the luxury traveler seeks exclusive experiences that
can’t be easily attained by the general consumer. They have high standards in service and quality and enjoy
treating themselves.
• Millennial Influencers: Always looking for their next great trip and are seen as experts on travel to their friends
and family. From authentic cuisine to craft beer, they want to immerse themselves in the local culture of the
destination and share socially throughout the trip.
• Nature Explorers: Look for locations that offer a myriad of outdoor activities and are interested in sustainability
and building environmental and cultural respect for the destinations they visit.
• Golf Enthusiasts: Travel specifically to play many different golf courses in the destination.
• Wedding Audiences: Families and friends that travel together for destination weddings and honeymoons.
• Wellness Gurus: Seek out destinations that promote healthy lifestyles, wellness and fitness, and find allure in
pampering themselves along the way.
• LGBTQ Travelers: While diverse in experiences they seek, from luxury to eco-tourism, they look for
destinations where they feel natural inclusion and welcomed.
• Romance Lovers: From millennial couples to empty nesters, they seek romantic getaways for relaxation and
reconnecting.
• Business Travelers: Individuals traveling for business and group meetings, conferences, incentive groups.
• Bleisure: Individuals interested in adding extra days to their business trips for leisure vacation.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 28
CUSTOMER SEGMENTS
• Leisure
» Domestic
» International
» Sports event attendees
• Sports event planners
• Meetings/groups
• Niche (LGBTQ, ecotourism, culinary, arts/culture, other specialty)
• International tour operators
• Other
» Airline initiatives
» Bridal/weddings
LEISURE TARGET MARKET SEGMENTS
In FY 2019, we adopted the strategy of segmenting DMAs into three core tiers that reflect their familiarity
with and affinity to Naples, Marco Island and the Everglades.
Based on our learnings from a full year of digital campaigns, we have refined our list to focus on the markets
that showed the most interest and performed the best.
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. The northern markets enjoy visiting in the winter
months, while residents in the Florida markets visit primarily in spring and summer. 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 for FY 20
• Fort Lauderdale
• Miami
• West Palm Beach
• Tampa/St. Petersburg
• Orlando
• New York City
• Boston
• Philadelphia
• Chicago
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 29
The Growth Market consumers consistently show a growing interest in our destination. As we see from our
Arrivalist data, the further these customers travel, the longer they will stay in our destination. We began to target
and “invite” these consumers to our destination in FY 19, and saw high interest based on their response to our
marketing and their visitation to our website. As such, we see great opportunity in this segment. A continual and
strategic presence here will build upon length of stay and increase overall spend in the destination.
Growth Markets for FY 20
• Atlanta
• Cleveland
• Minneapolis
• Columbus
• Detroit
• St. Louis
• Washington, DC
The Emerging Market consumers have a growing interest in our destination but have not been targeted before FY
19. The data indicates these markets have future potential to become visitors to our destination. As with all
other market segments, the farther customers travel, the longer they will stay in our destination. 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. Because we always want to pull in new opportunity markets to continue
to build awareness of the destination, we have added two new markets based on our data: Jacksonville and
Grand Rapids, MI.
Emerging Markets for FY 20
• Baltimore
• Charlotte
• Houston
• Dallas
• Jacksonville
• Grand Rapids
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 30
OUR TARGET CUSTOMERS
For FY 20, we are focusing on two distinct target audiences: to continue to message to our primary customer,
but to introduce the destination to a new younger affluent audience.
PRIMARY
Our primary target is between 35-64 years of age with a minimum annual HHI of $175,000. We have increased
the household income from $150K to better reflect the destination’s typical visitor, and to influence the ADR and
economic impact in a positive way. Our primary customer skews female and is the decision maker and travel
planner in the household. 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.
• Primary: 35-64 HHI $175k+
• Skewed female and head of household
SECONDARY
Our secondary target is the Affluent Millennial. This is a female skewing target, as well, but is in the 25 - 37 age
range, with a healthy household income of $150,000+. 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.
The millennial audience is willing to spend the most on vacation of any age group, and a majority of them plan
to travel more in the coming year, making them a prime target to reach.
• Affluent Millennials: 25 - 37 and $150K+ HHI
• Skewed female and head of household
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 31
MEDIA STRATEGY
We know that the consumer’s travel planning journey has changed, and we must be present throughout the process
to inspire them and invite them to dream about visiting our destination. Travel planning is no longer a linear process
from inspiration to planning to booking. With the dominance of social media and so many media touch points
bombarding our target audience every day, the typical consumer now bounces back and forth between dreaming
and actually researching and planning their next vacation. It is more important than ever to embrace and employ
a media strategy that reaches them from inspiration to dreaming to planning and holds their hand throughout
the journey to booking.
Because we want to invite the consumer to start their journey towards our destination by inspiring them, we will
employ more visual media. Showing them beautiful video and pictures will become more important than ever. We
also know that today’s consumer needs to engage with content and learn more about our destination in order to
develop an affinity, trust, and desire to visit us. Our digital strategy will shift to being more about giving them that
content and showing them the beautiful visuals, with less direct ask to click on an ad and go directly to our site.
In other words, we will give more before we ask something from them. The result will be that when they do visit
our website, they will stay longer on the site, engage more, and become high intenders to visit our destination.
PLANNING JOURNEY EVOLUTION
From: To:
Additionally, our analytics show us that visitors to our website who arrived there via paid social media ads
on Facebook and Instagram, or through a Google search, were more engaged with the site. Those visitors
have a lower bounce rate, spend more time on the site, and visit more pages to learn more about the
destination. Armed with those insights, our digital strategy in FY 20 will include more paid social media
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 32
advertising targeted to our core and niche audiences, as well as an increase in paid search, creating
a strong presence when people are actively searching for information on Florida vacations.
In addition, we will be putting an increased focus on what we know to be key consideration factors in travel
today: culinary, wellness, and eco-tourism. W e are also increasing our marketing to the LGBTQ market, which
has a high propensity for travel and strong disposable income. And with 90 golf courses, year-round excellent
weather, and three annual pro tournaments, we feel this is a perfect time to initiate a specific media campaign
to reach out to the leisure golfer during our slower times of the year.
MEDIA TACTICS
• Three main marketing campaigns to extend visibility in our markets throughout the year
• Employ an always-on strategy for paid search and social media to provide a solid base to support all campaigns
EVERGREEN / ALWAYS -ON
• Paid social media including Facebook and Instagram (organic includes Twitter and Pinterest, as well)
• Paid search (PPC) to be present when consumers are looking for information on our destination
WINTER CAMPAIGN
November through February
Focus on out of state markets in all market segments
• Digital advertising across all platforms with emphasis on video, leveraging media partners
who can reach our target consumers when they are in-market for travel
• Employ conquest targeting to be present when our consumer is considering a competitive destination
• Retargeting the consumer showing interest as a part of all digital tactics
• Brand engagement digital advertising that allows the consumer to spend time with the
destination’s brand through interactive and rich media ad units
• Content and native marketing that provides compelling information and story-telling
• Email marketing targeted to key interests of culinary and wellness
• Streaming video and audio platforms to capture the modern viewer not reached through
traditional broadcast television
• Out-of-home advertising to drive general awareness in key out-of-state city(ies)
• Influencer campaigns with integrated, multi-platform advertising overlays
• Instagram Story campaigns
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 33
• Print to inspire and drive awareness to destination with focus on culinary and travel
• Television advertising in our targets’ favorite morning news shows
• Stronger focus on eco-tourism messaging during winter campaign
SPRING CAMPAIGN
March through April
Focus on Growth, Emerging and Florida markets
• Geo-targeted digital advertising that builds on the momentum of the winter campaign,
utilizing conquest targeting, retargeting, and reaching consumers in-market for travel
• Continue email marketing to culinary, and include LGBTQ and leisure golf focused
audiences with relevant content
• Content marketing through platforms with strong following from affluent millennials
to drive spring and seed summer visitation
• Continue presence on streaming platforms including video, audio, and the emerging
platform of podcasts
• Provide content promoting fun week-long vacation itineraries targeted to key interests,
such as culinary and golf travel, in online content and social platforms
SUMMER CAMPAIGN
May through August
Focus on Florida markets and Atlanta
• Email marketing targeted to wellness and LGBTQ audiences
• Focus on leisure golf through various media to drive off-season play
• Digitally offer multiple messages and niche offerings to test and learn what works best
for this consumer segment
• Brand engagement digital with high focus on video
• Instagram Story campaign targeted to millennial audience to drive inspiration and awareness
• Streaming audio to reach targets while they are more mobile during the summer months
• Higher focus on mobile ad platforms during this time including mobile gaming and music platforms
FALL CAMPAIGN
September through mid-November
• Paid search • Facebook/Instagram • Pinterest
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 34
CREATIVE STRATEGY
Florida’s Paradise Coast is truly Paradise in every sense. Our creative must reflect that at every opportunity,
at every touch point, and in every medium. Whether it’s a full-page print ad designed to build awareness for our
brand, digital content that reinforces the breadth of our offerings, or a social post designed to drive website traffic
or spur engagement, our creative materials must promise the true definition of the term “Paradise:”
“An ideal or idyllic place or state.”
This is a promise we can (and will) back up. Because unlike other Florida beach destinations, the Paradise Coast
delivers the approachable luxury and impeccable service a visitor needs to feel pampered, special, and catered to
every minute they’re in our destination—enabling them to experience that “idyllic state.”
• Our creative product is as much a part of our brand as our beaches and our blue skies. As a result, we must
be very purposeful with the assets we create for our communications. The images we use must be elegant,
luxurious, and timeless. Our copy must be believable, approachable, and from the heart. And together, they
must tell stories that connect with our audiences on a powerful, emotional level.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 35
NEW CAMPAIGN – BRAND CONCEPT: “VACATION WELL”
Our beaches are uncrowded, spacious, and serene. Our downtown is elegant, beautiful, and luxurious.
Our dining is exclusive, out of the ordinary, and even dramatic. And our accommodations rank alongside
the finest hotels and resorts in the world.
So, when it’s time to plan your vacation, why settle for the same experiences, the same look,
and the same touristy vibe you’ll find in Any Beach Town, USA?
Elevate every single moment of every single day. Visit America’s Healthiest, Happiest City. And
Vacation Well.
This new brand campaign, tested with and praised by focus groups, works on two levels:
First, it suggests a superior visitation experience. When you come to Florida's Paradise Coast, you will enjoy
the best of everything!
Second, it helps reinforce our destination's commitment to a wellness lifestyle—perfect for today's hottest
travel trend: wellness vacations.
The campaign makes a promise that only we can deliver, a promise we will continue to build on with each
and every creative execution.
PRINT ADS
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 36
DIGITAL BANNERS
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 37
MEASUREMENT, METRICS & REPORTING
KEY PERFORMANCE INDICATORS
The “bottom line” KPIs used to measure the overall success of our marketing efforts are:
• Visitation
• Tourist Development Tax, aka Bed Tax Collections - Total amount received from 5% tax on transient rentals.
• Tourism Jobs
• 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.
• Length of Stay
• Revenue Per Available Room (RevPAR) - Room revenue divided by rooms available.
• Revenue - Total room revenue generated from the sale or rental of rooms.
PERFORMANCE METRICS
The “bottom line” KPIs used to measure the overall success of our marketing efforts are:
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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 38
ANALYTICS AND REPORTING
To measure marketing activities in a most effective manner, we deployed a custom, real-time Dashboard Analytics
System (DASH) to encapsulate all results and attributions. With real-time access across all marketing channels,
we will be able to view holistic marketing efforts, including paid media performance, social media metrics, website
performance and STR data, as well as tax collections.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 39
MARKETING DISCIPLINE PLANS
GROUP SALES PLAN FOR 2020
GOALS Create New Group
Meeting Demand
Develop New Promotion
Tools
Implement Wellness
Tourism Initiatives
Grow Partner
Engagement
Grow Group Visitation
OBJECTIVES Increase RFPs to 55 per
month, booked business
by 9 per month and room
nights by 2%.
Complete new
promotional tools and
implement them. (i.e.
"Show your Badge,”
wellness solicitation letter,
and new group video.
Complete wellness
website with regular
active listings, keep it up
to date and feature 3
annual events.
Solicit hotel partners
quarterly to join our
tradeshows and grow
participation by 3 hotels
per quarter and 3 hotels
per sales mission
by year-end.
Use trade shows and
sales missions to grow
our database of planners
in new and existing target
markets to increase
market share by 5% by
September 2020.
Attend at least two new
group meeting trade
shows and eliminate two
that are not producing to
grow this segment.
Remake the welcome and
meeting services
postcards using new
photography by
November 2019.
Increase average stay by
1 night for group meeting
attendees.
STRATEGIES Continue to focus on
growth markets for new
meetings.
Expand "Show Your
Badge” program
to new planners and
attendee and increase
restaurant business in
slower months of year
Continue the quarterly
wellness newsletter and
attend at least one
wellness focused show
per year. Stay involved
with the local strategic
movement. Request
more PR assist.
Encourage group hotels
to participate in CVB
programs.
Add new target feeder
markets for trade shows
and sales missions,
including Florida
Affordable Meetings.
Include wellness/medical,
incentives, financial and
insurance prospects.
Review RFPE policy
changes to limit to two
years out from budget
year and limit individual
hotel funds to $49k each
max per year.
Strategically pick market
segments and include
planners in a marketing
survey in new feeder
cities like DC and Atlanta.
TACTICS Distribute themed monthly
e-newsletters to group
planners.
Use new meetings photos
and videos and postcards
in marketing materials.
Encourage group hotels
to share their meeting
photos and video footage
to enhance our
destination message
Target copy to attract
more wellness prospects
for meetings in our
destination.
Reach out to sales staff of
each hotel and determine
what shows they want to
participate in with the
CVB.
Develop contacts with
new planner groups (i.e.
Martz, Experient, etc.)
Develop LinkedIn posts to
engage new planners.
Purchase locally sourced
promo items: soap,
popcorn, dolphins,
gratitude stones, wellness
journals.
Create wellness brochure
featuring businesses,
restaurants, spas, etc.
Solicit and share show list
with partners to join us at
tradeshows.
Continue webinars and
sales missions that target
planner consortia.
Promote Group
Attendance Push program
to planners to grow their
attendance. Focus on new group
product and services to
attract new and repeat
planners.
MEASURING RESULTS
Growth in number of
meetings and room
nights.
New tools to share with
planners at shows and on
sales missions.
Be recognized by media
and planners as a
preferred wellness
destination.
Develop and implement
new co-op opportunities.
Attract more RFPEs and
grow leads turned
definite.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 40
MIDWEST SALES PLAN FOR 2020
GOALS
Grow Maritz/Experient
account leads
8 RFPs per month Educate planners on the
destination’s updates and
hotel renovations
Plan and attend sales
missions and trade shows
assigned in Midwest
Grow Group Visitation by
minimum 10%
OBJECTIVES
Steer the relationship and
Increase our lead and
booked business production
from this key account in
the meetings and incentive
market
Meet or exceed our monthly
8 RFP goal and generate
booked business for the
destination
To inform Midwest planners
on the changes in our
destination and generate a
new buzz and interest in the
destination
Seek the most effective
shows and create sales
missions that will be relevant
to the destination partners
Increase site visits and fam
participation from Midwest
clients
STRATEGIES
New Maritz Marketing
Partnership agreement will
allow the CVB the
opportunity to present to this
Key incentive account at their
Fenton, MO headquarters.
Generate 8 RFPs minimum
per month
5 webinars per quarter Participate in smaller regional
shows with a more targeted
audience
Assist Debi recruiting
Midwest buyers for fams and
grow Midwest attendance by
10%
Maximize presence and
leads generated from
Maritz/Experient partnership
Leverage membership in
SITE, MPI and FICP to
generate leads
Educate planners on
activities, wellness and
sustainability options
available for groups
Attend the signature events
for the Midwest and Incentive
market
Strategically pick market
segments (under new group
demand)
2 leads per month Generate more leads from
tradeshows
Host 2 sales missions
Attend Midwest industry
events for SITE, MPI, FICP,
PCMA, ASAE, IRF and more
Attend designated trade
shows and events in the
Midwest (see travel calendar)
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 41
Midwest Sales Plan for 2020 Continued
TACTICS
We will also be allowed to
attend their annual events
with access to their key
corporate and incentive
buyers and sourcing team. A
visit to the Maritz team will be
scheduled for 2020, as their
calendar is full for 2019, and
we will travel to their Fenton
headquarters for a
presentation.
Secure leads from
Maritz/Experient account
managers and follow up for
total account management
Host education and updates
webinar for Maritz/Experient
account managers to
increase those leads and
maximize benefits from
our partnership
Chicago rep will be available
for in-office presentations
and client visits in Chicago,
as needed
Inquire about client plans for
site visits during prospecting
and RFP process
In 2020, we will also attend
the Experient Envision
appointment show in March.
Partners may be able to join.
Send eblasts with news and
updates on the destinations
to Midwest database and
via LinkedIn
Host individual target key
account webinars (i.e. BI,
Meetings & Incentives
Worldwide, Motivation)
Host Sales Missions and
Events with destination
partners in key feeder
markets (Lunch & Learn and
Reception/Dinner):
Q1: St. Louis / Kansas City
(combined with Maritz visit),
Q2: Ohio (roadshow to
include at least 2 cities:
Cleveland, Cincinnati,
Columbus)
Foster relationships with
memberships like Maritz,
Experient, HelmsBriscoe,
ConferenceDirect,
BI Worldwide, through
trainings, presentations and
webinars.
Continue webinars and
eblasts to Experient. We
have made significant
headway with Experient with
webinars, eblasts and
attending the Experient
Envision show in 2019.
Secure leads with detailed
information at events
and tradeshows
Invite hotels and DMCs to
participate on webinars when
appropriate
Result in more RFPs and
booked business.
Monthly follow up with
contacts made at trade
shows and events to secure
RFPs for
the destination
Follow up with those who do
not attend the webinars with
Video presentation
Chicago rep will attend local
industry events in the
Chicago area to generate
leads
Monthly prospecting of
Midwest rep’s robust
database of corporate,
incentive and association
planners. Each month
targeting a specific location
and market.
MEASURING RESULTS
Growth in number of
meetings and room nights
Number of RFPs sent from
the Midwest
Number of planners reached,
or number of webinars
conducted
Tradeshows attended Number of site visits and fam
attendees from Midwest
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 42
LEISURE AND TRAVEL INDUSTRY SALES
GOALS
Increase brand awareness and
grow database from Latin American
Markets
Help tour operators and travel
agents become more confident in
selling the Paradise Coast.
Grow Southwest FL as a
destination by combining efforts
with Tampa, St. Pete/Clearwater
and Fort Myers.
Increase Canadian visitation
OBJECTIVES
Train at least 1,000 travel agents in
Latin America
Coordinate sales missions and
fams. 7 events
5 West Coast of FL Coalition Sales
Mission
Train 200 travel agents in Canada
STRATEGIES
Educate agents and TO in Latin
America re: location and key selling
features of
Naples/Marco/Everglades
Host 2 fams with tour
operators/travel agents and at least
5 Sales Missions to showcase the
destination
Work together with shared contacts
and budgets to promote awareness
to the entire West Coast of FL
Educate Canadian travelers on
differences between FLL and
Naples. Take vacation from
Orlando vacation.
TACTICS
Become Virtuoso with a Latin
American buy
1 sales mission per quarter Target cities we are all interested in
for our respective destinations.
Fall eblast to database re: east
coast vs. west coast
Participate in Lat-Am tradeshows Work with tour operators that we
know are selling the destination
and create events or fams with the
travel agents that use them.
Push SWFL itinerary in through
Tampa out of Miami or vice versa
route
Spring eblast to database re:
vacation from your Orlando
vacation
Host La Cita Participate in coop campaigns
where trainings or webinars are
part of the buy.
Take advantage of shows at which
we are all in attendance to train
TO's and TA's on the west coast
of FL
Attend one show/mission
2 Lat-Am coops OTAs- Hotel beds, Booking,
Expedia
Participate in walking the trade
show at Fitur followed by sales
mission.
Tour operators selling destination. Work together to create a small
Southwest FL brochure.
Q1 - train 300 agents Q1 - 1 Mission, 1 FAM Q1 - 1 Mission Q 1 - 100
Q2 - train 300 agents Q2 - 1 Mission Q2- 2 Missions
Q3 train 200 agents Q3 - 1 Mission Q3 - 1 Missions Q3 - 100
Q4 - train 100 agents Q4 - 1 Mission, 1 FAM Q4 - 1 Mission
STRATEGIC RESULTS
1,000 agents trained 7 events 200 agents trained 200 travel agents trained
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 43
SPECIALTY MARKETS SALES
OBJECTIVES
Continue to grow database Continue to increase destination exposure Increase Partner engagement
KEY PERFORMANCE INDICATORS
Increase contacts for Weddings, LGBT and
Adventure Travel
Increase Exposure LGBTQ Friendly, Destination
Weddings, and Adventure
Increase partner contacts and attendance
STRATEGIES
Set Monthly, Quarterly, Annual Goals Content Partner Engagement
10 contacts per month Find at least 2 new pieces of content
for webpage and social media per month
per segment
Continue encouraging partners to attend
tradeshows with CVB. 1 per tradeshow min.
40 per quarter 8 per each
160 per year 24 per each 6 total for year
TACTICS
Events & Research Get the word out Engagement
Collect and meet at tradeshows and events Continue enhancing website content Keep partner info up to date in iDSS
for all markets
Host virtual tradeshows and webinars Continue Social Media presence Continue to encourage partners to host and
grow events for weddings, LGBTQ and
adventure Have agency do a newsletter or at least
segments in the leisure newsletter, e.g.
pre-Pride plans, adventure in the Everglades,
destination weddings, possibly in the meeting
newsletter for LGBTQ
STRATEGIC RESULTS
1037 Wedding/Romance Travel Agents added
to database
Featured in two Blogs one for Weddings and
One for LGBTQ
Encouraged partners to vendor at Naples Pride
including two Sponsors 8 total
93 LGBTQ travel Agents Hosted 2 weddings site visits 2 partners attended tradeshows for both leisure
and weddings
Attended Boston Globe Travel Show,
Canoecopia, RTO Summit for Leisure Sales
Hosted one LGBTQ site 30 partners participated in weddings and
LGBTQ site visits
Attended Annual Bridal Association Conference
and Travaliance virtual Luxury Weddings
Tradeshows
LGBTQ section of webpage created
Attended Connect Diversity, IGLTA and CMI
Marketing Summit for LGBTQ Travel market
Continued updates to Wedding section of page
Interviewed for LGBTQ Travel with OUTCOAST
11 RFPs from tradeshows and networking with
potential $1,339,913.65 Estimated Economic
Impact. 2 weddings and one Women's retreat
booked with estimated economic impact of
$87,188.89 to date
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 44
PR & COMMUNICATIONS PLAN
GOALS
Grow story placements
out-of-market
Grow story placement
in-market
Increase Customer
Digital Engagement
Increase Partner
Engagement
Maintain Brand Accuracy
OBJECTIVES
Obtain 150 story placements
annually in out-of-market
national, international, regional
magazines, newspapers, online
and broadcast outlets
Obtain 40 story placements
in local newspapers,
magazines, online and
broadcast outlets
Increase engagement 20%
across digital platforms
Issue one tourism
industry e-newsletter
per month, at least two
public relations/social
media workshops per
FY, maintain or
increase individual
partner contact,
assistance
Provide editorial
direction and oversight of
the annual visitors guide,
consumer e-newsletters,
industry e-newsletter and
crisis communications
Host at least 2 regional/national
writer group FAMs in the
destination (LHG lead)
Seek regular tourism
segment on local radio
and/or quotes in articles
from tourism perspective
Obtain branded content
from influencers; assist
media with content direction
for native advertising/paid
advertorials
Reach 20% open rate
on Paradise Coastlines
Newsletter
Successfully review
content for VG and
submit new info, listings
Host group and individual
international FAMs as vetting
and resources warrant (Staff
lead)
Tourism column with News-
Press continues to be a
regular feature
Increase views on
ParadiseCoast.com by 5%
PR team secures 15
different site visits to
varying partners over
the year.
Establish enhanced
emergency contact list of
hotel partners
STRATEGIES
Increase year-round visibility Promote benefits of tourism
to community
Extend reach and
engagement with new
customers
Enhance
Communications
Channel engagement
Maintain role as keepers
of the Paradise Coast
Brand
TACTICS
Evaluate trending topics and
pitch newsworthy stories that
relate.
Respond to and work
proactively with local
media. Maintain and grow
contributor relationships
with local newspapers and
magazines
Seek agreements with
influencers for creation of
branded content
Deliver industry e-
newsletter monthly.
Staff to add description
and amenities needed to
ensure quality in website
and Visitor Guide
Work with both neighboring and
other Florida destinations on
road trip-style joint visits
Respond to and work
proactively with local media
Create new digital-friendly
content in house.
Schedule PR team site
visits to stay up-to-date
on latest offerings at
hotels, attractions,
retail, restaurants.
Ensure linked web
articles/content in
consumer newsletters
are edited, up-to-date
Write and issue news releases,
fact sheets, background
releases.
Coordinate press and
partner events for State of
Collier Tourism during
National Travel & Tourism
Week and for Tourism
Awards.
Plan, produce videos, social
media to introduce partners
as the faces of travel, local
personalities
Share destination media
coverage with partners
featured.
Respond to analytics
reports with content
meeting top SEO
opportunities
Stay current on best media
relations practices by attending
PR and educational PR
conferences and local PR
chapter meetings
Utilize Destination
International's advocacy
tools and research to
inform content to best
relate to resident sentiment
Schedule, produce new
short video segments with
regional video vendors
Hold two PR/social
media workshops
Maintain destination
authenticity, accuracy
during crisis. Provide
regular updates via
website beach conditions
page or other pages;
social media, news
releases
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 45
PR & Communications Plan Continued
Host group media visits with
partner interest
Develop website content to
help visitors understand,
appreciate, and participate
in the local community
through voluntourism, CSR,
charitable giving.
Set up local photographers
as vendors to obtain new,
authentic photo content.
Work with EOC and
CVB team to streamline
and improve hotel and
industry
communications
Meet with media face to face in
their offices for editorial desk
sides
Post monthly and annual
visitor stats on website.
Maintain regular addition of
events, business listings
and editorial updates to
ParadiseCoast.com.
Be authentic, highlight
destination how-tos;
best bets, secrets
Issue targeted news
releases about visitor
statistics as warranted to
highlight newsworthy
information about results.
Coach partners to add their
own deals, events, updates
to website
Work with arts & culture
partners to highlight
new public art and other
engaging initiatives
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 46
DIGITAL & SOCIAL MEDIA MARKETING PLAN FOR 2019-2020
GOALS
Grow social media
engagement with present
and future visitors
Construct Spanish website 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
Build Chat-Bots for our
Facebook page
OBJECTIVES
Increase social media link
clicks to 150k by the end
of 2020
Increase social media
engagements to 500,000
by the end of 2020
Increase Social Media
Impressions to at least
30m for 2020.
Host two social
media/partner workshops
in quarters two and four
in 2019
Minimum of 12 Facebook
live sessions by the end
of 2020
STRATEGIES
Engage more of our
partners in social media
and digital implementations
Create more compelling
content for the website
Increase usage of user
generated content and
engage in more
conversations
Increase frequency of
boosted posts
Increase usage millennial
targeted content
TACTICS
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
Utilize existing technology
platforms
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 47
SPORTS MARKETING PLAN 2020
OBJECTIVES
Partner with Paradise
Coast Sportsplex
Operating Agency (Sports
Force Inc.) to market,
attract, and book national
and/or international events.
Communicate quarterly
with event
organizers/rights holders to
keep relationships fresh.
Increase social media
exposure of all the sporting
events
Focus on leveraging
Sugden and East Naples
parks more
tournaments/events
Develop intern program
with FGCU
KEY PERFORMANCE INDICATORS
1-2 new
national/international
tournaments booked.
Maintain 80% weekend
tournament booking rate.
Improve overall satisfaction
and communication with
the promoter
Increase social media
followers on all platforms,
and increase traffic to the
sportsinparadise.com
website
Book 1-2 new events Internship program
developed and initiated
STRATEGIES
Capitalize on NCRP’s new
turf fields and the first
phase fields at the
Paradise Coast Sportsplex
in activating larger events
and new summer events.
Conduct Quarterly
meetings with promoters
Ensure Sports are on all
social media platforms
Host 3-6 promoters for site
tours
Partner with FGCU Sports
Marketing Department
Work with Ad Agency
on contract increase
awareness of the
Sportsplex
TACTICS
Strategic ad placement,
rendering video of
Sportsplex, and increase
print, digital, email content
campaign
Scheduled conference
calls and emails
Create events within our
Facebook page/Facebook
live
Research and connect to
promoters who have these
type of events
Attend internship fairs at
FGCU to recruit interns.
Negotiate Connect 2020
sponsorship buy featuring
the Paradise Coast
Sportsplex
Face to Face meetings
when possible
Create an Instagram page Setup visits that include
pickleball and water
sports/beach promoters
In class presentations
at FGCU
Attend
conferences/tradeshows
with SFI
Actively posting relevant
contact on all platforms
STRATEGIC RESULTS
Room Night Growth
at year end
Increased overall
satisfaction survey results
with the CVB
Increased Total
Engagements by Year-end
Room Night Growth
at year end
Promote overall customer
service and support to the
promoter and their event.
Increase economic impact
to the County
Increase economic impact
to the County
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 48
FILM OFFICE MARKETING PLAN 2020
OBJECTIVES
Expand current location library Increase Leads/Inquiries Increase Production/ Spend Grow Client Social Media
Engagement Increase in website activity
KEY PERFORMANCE INDICATORS
Increase files to Reel-Scout® Inquiry/Lead Increase Goals Production Spending Increases Increase New
Engagements/Followers
Link to on-line directory thru R-S or
ProdHub
STRATEGIES
With new insights from Reel-Scout
training, revamping our opening
page and the selection of "hero"
shots for each Location. Refresh
current locations; Delete defunct
locations; Expand current library or
images
Follow-up on new business and
cultivate repeat clients
Encourage productions to hire local
production/support crew (although
our #s are waning)
Increase two-way engagement with
social media followers, pick up on
Instagram and LinkedIn, which we
have not done before
Create 2 new locations files
each month
Work with vendors for best local
rates
Fast, efficient permit processing Make sure all Comments are
addressed
Increase spec location files More engaging content-photos
Work w/ indie location scout to see
if shared files could benefit us both
Better use of hashtags/push
surveys - we've had a poor
response rate Use Paradise to manage some of
the day-to-day posting/mgmt.
TACTICS
Attend/Participate in national and
international tradeshows,
conferences and events - only if
their emphasis is on locations (not
incentives)
Become involved through Artis-
Naples with current film festival to
meet filmmakers & introduce them
to the possibilities/opportunities of
filming in Collier County. Develop a
mini-tour of "highlights"
With Film Florida - lobby for a Film,
TV & Digital Entertainment Tax
Credit
Daily posting of area photos for
authenticating conditions, new
construction, unique images
W/Keys & Miami Film Comms for
continued market presence in
U.K./W. Euro.FOCUS
Continue Hurricane Preparedness
Production Guide
Continue support of FL State Film
Commission
Attend Social Media Summit in
2020-Learn social media
protocol/practices (on-line, classes)
Participate in AFCI B2B Los
Angeles
Continue support/promotion of FL
State Los Angeles Liaison
Add at least two new social media
outlets to marketing (see above)
Attend Produced By NYC. AFCI
Week in L.A.
STRATEGIC RESULTS
Number of new Reel-Scout® files Percentage of Production Rise/Fall Production Spending Year-End Total Engagements
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 49
EUROPEAN MARKETING PLAN – DIAMONDE
GOALS
Grow the number of hotel room
nights (RNs) generated from
TO's - traditional and specialists
(DACH & Benelux)
Continue dedicated Travel
Industry educational activities
Strong emphasis on
implementing more B2C
sales channels and
activities
More proactive in
PR approach and
as a result, increase
features
Increase Social Media
activities
OBJECTIVES
Increase RN production The further education
of travel trade
Grow brand awareness Increase PR visibility Increase social media
activities of our own
or via TO partners
STRATEGIES
Define strong sales messages
for distribution to travel trade
Continues educational of the
travel trade with the aim of
increasing brand awareness
and expertise, in order to
grow confidence for the
proactive promotion and
successful selling of the
destination to their clients
(Travel Agent education)
Drive demand and keep
NAP destination at top of
mind among defined target
groups.
Create an increased
interest for NAP as a
destination among
journalists and
bloggers
Source and implement
methods of how one
can intensify social
media presence &
increase frequency with
a more consolidated
message
TACTICS
Strengthen relationship with key
identified travel industry partners
in order for us to maintain a
good understanding and
knowledge of the market, and as
a result for us to be in a position
to react quicker and more
effective on changing market
trends
Travel Agent and/or call
center trainings
Stronger cooperation with
TOs, Specialists and
OTA's in reach of their
audience (B2B2C)
To adopt to a more
proactive rather than
reactive approach in
sourcing and securing
PR activities
Continue strong
emphasis for social
media activities
Intensify partnerships with key
market players who have the
capability of growing business
for the destination
Regular Familiarization trips Enhance exposure for
NAP
Increase targeted
advertisements with
trade publications
(online/offline)
Seek and secure
refreshed, creative
marketing campaign
opportunities
Select targeted promotions and
marketing campaigns with the
aim of reaching our goals for
FY19/20
Travel trade educational
events, workshops and
seminars (reach through TOs
or Visit USA / Visit FL)
Increase exposure in
key media channels /
platforms
Video usage and the
successful distribution
thereof
Personal sales calls visits
Collateral material supporting
agents at the point of sale
STRATEGIC RESULTS
Campaign results Number of agents visited per
month
Measurable growth of NAP
exposure online/offline
Number of clippings of
destination NAP
Number of Facebook
followers
RN growth for hotels and overall
for NAP destination
Number or agents educated
at the end of FY19/20
Number of interactions
with journalist and
publishers
Campaign results
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 50
UK & IRELAND MARKETING PLAN
OBJECTIVES
Increase visitor numbers Increase length of stay
(room nights) and local
spend
Encourage low season
travel May- December
Solicit direct flights into
destination
Ensure and increase
product, where possible
featured by UK & Ireland
trade to consumer
KEY PERFORMANCE INDICATORS
Track visitor numbers goals Track room nights and
spending Increase Goals
Room nights goals & during
low season
Number of discussions with
key airline partners
Product goals amongst
trade - ensure multi/twin
center visits include
Paradise Coast
STRATEGIES
Continue to raise
awareness of Florida's
Paradise Coast amongst
trade & consumers
Focused communication on
diversity & reasons to visit -
experiential travel
Communicate value for
money and added benefits
during low season
Meetings and networking to
ensure conversations are
fluid
Ensure the 'brand' of
Florida's Paradise Coast is
top of mind and always at
the highest/best level
Maximize our partnerships
with trade bodies e.g.: Visit
Florida /Brand USA
Raise awareness of local
partners to encourage local
spend
Highlight events for
engaging visitors during low
season
Encourage trade partner
events to include airlines
Feature activities within the
destination e.g. Nature &
Everglades
Target consumer & trade
reach via PR
Highlight value within the
destination to increased
length of stay
Add activity to Tour
operator itineraries
Continue to ensure airlines
know we are a high-end
destination
Feature events within the
destination e.g. sports and
food events
Increase Social Media
engagement and
influencers
Encourage Industry
partners to offer value for
longer stay
Additional reasons to travel
in low season - target family
during UK & Ireland school
holidays
Ensure Airlines/ tour
operators know the
connectivity from RSW
Capture the luxury market
with 'High-life & Wild-life'
TACTICS
Generate new, fresh and
innovative content for
Florida's Paradise Coast -
social media reach
Generate new, fresh and
innovative content for
Florida's Paradise Coast -
social media
Co-op marketing
campaigns will target
reasons to travel in low
season
Ensure meetings with key
airline stakeholders during
WTM and other key events
during the year
One to one training with
tour operator/ travel agents
partners
Trade co-op marketing
campaigns with industry
partners as call-to-action
Trade co-op marketing
campaigns with Industry
partners as call-to-action
Encourage local partners to
issue low season offers to
encourage visitation
Include airline partnership
with trade & consumer
promotions
Highlight online training to
trade with incentives -
targeting activity & events
Include tour operator
partners on all activity to
convert bookings
Offer interactive activity for
trade to experience
destination
Increase use of video
content
Encourage Airlines to
sponsor FAMs into the
destination
Support FAM Trip for
agents/product managers
to experience as their
clients would - immersive
experience
Media outreach program to
generate positive news
coverage
Offer interactive activity for
consumers to experience
destination
Maximize use of destination
imagery for inspirational
creative
Work with an Airline on a
high-end sporting/cultural
event - where they can host
their customers
Senior level meetings with
product managers
Raise social media
engagement with
advertising campaign
Select an event to work
with and promote an
immersive experience
Continue to highlight all the
activity in the destination at
very low cost or free - e.g.:
iconic event 'Sunset on the
Pier'
Work closely with Ft Myers
UK office on all Airline
discussions/events
Target luxury market for
high-end experience -
promotion of activities and
events
Brand Partnerships high-
end consumer promotions
Brand Partnerships
consumer promotions
STRATEGIC RESULTS
Percentage of visitor
increase at year end
Room nights growth
at year end
Percentage of Visitor
Increase during May-
December
Track events including key
airline partner engagement
New product and tour
operators featuring
Paradise Coast
Yearly report on room
nights, target with twice
year check - year end &
year to date
Track tour operators
featuring twin
centers/longer itineraries
Track events and
engagements over the year
Interest from number of
airlines/tour operators and
Agents into our region
Engagements of agents
& tour operators over
the year
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 51
BRAZIL MARKETING PLAN – AVIAREPS
ANNUAL OBJECTIVES
Increase Room Nights Increase Destination Awareness Project development on niche
segments: luxury, LGBTQ
and families
Improve agreements with key
partners to maximize Paradise
Coast budget and ROI
KEY PERFORMANCE INDICATORS
Development of new traditional and
niche products
Visitation Increase Growth on specific coverage on both
press and social media, in the pre-
defined niche segments
Smart use of budget and number
of projects developed through
partnerships and stakeholders
STRATEGIES
Identify key factors for each tourists’
segment or profile
Create campaigns and action plans to
boost digital channels performance
(Social Media and website)
Target families and year round
travel throughout promotion of
the good weather
Grow the number of media visits
and, consequently, the positive
coverage for the destination
Identifying products for pursuing
regular Florida visitors
Production of new promotional
videos to be used on B2B and B2C
events, presentations, meetings
and social media
Increase exposure on other thematic
besides beaches and wellness,
such as adventure, breweries,
and festivals.
Strengthen the relationship with local
network of partners and suppliers
Developing products for new Florida
visitors – Family groups, Luxury,
LGBT and sports fans
Highlight what is new in the area
through Trade and PR tools
Promote various events as Naples
Restaurant Week, Naples Pride,
Stone crab Festival,
Provide value to partners through
communicating key messages in
order to create knowledge of the
destination and intent to partner
with the CVB
TACTICS
Promote training sessions for the
Leisure trade market
Promote familiarization trips in order
to produce B2B and B2C products
and contents
Develop a seasonal calendar
according to specific messages
to be used on Trade and PR efforts
covering all partners of the County
in a same voice
Identify media and other
opportunities that have interest
in nature and tourism
Develop training sessions for Luxury
and LGBTQ oriented trade market
professionals
Promote events in Brazil to be
connected with people engaged on
the tourism sector
Influencer and bloggers visit supports Conduct studies on events
opportunities for the tourism market
Identify events or similar occasions
that could provide a valuable insertion
space for Paradise Coast’s brand
exposure to both B2B and B2C
Highlight what Brazilians can find
at the destination according to
their preferences when traveling
(examples: shopping, gastronomy,
relax)
Organize familiarization visits during
those events/festivals
Identify opportunities with the B2C
sector for assembling proposals
that could generate higher
partners’ interest
STRATEGIC RESULTS
Increase on the number of travel
packages and separate product
sales
More people learning about the
west coast region where Paradise
Coast is located and its offers
as an attractive destination
Get seasonal coverage on niches
platform such as travel websites
and magazines according to
events and activities in a constant
method
Number of tourism related occasions
in which Paradise Coast is inserted
on – leisure or niche oriented.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 52
ARTS, CULTURE & HERITAGE MARKETING
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 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.
Collier County, with the assistance of the CVB, Artis-Naples, the Community Foundation of Collier County,
United Arts Council of Collier County and The Cultural Planning Group, will launch a new long-range strategic
plan for the arts, cultural and heritage market in early 2020. That plan will provide our community with a road map
to enhance our reputation as an arts and cultural destination. This plan will include the arts and culture organizations
in Collier County that are in various stages of developing new facilities and/or considering expansion plans to
existing facilities.
GOALS
• Implement and manage the new Strategic Plan for Arts Culture and Heritage in 2020 and beyond.
• 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 non-profits to promote their events and
grow attendance in the slower times of the year.
• Work with the County-owned and operated museums to build attendance for their exhibits and special events.
OBJECTIVES
• Add two new arts and culture events to the calendar in 2020.
• Grow the number of new non-County owned museum grants by three.
• Grow attendance at County-owned museum events by 3% in 2020.
• Implement the new strategic plan for arts and culture by the end of second quarter of 2020.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 53
STRATEGIES & TACTICS
• Arts & Culture section of the CVB website:
» Publish the Strategic Plan with download capabilities for all major sections of the Plan.
» Expand partner listings, descriptive information, images, hyperlinks and special offers.
» Develop dropdown menu to access arts and culture-related web videos and articles on the website.
• E-Newsletters: Distribute a consumer e-newsletter to promote the “Celebrate the Arts Month”
in November and feature arts and cultural activities again in two other months of the year. Center
content on arts, culture and history events with hyperlinks to that content on other parts of the website.
• 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 and encourage overnight stays
in our hotels. The grant guidelines encourage special event advertising and promotion of their events
in our visitor feeder markets and to link to our CVB events web pages for destination information. Encourage
packages that include hotels with event tickets, dining and shopping discounts to attract out of market visitors.
• United Arts Council: Increase distribution of the UAC’s printed and digital Cultural Arts Calendar of Events to
expand the reach for wider awareness of the arts and cultural events in our community and develop an online
ability to sell event tickets to area performances.
• Organized Tours: Solicit for one or more Collier area transportation partners to assist the CVB staff to actively
offer new experiences in our performing arts and museums developed for tour partners by an outside
consultant. 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: Identify heritage market advertising and promotional support of area historical events that will drive
more visitation to our County and nonprofit museums.
» Support the Collier County Museums major events with social and digital media placement on heritage
websites and other websites and publications with followers interested in history.
• Earned Media
» Work with our PR team to grow the coverage of museum events in our area by 10% in 2020.
» 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 location will be in the lobby of the Naples
Depot. Volunteers will be cross-trained as museum docents and as visitor information specialists.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 54
WELLNESS TOURISM VISIONARY
TASK FORCE – STRATEGIC PLAN
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, 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 database.
• 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 tagline for our wellness tourism to use on promotions, website,
partner links and press releases.
• Google “wellness” and follow guidelines.
TACTICS
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 55
• 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.
• 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 Zones,
medical, sports/water land, and 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 tagline on all correspondence and collateral when promoting destination wellness tourism.
• Get approval from CVB to use Paradise Coast in wellness promotions, tagline 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).
• 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 tagline 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 56
TIMELINE
• Speed is of the essence, as competition is using wellness to promote.
• Website listings fulfillment is complete by October 1, 2019 with wellness links to partners.
• CVB website landing page is complete.
• CVB staff to promote wellness tourism by 2020.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 57
AIR SERVICE MARKETING SUPPORT
OVERVIEW
Air service is the most commonly used transportation mode by our visitors. It is imperative that we continue
to foster partnerships with our local and regional airports and regional destination partners to identify and attract
new or expanded air service 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) and Punta Gorda (PDA).
• 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
regional 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.
• We have developed 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 Immokalee 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 58
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 Passenger Facility Charge by $2 in the next
legislative session.
• Target two seasonal co-op promotions with the German market air carrier in the fall of 2019 and winter of 2020.
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, 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 and Brand USA.
• Budget: $300,000 for FY 20 in marketing support for new or expanded air service to our area.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 59
TWO YEAR STRATEGIC PLAN 2020-2021
OVERVIEW
• The long-range plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) is a two-year
look at where we plan our destination to be within that time frame. We will drop the 2020 plan next year and add
2022 as year #2 in next year’s Strategic Plan. A detailed one-year Marketing Plan for 2019-20 is the balance of
this document.
• This two-year Strategic Plan outlines our long-range destination goals and major initiatives through 2021.
The 2019-20 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
(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 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
Debi DeBenedetto
Sales & Marketing Manager
(239) 252-2379;
Debi.De@CollierCountyFL.gov
JoNell Modys
Public Relations/Communication Manager
(239) 252-2425;
Jonell.Modys@CollierCountyFL.gov
James Hanrahan
Sports Development Manager
239-252-6293;
James.Hanrahan@CollierCountyFL.gov
Maggie McCarty
Paradise Coast Film Commissioner
(239) 659-3456;
Main Phone: (239) 252-6292
Maggie.McCarty@CollierCountyFL.gov
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 60
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 Strategic 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 Tourist Development Tax (TDT) expenditure
recommendations to the Tourist Development Council. These recommendations include beach and inlet projects
and beach park facilities capital projects funded by TDT revenues.
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 Chapter
Florida Restaurant & Lodging Association, 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 and travel influencers
including tour operators, travel agents, meeting planners, group tour operators, sports event organizers and rights
holders, and group tour leaders.
We partner with all areas of the local tourism industry in advertising, trade show attendance and the news media
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, wellness, arts and culture and airline service.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 61
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 group 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.
LONG-TERM CHALLENGES FACING OUR DESTINATION 2020- 2021
1. We are in one of the most challenging and dynamic eras in our history. Destination marketing organizations
like ours are facing a constantly evolving marketplace.
2. Consumer confidence is 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 2.5% in 2020 and 3.0% in 2021.
Total travel expenditures are expected to grow at 3% per year through 2021.
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 in the travel decision funnel, and how best
to reach them in 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 of the debt service on our Paradise Coast Sports and Event 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 for Brand USA continue to challenge our ability to compete in the International tourism marketplace.
State and federal funding 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 62
10. Homeland Security Administration’s approaches to changes in the Visa Waiver Program and Passport Policy
are a potential threat to our international visitor numbers. 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 & 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 and Integrity Service Teamwork
Accountability Quality Collaboration
Respect Knowledge Stewardship
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 63
MISSION, 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 to our residents and Collier County businesses.
OUR CUSTOMER MISSION STATEMENT
To be the trusted source of visitor information, destination amenities and activities to vacationers, meeting
attendees, sports event participants and news media.
CVB VISION STATEMENT
To be recognized as the most desirable year-round tourism destination in the world.
VALUES
We ascribe to Collier County’s values and 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 64
DESTINATION BRANDING
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 we will elevate every single moment of every single day they’re in our destination,
taking their vacation experience to all new heights. That promise is embodied in our brand-amplifying phase:
“Vacation Well.”
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 65
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 to our area year-round. We use a variety of tools to market the destination including paid advertising,
digital media, public and media 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,
wellness, arts and culture, 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
• Travel influencers
» Journalists/writers/bloggers/influencers
» Meeting planners and corporate CEOs
» 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 and producers
» Visit Florida
» Brand USA
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 66
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 Tourist Development Council (TDC) reviews
the budget in May and the County Commission reviews the proposed budget in June and adopts the budget
as of October 1.
The CVB budget for FY 20 is a part of this Marketing Plan. Each marketing discipline within the CVB has a separate
plan and supporting budget in support of the annual marketing plan and the annual tourism budget with 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,
Purchasing Card transactions 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 67
STRATEGIC LONG-TERM GOALS - 2020-2021
• 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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 68
STRATEGIC LONG-TERM OBJECTIVES 2020-2021
• Increase the percentage of group meeting attendee visitors to exceed 48% 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 $135 by the end of 2021.
• Grow our visitor satisfaction level to 97% by the end of 2020.
• Grow the economic impact to our community from visitor expenditures by 5% per year.
• Grow the number of annual visitors by 1% in 2020 and 2% in 2021.
• Grow the number of hotel room nights consumed by 1% each year through 2021.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 69
CHALLENGES TO RUNNING THE BUSINESS
INTERNAL & EXTERNAL DYNAMICS
1. Weather and other naturally 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 research and customer testing has clearly
verified that the new amplifying line of “Vacation Well” 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 $1,100 in 2019. Continuing to grow this level of savings will be challenging with
economic conditions slowing.
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 attracting 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. With the County currently in a no-growth mode, we are not able to meet those
needs. We have used Job Bank part time staff, but that is not a long-term solution.
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 staff’s job titles into ones that accurately describe their daily work and portray
to our customers the jobs they perform. Classifying our tourism staff into general countywide classifications
is a disservice to these highly talented marketing professionals who interact with their peers in other
destinations, and the job titles do not match up. This confuses our customers as to who they are dealing with.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 70
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. To retain our staff, 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.
TECHNOLOGY FACTORS:
1. Our current database management program has served us well, but our hotels do not consistently use this tool
to keep us informed of the progress of new group meeting leads. Also, with our heavy workload, our staff is
challenged in finding enough time to adequately train and use all this database management took provides.
2. We have seen some improvement, but we still experience challenges with technical services. Because we are
on the County server for all our e-mail and other office data platforms, we are very limited in bandwidth.
We cannot access many digital platforms because of Z-scaler and the slowness of the County network. We
have permission to access social medial channels, but updates tend to erase those permissions. The slowness
of the network is compounded when traveling to meet with travel influencers because the VPN network causes
further slowness and continual service interruptions.
GROWTH/SEASONAL FACTORS
1. The high season for tourism is mid-January to 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 96% 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
future visitors to come to this destination.
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 18-24 months.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 71
LEGISLATIVE/REGULATORY FACTORS
1. 2020 will pose numerous state legislative challenges. The same representatives and Senators will be in place,
and committee appointments will remain the same as last year. So, we will see a repeat of the fight to retain
funding and the sheer existence of Visit Florida. We will need to stay in touch with our delegations in both the
House and Senate to keep our state marketing organization, Visit Florida, in place and adequately funded. This
situation intensifies our advocacy work in educating our legislators on the importance of tourism to our
state and local economy.
2. The annual 60-day legislative session will also 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 Paradise Coast Sportsplex.
3. Increased federal regulations on visas and passports will negatively affect our international visitation.
4. Shared economy suppliers such as Airbnb and VRBO will continue to challenge us to collect the proper amounts
of tourist tax and sales tax on overnight accommodations to the tax collectors and to adequately regulate this
growing phenomenon.
5. Offshore drilling sites too close to Florida’s Gulf Coast continue to be discussed at the state and federal
levels, and we must be diligent to stop this threat of a spill occurring.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 72
BEST PRACTICES OF OTHER TOURISM DESTINATIONS
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.
3. This situation may improve if we are approved for future reimbursements from Florida DEP and from FEMA
and perhaps federal beach renourishment funding.
4. 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.
5. Most Florida tourist destinations fund the operation of their County-owned museums from general revenue,
not tourist development taxes, so their tourist tax revenue can be used for promotion of their destination.
6. 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, especially for special events and exhibits.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 73
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.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 74
MARKET INTELLIGENCE SWOT ANALYSIS
STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
STRENGTHS
• 30-miles of white sand beaches unlike east coast Florida beaches with no entry fee.
• Legendary sunsets and nightly celebrations.
• Small town charm offering a slower pace, with a walkable downtown environment.
• Year-round great weather with sunshine virtually every day.
• Family friendly destination with growing activities for children.
• Wide choice of accommodations, from five-star to budget.
• Diverse multicultural events and activities, including Native American heritage.
• Strong food culture with many locally owned, unique restaurants and well-known chefs.
• Welcoming community with friendly residents and customer service-oriented employees.
• Diverse shopping opportunities, from outlets to boutique to malls and luxury collections.
• 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.
• Year-round employment opportunities supported by increasing visitor spending.
• Strong brand recognition and pride with our community and marketing partners.
• Artificial reef offers fishing and diving opportunities.
• A safe, low crime rate, with Marco ranked #1 in safety in Florida and Naples at #11.
• 80% of County is in preserved land with abundant green space in community, and neighborhood,
regional and state parks to enjoy eco-experiences.
• Visitor transportation companies offer unique trolleys, trikes and complimentary shuttles.
• Close to Miami, Fort Lauderdale, Palm Beach, Orlando and Sarasota, making day trips easy for visitors.
• A wellness destination featuring recreation, healthy choice dining for all ages.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 75
WEAKNESSES
• Higher than average airfares into Southwest Florida International Airport (RSW).
• Limited direct flights reduce potential visitor growth, especially from the US west coast and the UK.
• Higher than average transportation cost and distance from RSW.
• Higher than expected accommodation rates in high season.
• Summer heat and rain discourages new visitors from experiencing our area.
• Perception that our area is only a retirement community with limited activity for families.
• Limited entertainment and nightlife options that discourage couples and Millennials.
• Limited late-night dining options, especially for international visitors.
• Limited beachfront dining options expected by visitors to a water-based 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 Tourism Division staff to manage record growth in visitation.
• Afternoon summer showers limit outdoor activities.
• Limited beach access in unincorporated areas of the County.
• No all-inclusive offerings that discourages some international visitors.
• Summer water conditions discourage visitation to the beach and Gulf waters.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 76
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 is attractive to 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 all-inclusive packages to offer visitors one stop shopping for a vacation.
• Value season in spring, summer and fall offers great values for visitors.
• 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 our growing offerings for families and Millennials.
• Promote to the growing the Argentina, Chile, Colombia markets in South America.
• Promote our growing reputation as an LGBTQ-friendly community and promote these events
and infrastructure to this affluent market segment.
• Promote our ever-expanding craft beer breweries and signature cocktail offerings.
• Promote our unique events and areas, like Swamp Buggy Races, Chokoloskee and Isle of Capri.
• Communicate our affordable beach parking fees: $8 vs. $20 per day in competing markets.
• Enhance our promotion of sunsets, beautiful skies and pleasant evenings.
• Create more suggested itineraries to post on our website to encourage longer stays.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 77
THREATS
• Weather, climate change, natural and manmade disasters that discourage visitation.
• Water pollution algae blooms, land run off result in a very negative impact on our
ecosystem and visitation.
• Climate change and 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.
• Lodging offered by VRBO, Airbnb and others grow in popularity posing life style challenges
to neighborhoods with limited resources to enforce and control of those challenges.
• Environmental regulations protecting turtle nesting, sea grasses and beach erosion methods
limit our year-round visitor activities.
• Workforce and affordable housing shortages limit our employment needs in hospitality and tourism sector.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 78
COMPETITIVE DESTINATIONS
• Fort Myers
• Sarasota
• Clearwater/St. Pete
• Palm Beach
• Fort Lauderdale
• Miami
• Florida Keys
LEE COUNTY:
Tourist Tax Collection: $36,283,578
Visitation: 4.8 million
Visitor Spending: $3.1 billion
Marketing Budget: $18 million
Economic Impact: $3+ billion
Messaging: From Lively to Luxurious to Laidback
SARASOTA:
Tourist Tax Collection: $21+ million
Visitation: 2,726,600
Visitor Spending: $1.8 billion
Marketing Budget: $6 million
Economic Impact: $3+ billion
Messaging: Where Drifting Away Actually Brings You Closer
CLEARWATER/ST. PETE:
Tourist Tax Collection: $59+ million
Visitation: 116.5 million
Visitor Spending: $5+ billion
Marketing Budget: $27 million
Economic Impact: $10 billion
Messaging: Sugary Sands and Fiery Sunsets
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 79
PALM BEACH:
Tourist Tax Collection: $53+ million
Visitation: 8+ million
Visitor Spending: $4.8 billion
Marketing Budget: $4.4 million
Economic Impact: $6+ billion
Messaging: You’ve Arrived.
FORT LAUDERDALE:
Tourist Tax Collection: $86.9 million
Visitation: Q1 33.2 million
Visitor Spending: $14+ billion
Marketing Budget: $5+ million
Economic Impact: $10.78 billion
Messaging: Hello, Sunny
MIAMI:
Tourist Tax Collection: $26+ million
Visitation: 15+ million
Visitor Spending: $26+ billion
Economic Impact: $25+ billion
Messaging: Meet In Miami, a Destination that Dazzles
FLORIDA KEYS:
Tourist Tax Collection: $120 million
Visitation: 2+ million
Visitor Spending: $2.7 billion
Marketing Budget: $9.1 million
Messaging: Come as You Are
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 80
IMPLEMENTATION SCHEDULES
LATIN AMERICAN SHOWS
NAME OF SHOW DATES LOCATION
Virtuoso Latin America Sept 30 – October 3, 2019 Buenos Aires, Santiago, Rio de Janeiro, Sao Paulo
ONY Events October 10 – 11, 2019 Santiago
LADEVI breakfast training October 9 or 11, 2019 Santiago
RTO Summit October 23 – 24, 2019 Orlando
Festuris November 7 – 10, 2019 Gramado
Virtuoso México November 12 – 14, 2019 México City, Guadalajara, Monterrey
West Coast Coalition Fitur and Sales Mission January 2020 Madrid, Palma de Mallorca, Barcelona
Connect Travel Marketplace February 20 – 22, 2020 Orlando
West Coast Coalition Colombia Week of February 10 Bogota, Medellin, Cali
West Coast Coalition Argentina Week of March 16 or 23
West Coast Coalition Ecuador/Peru April 2020 – TBD Quito, Lima
ILTM May 5 – 8, 2020 Sao Paulo
West Coast Coalition Mexico Hotelbeds Markethub
and Sales Mission May 2020 – TBD TBD
IPW May 30 – June 3, 2020 Las Vegas
La Cita September 9 – 11, 2020 Marco Island
West Coast Coalition Next and Sales Mission September 2020 – TBD Cancun, Mexico
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 81
MEETINGS/TRADESHOWS 2020
SHOW NAME DATE LOCATION COST
Destination SE October 2-4 Orlando $7,000.00
Connect Independent Planners October 28-31 Grand Rapids MI $4,500.00
Connect Florida November 13-14 St. Pete FL $4,500.00
Meetings Today November 17-20 Clearwater Beach $3,800.00
Florida Encounter November 20-22 Destin $4,500.00
Conference Direct November 21-22 JW Marriott Marco Island CVB sponsorship
One wellness conference TBD TBD $5,000.00
IPEC January 26-29 Don Cesar St. Pete $8,000.00
Destination Showcase DC February DC $5,500.00
Prevue Meet well January 3-4, 2020 JW Marriott Marco Island Sponsored CVB
Sales Mission February Atlanta
Connect Financial March 4-6 Denver $4,500.00
Incentive Live North Star April 19-21, 2020 Tucson AZ $8,000.00
HPN presentation April 18 or 20 Scottsdale AZ $300.00
HelmsBriscoe Annual May 19-21 Las Vegas $5,000.00
Prevue Visionary June 1-3 Miami $7,000.00
Destination SE August 23-25 JW Marriott MI CVB sponsorship
$67,600.00
$31,525.00
$99,125.00
Atlanta February 20
Florida Sept. 16-18
TOTAL Sales Missions $6,000.00
Replacement shows or add in
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 82
LOCAL SPONSOR SHOWS 2020
SHOW NAME HOTEL HOST DATES $ CVB
Conference Direct JW Marriott Marco Island November 21-22, 2019 $15,000.00
Meet Well JW Marriott Marco Island January 3-4, 2020 $8,000.00
Destination SE JW Marriott Marco Island August 23-26, 2020 $7,000.00
HB Top Producers Hilton Marco Island December 4-8, 2019 $10,000.00
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 83
MIDWEST TRADESHOWS
2019
SHOW NAME DATE LOCATION COST
SITE Midwest Roadshow October 8 Indianapolis $1,200.00
SITE Midwest Roadshow October 9 Columbus $1,200.00
SITE Midwest Roadshow October 10 Cleveland $800.00
Impact Events October 23 Cincinnati $975.00
Prestige Show October 24 Minneapolis Paid
OPPORTUNITY SHOW November 17-24 Miami $4,000.00
Impact Events December 4 Kansas City $975.00
Impact Events December 5 St. Louis $975.00
2020
SHOW NAME DATE LOCATION COST
Experient Envision March Los Angeles $4,500.00
IMEX America September Las Vegas $6,000.00
Opportunity Show TBD TBD
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 84
CONSUMER E-SCAPES SCHEDULE
OCTOBER 2019
Celebrate the Holidays in Paradise
Focus: Families
Stone crab season launched October 15
Stone Crab Festival October 25-27
SWFL Food and Wine Experience November 23
Events: Winter Sizzle SWFL Restaurant Week December 5-18
Baconfest November 2-3
Celebration of Lights November 24
Snow Falling Nightly Every third Thursday through December
Santa Paws at The Venetian Village December 14, 5-8 pm
Christmas Boat Parade on Naples Bay December 14
Marco Island Holiday Boat Parade December 21
November is Celebrate the Arts Month: October 24-27
lots of events, plus Naples International Film Festival
A great kickoff to Celebrate the Arts month is November 2
Artis-Naples Free Community Concert
NOVEMBER 2019
Focus: Bird watching, wildlife, nature
Festival of Birds January 17-20 (8am-4pm)
Night Lights in the Garden December 26-30, January 1-5
Zoobilee at Naples Zoo (Feast with the Beasts) fundraiser February 8
Corkscrew Swamp Meditation December 7
DECEMBER 2019
Food Festival Season
Focus: Culinary
Events: Everglades Seafood Festival February 7-8
Mullet Festival January 24-26
Naples Craft Beer Festival March 7
Marco Island Seafood & Music Festival March 20-22
Wellness W eekend January 10-12
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 85
JANUARY 2020
Sugden Theatre, Marco Island Center for the Arts, Artis-Naples, Naples Art Association
Focus: Arts and Culture in Paradise
Events: 40th Annual Naples National Art Festival February 22-23
32nd Annual Naples Downtown Art Show March 21-22
on Fifth Avenue South
For the Love of Art Celebration March 28
239 Film Festival April 28
FEBRUARY 2020
Fishing in the Everglades, the Ten Thousand Islands
Focus: Fishing
Events: Marco Island Seafood & Music Festival March 22-24
MARCH 2020
Paddle boarding, beach yoga, golf, spas, hotel wellness offerings and healthy eats
Focus: Health and Wellness in Paradise
Events: 2020 Minto US Open Pickleball Championships April 18-25
Possible Triathlon or other 5K event
Happiest and healthiest community, Blue Zones Project
US Open Pickleball Championships April
APRIL 2020
Great summer specials coming to Paradise
Focus: A Taste of Paradise
Events: Summer Sizzle SWFL Restaurant Week
Food festival: Taste of Naples
Summer golf: great deals, tee time availability, etc.
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 86
MAY
Value Season and Activities for Kids in The Summer
Focus: Summer fun for families
Marco Island Center for the Arts Art Classes, Golisano Children’s Museum, Naples Zoo, Rookery Bay, the
Conservancy for classes and activities
Events: Annual sandcastle sculpting contest August
at Golisano Children’s Museum
July 4th celebration at the new sports complex July 4
JUNE
Pet Friendly Hotels, Pet-Friendly Dining Options, Shopping, Boating
Focus: Pets in Paradise
Events: Dogs in the Garden August
JULY
Activities on The Water (Boating, Jet Skis, Kayaking)
Focus: Watersports in Paradise
Events: Marco Island Boat Show
Pro Watercross event
Powerboat Nationals event
AUGUST
Collier County Museums, Smallwood Store in the Everglades, Key Marco Cat at Marco Island Historical
Museum
Focus: Heritage
Events: Cattle Drive March
SummerJazz
SEPTEMBER
Food Festivals
Focus: Dining in the destination
Events: The Stone Crab Festival
The Food and Wine Experience
Romantic getaways
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 87
MEETINGS E-SCAPES SCHEDULE
October – Medical Pharmaceutical Planners
Markets: NY, Chicago, Dallas, Philadelphia, Houston,
Atlanta, Miami, Washington DC, Minneapolis, Boston
November – Insurance Planners
Markets: Insurance cities: 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
Focus on Fifth Avenue area, millionaire population,
upscale, resorts, low-key, dining, gold
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
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
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 88
ADVERTISING AND MARKETING BUDGET
ESTIMATED BUDGET BREAKOUT AMOUNT
Account Service Retainer $500,000.00
Media $3,750,000.00
Creative Production $1,250,000.00
Total Budget $5,500,000.00
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 89
DEPARTMENT BUDGETS
GROUP SALES
FY 20
FUND
184/194*
FY 19
FUND
184/194*
FY 18
FUND
184/194*
FY 17
FUND
184/194*
FY 16
FUND
184/194*
FY 15
FUND
184/194*
Promotional Items Debi $ 14,000.00 $14,000 $6,000 $5,000 $5,000 $4,000
Sponsorship of Meeting & Events $ 60,000.00 $90,000 $60,000 $75,000 $65,000 $60,000
Site Visits $ 3,000.00 $3,000 $6,000 $6,000 $10,000 $5,000
Trade Show Registrations- Debi $ 80,000.00 $100,000 $90,000 $90,000 $93,000 $70,000
Trade Show Booth Décor* $ 2,000.00 $2,000 $2,000 $4,000 $2,000 $2,000
Sales Dues & Memberships* $44,000 $10,000 $8,000 $2,000 $2,000
HelmsBriscoe $ 7,000.00
Conference Direct $ 5,000.00
Cvent $ 22,000.00
Maritz $ 10,000.00
FSAE $ 250.00
PCMA $ 495.00
ASAE $ 395.00
FICP $ 395.00
Site Visits $ 395.00
Site TX & Chicago $ 100.00
Debi Sales Travel $ 30,000.00 $40,000 $50,000 $45,000 $45,000 $42,000
Brochure Distribution-Video Mailers $ 10,000.00 $10,000 $500 $500 $1,000 $2,000
Mileage - Local* $ 1,000.00 $1,000 $1,000 $1,000 $700 $700
Shipping to Shows* $ 2,000.00 $2,000 $2,500 $2,500 $2,000 $2,000
Sales Missions $ 12,000.00 $12,000 $15,000 $25,000 $20,000 $35,000
FAM Trip Support $ 15,000.00 $15,000 $15,000 $15,000 $20,000 $15,000
Freelance Art & Video $ 6,000.00 $6,000 $6,000 $6,000 $10,000 $15,000
Printing of Invitations $ 500.00 $500 $500 $500 $500 $500
Group Meeting RFP Incentives 2 Fiscal Yrs $ 300,000.00 $250,000 $300,000 $300,000 $140,000 $100,000
DMAI EmpowerMint $0 $0 $7,500 $7,500
Mid-West Representation $ 61,500.00 $61,500 $50,000
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 90
Group Sales Continued
Travel Reimbursements at Events $ 18,000.00 $18,000 $18,000
TOTAL SALES & MARKETING BUDGET $ 661,030.00 $669,000 #REF! $591,000 $416,200 $355,200
REGISTER- SHOWS $80,000
TRAVEL- SHOWS & CONF $30,000
SPONSOR & PROMOS $60,000
SALES MISSIONS $12,000
RFP INCENT $300,000
FAMS & SITES $15,000
OPERATING- Expenses- SALES $164,030
$661,030
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 91
LEISURE/TRAVEL INDUSTRY SALES
LEISURE/TRAVEL INDUSTRY
SALES BUDGET
FY 20
FUND
184/194*
FY 19
FUND
184/194*
FY 18
FUND
184/194*
FY 17
FUND
184/194*
FY 16
FUND
184/194*
FY 15
FUND
184/194*
Promotional Items Claudia $5,000 $6,000 $5,000 $5,000 $5,000 $4,000
Sponsorship of Meeting & Events $15,000 $10,000 $10,000 $10,000 $10,000 $10,000
Trade Show Registrations-Claudia $65,000 $0 $0 $0 0 $0
Intl Trade Show Registrations-Jack $40,000 $70,000 $63,000 $60,000 $52,000 $50,000
Trade Show Booth Décor $12,000 $55,000 $55,000 $55,000 $50,000 $50,000
Sales Dues & Memberships* $2,000 $15,000 $14,000 $12,000 $10,000 $6,000
Sales Travel- Claudia $45,000 $2,000 $2,000 $2,000 $2,000 $2,000
Intl Sales & Conference Travel- Jack $58,000 $45,000 $43,000 $40,000 $35,000 $32,000
Brochure Distribution $3,500 $58,000 $58,000 $55,000 $50,000 $50,000
Mileage - Local* $700 $3,000 $5,000 $6,000 $2,000 $2,000
Shipping to Shows* $8,000 $700 $700 $700 $700 $700
Sales Missions $12,000 $8,000 $7,000 $7,000 $6,000 $4,000
Fam Trip Support $25,000 $17,000 $15,000 $15,000 $10,000 $0
Printing of Invitations $10,000 $28,000 $25,000 $24,000 $20,000 $15,000
Freelance Art-Video- Translations $2,000 $500 $500 $500 $500 $500
West Coast FL Coalition Promotions $15,000 $2,000 $2,000 $2,000
TOTAL SALES & MARKETING BUDGET $318,200 $320,200 $305,200 $294,200 $253,200 $226,200
REGISTER -SHOWS & CONF $105,000
TRAVEL - SHOWS & CONF $103,000
SPONSOR/PROMO $15,000
FAMS & MISSIONS $37,000
OPERATING $58,200
$318,200
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 92
Leisure/Travel Industry Sales Continued
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 93
SPECIALTY MARKET SALES
SPECIALTY MARKET SALES
FY 20
FUND 184/194*
FY 19
FUND 184/194*
Promotional Items $2,000 $2,000
Sponsorship of Meeting & Events $3,000 $3,000
Trade Show Registrations $14,600 $14,300
Trade Show Booth Décor* $2,000 $2,000
Sales Dues & Memberships* $1,500 $1,500
Specialty Market Sales Travel $12,500 $12,500
Mileage - Local* $200 $200
Shipping to Shows* $2,000 $2,000
Sales Missions $3,000 $3,000
Fam Trip Support $1,000 $1,000
Printing of Invitations $1,500 $1,500
Freelance Art-Video $2,000 $2,000
TOTAL SALES & MARKETING BUDGET $45,300 $45,000
REGISTER -SHOWS & CONF $14,600
TRAVEL - SHOWS & CONF $12,500
SPONSOR/PROMO $5,000
FAMS & MISSIONS $4,000
OPERATING $9,200
$45,300
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 94
SPORTS MARKETING
SPORTS MARKETING
FY 20
FUND
184/194*
FY 19
FUND
184/194*
FY 18
FUND
184/194*
FY 17
FUND
184/194*
FY 16
FUND
184/194*
FY 15
FUND
184/194*
Media & Web Advertising $203,000 $203,000 $555,000 $185,000 $395,000 $25,000
Production $15,000 $25,000 $20,000 $20,000 $15,000 $14,000
Web site & Social Media Support $25,000 $35,000 $30,000 $30,000 $9,100 $9,100
interns- Job Bank $0 $15,600 $15,600 $15,600 $0 $54,000
Contract Labor Event Assistance $0 $71,560 $10,000 $71,560 $15,000
Contract/Intern Positions-FBU Support $0 $0 $0 $0 $15,000 $1,000
Travel -Trade Shows & Conferences $30,000 $100,000 $60,000 $60,000 $25,000 $18,450
Memberships * $1,000 $10,000 $8,000 $8,000 $2,300 $2,300
Registrations* $40,000 $33,000 $33,000 $21,250 $14,795
NASC $2,400
TEAMS $3,200
SPORTS Conference $2,000
US Sports Congress $2,700
Connect Sports $4,500
NASC CSEE Certification $1,000
Promo Products $10,000 $20,000 $30,000 $20,000 $15,000 $6,000
Site Visits $10,000 $22,000 $20,000 $20,000 $10,000 $1,000
Bid Fees/Sponsorships $100,000 $50,000 $20,000 $20,000 $15,000 $12,000
Sponsorships $50,000 $50,000 $30,000 $30,000 $15,000
Cat. B Sports Event Grants $0 $75,000 $200,000 $175,000 $75,000 $100,000
Training * $3,000 $3,000 $1,600 $1,600 $0 $1,000
Trade Show Décor-Banners $10,000 $5,000
Dest Intl Impact Calculator $5,000 $5,000
Marketing Banners/Event Signs $10,000 $5,000 $4,000 $4,000 $2,000 $3,500
Sports Event Operating Support $600,000 $540,000 $345,000 $155,000 $50,000 $36,000
Parks & Rec Support -Equip & Overtime $45,000 $72,000 $100,000 $100,000
TOTAL SPORTS MARKETING $1,132,800 $1,347,160 $1,482,200 $948,760 $679,650 $298,145
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 95
Sports Marketing Continued
ADVERTISING/PROD $218,000
REGISTRATIONS $15,800
TRAVEL $30,000
CONTRACT LABOR-EVENTS $0
SPONSORSHIPS & BID FEES $150,000
PROMOTIONS/SITES $20,000
EVENT SUPPORT/GRANTS $645,000
OPERATING EXPENSES $54,000
$1,132,800
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 96
PUBLIC RELATIONS
PUBLIC RELATIONS & COMM. BUDGET
FY 20
FUND
184/194*
FY 19
FUND
184/194*
FY 18
FUND
184/194*
FY 17
FUND
184/194*
FY 16
FUND
184/194*
FY 15
FUND
184/194*
Contractual Services:
Blueway Website-Miles $0 $0 $10,000 $5,000 $5,000 $5,000
Media Monitoring Services $15,000 $15,000 $15,000 $14,000 $46,000 $46,000
CleanPix * $9,000 $9,000 $9,000 $8,700 $8,700 $15,000
E-News Distribution * $0 $0 $3,500 $0 $0 $0
Video, Audio, Still Production $50,000 $0 $0 $90,000 $90,000 $90,000
Constant Contact $600 $0 $20,000 $1,000 $4,000 $4,000
TravMedia $6,200 $10,000
LHR PR $172,000 $172,000 $190,000 $175,000 $198,000 $198,000
Contractual Sub Total $252,800 $206,000 $247,500 $293,700 $351,700 $358,000
Promotional & Travel
Multimedia Production - Video, photos, other $40,000 $90,000 $90,000 $10,000 $10,000 $6,000
PR Social Media Boosts $29,000 $25,000 $15,000 $3,000 $3,000 $1,650
Promotional Products $9,200 $10,000 $3,000 $15,000 $5,000 $5,000
Paid Influencer Fees, Freelancers for Content,
PR Support $62,000 $50,000 $50,000 $0 $2,000 $2,000
Sponsorships $20,000 $20,000 $10,000 $40,000 $38,500 $38,500
Press Release Distribution-Events, Shows,
Newswires $1,825 $1,825 $3,000 $5,000 $5,000 $5,000
Individual & Group Writer Fams $40,000 $40,000 $40,000 $35,000 $35,000 $35,000
Travel- Regional/Local $7,000 $7,000 $5,000 $35,000 Travel- Media Missions, Conferences, Trade
Shows $30,000 $25,000 $25,000 $0 $0 $0
Printing - PR folders, other $2,000 $2,000 $1,000 $200 $200 $200
Award Submissions $2,000 $2,000 $2,000 $1,000 $1,000 $1,000
Show & Conference Registrations $15,000 $32,000 $4,000 $8,000 $4,000 $4,000
Sub Total Promotional & Travel $258,025 $304,825 $248,000 $152,200 $103,700
Memberships *
Ragan Communications Insider $0 $0 $400 $1,000 $1,000 $1,000
ATTA $1,000 $1,000 $1,000 $1,050 $1,050 $1,050
PRSA - staff memberships $1,050 $1,050 $1,050 $600 $600 $600
Family Travel Association $0 $0 $1,500 $100 $100 $100
SATW $600 $600 $600 $400 $400 $400
NATJA $500 $500
See SW FL $100 $100 $100 $175 $150 $150
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 97
Public Relations Continued
FOWA $275 $275 $200 $159 $100 $100
Naples Zoo $159 $159 $159 $415 $395 $395
HSMAI $415 $415 $415 $125 $125 $125
Misc. Memberships $125 $125 $125 $4,024 $3,920 $3,920
Sub Total Memberships $4,224 $4,224 $5,549
Training & Development * $4,000 $4,000 $2,000 $5,000 $2,000 $2,000
Subscriptions * $3,000 $3,000 $3,000 $3,000 $3,000 $3,000
Equipment- Video & Photography * $4,000 $4,000 $4,000 $4,000 $3,000 $10,000
Sub Total Misc. PR Expenses $11,000 $11,000 $9,000 $12,000 $8,000
$461,924 $467,320 $475,270
TOTAL PUBLIC RELATIONS $526,049 $526,049 $510,049 $293,700
CONTRACTUAL $252,800
PROMOTIONAL & TRAVEL $258,025
MEMBERSHIPS $4,224
MISC EXPENSES $11,000
$526,049
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 98
FILM OFFICE
FILM OFFICE BUDGET
FY 20
Fund 184/194*
FY 19
Fund 184/194*
FY 18
Fund 184/194*
FY 17
Fund 184/194*
FY 16
Fund 184/194*
FY 15
Fund 184/194*
Registrations $12,695 $12,000 $14,250 $17,250 $13,500 $10,395
Promotional Items $200 $300 $200 $300 $300 $300
Sponsor Events $0 $0 $0 $0 $250 $500
Mileage* $1,200 $250 $200 $350 $200 $200
Travel - Out of Market $13,900 $19,120 $13,900 $16,900 $20,100 $16,500
Cell Phone* $2,750 $2,750 $2,750 $2,750 $1,550 $1,550
Office Phone* $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
Office Rent* $9,300 $9,600 $9,600 $9,600 $8,400 $8,400
Postage & shipping* $300 $300 $300 $350 $350 $350
Printing $200 $200 $200 $200 $200 $200
Office Supplies* $640 $620 $400 $400 $400 $400
Dues & Memberships* $5,750 $5,750 $5,750 $5,750 $1,500 $1,250
Subscriptions* $612 $612 $612 $612 $612 $592
Advertising $2,000 $2,000 $1,500 $1,500 $1,125 $1,125
Web Site Maintenance $10,000 $10,060 $10,000 $5,000 $10,000 $10,000
Reel Scout Contract/URL Register* $6,000 $6,000 $6,060 $6,060 $5,060 $5,060
FILM OFFICE TOTALS $66,547 $70,562 $66,722 $68,022 $64,547 $57,822
REGISTRATIONS $12,695
TRAVEL $15,100
CONTRACTUAL $6,000
ADVERTISING $2,000
SPONSOR/PROMO $12,200
DUES- MEMBERSHIPS $5,750
OPERATING EXPENSES $12,802
$66,547
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 99
Film Office Continued
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 100
UK/IRELAND MARKETING
FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 FY 13
Fund 184
OMMAC, LTD
Service Fees $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000
Travel $17,534 $26,399 $26,399 $18,000 $18,630 $16,069 $16,000 $16,135
Registration Fees $13,005 $8,570 $8,570 $9,000 $8,370 $8,600 $10,000 $9,350
Brochure Dist. $4,900 $4,900 $4,900 $1,500 $4,800 $4,926 $4,900 $4,850
Sponsorships $2,500 $500 $500 $5,000 $4,500 $6,100 $6,000 $6,100
Promotions & T O Co-ops $39,961 $39,631 $39,631 $46,500 $34,880 $41,345 $40,300 $40,915
Misc. Expenses $2,100 $0 $0 $0 $8,820 $2,960 $2,800 $2,650
TOTAL UK MARKETING $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 101
BRAZIL MARKETING - AVIAREPS
Fund 184 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15
Service Fee $49,500 $49,500 $49,500 $49,500 $49,500 $49,500
Advertising* $10,000 $15,000 $15,000 $10,000 $30,000 $50,000
Co-Op Promotions* $7,000 $14,000 $14,000 $40,000 $60,000 $50,000
Trainings $6,000 $20,000 $20,000 $1,000 $4,000 $10,000
New Collateral* $5,000 $5,000 $5,000 $5,000 $6,000 $10,000
Trade Show Register* $12,450 $27,000 $27,000 $15,500 $58,000 $25,000
Fam Tours $5,000 $15,000 $15,000 $10,000 $8,000 $15,000
Press Trips $22,000 $12,000 $12,000 $21,000
Influencer Trips $7,500 $14,000 $14,000 $6,000
Media Events* $3,000 $2,000 $2,000 $3,000 $14,800 $20,000
Sales Missions $3,000 $3,500 $3,500 $3,000 $25,000
Social Media-Zebra* $18,000 $18,000 $18,000 $18,000 $30,000
Misc. OOP Expenses $3,000 $5,000 $5,000 $3,000
TOTAL $151,450 $200,000 $200,000 $185,000 $285,300 $229,500
Convention & Visitors Bureau Destination Marketing Plan 2019 - 2020 102
EUROPEAN MARKETING
FY 20 FY 19 FY 18 FY 17 FY 16 FY 15 FY 14 FY 13
Fund 184
DiaMonde Marketing, Europe
Service Fee $120,000 $120,000 $120,000 $120,000 $102,000 $102,000 $102,000 $102,000
Travel for Shows & Trainings $18,000 $18,000 $18,000 $42,343 $17,000 $17,000 $17,500 $17,000
Marketing & Promotions* $73,400 $19,265 $19,265 $52,021 $26,974 $22,700 $22,200 $21,138
Tour Op. Co-Ops -Paid Direct by CVB* $50,000 $32,035 $32,035 -$45,000 $45,000 $45,000 $45,000 $43,810
PR and Media Events $2,818 $1,200 $1,200 $8,532 $3,775 $2,531 $2,800 $3,195
Trade Show Register* $31,770 $0 $0 $2,650 $0 $5,769 $5,500 $6,551
Membership Dues* $2,040 $0 $0 $2,262 $2,165 $2,000 $2,000 $2,066
Collateral, E- Newsletters, Promo Items $35,553 $2,000 $2,000 $2,791 $3,086 $3,000 $3,000 $4,240
Miscellaneous Promotion Expenses $11,500 $7,500 $7,500 $14,401
DiaMonde Total $345,081 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
2020 STRATEGIC MARKETING PLAN
16.F.3.b
Packet Pg. 1417 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Marketing Plan Development Highlights
•Monthly meetings with hotel Sales & Marketing staffs on
strategy
•Quarterly roundtable meetings to discuss strategies and new
marketing techniques with hotels, attractions, shopping,
restaurants
•Monthly reports on market conditions from Research Data
Services, secondary research and from our International reps
•Annual Marketing Summit (June ’19)
o 100 Tourism Industry Partners helped shape the plan
o Input from Sales, PR, International, Sports Council, etc.
2
16.F.3.b
Packet Pg. 1418 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Marketing Discipline Plans
3
Group Meeting Sales
Leisure and Travel Trade Sales
Specialty Market Sales
Sports Event Sales
PR & Communications
Digital & Social Media
International Markets
16.F.3.b
Packet Pg. 1419 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
4
16.F.3.b
Packet Pg. 1420 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Destination Overview Summary
•A slice of tranquility, discovery, harmony, diversity and acceptance
•Provides a rich, rewarding multi-sensory experience
•Inspires audiences with an approachable luxury destination message
•Home to an abundance of unique wonders and delights
○The largest subtropical wilderness in the world -The Everglades
○Natural beaches, parks, trails, lakes, rivers, and outdoor recreation
○The largest artificial reef in North America
○Outstanding events, meetings and sports facilities
○Expanding arts, music, shopping and culinary scenes
5
16.F.3.b
Packet Pg. 1421 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Plan Components
•Two Year Strategic Plan 2020-2021
o Longer Term Goals, Objectives and Strategies
•One Year Integrated Marketing Plan 2019-20
o Mission & Value Statements
o Destination Marketing Goals
o Destination Marketing Objectives
o Customer Segments & Target Markets
o Destination Marketing Strategies & Tactics
o Destination Media Plan
o Marketing Plans for Sales, PR, Sports, Film (1-Page Summaries)
6
16.F.3.b
Packet Pg. 1422 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
One Year Plan Components
•International Representatives Plans
o UK/Ireland, European, Brazil/Latin America
•Nature Tourism Plan (Eco, Fishing, Reefs, etc.)
•Arts, Culture & Heritage Plan
•Air Service Marketing Support Plan
•Market Intelligence
o Destination Situation Analysis (SWOT)
o Strengths, Weaknesses, Opportunities, Threats
o Analytics Report for 2018
o Analytics Report YTD for 2019
o Competitive Analysis
•Implementation Schedules
o E-Newsletters
o Social Media Posts
•Budgets –2019-2020
o Media/Production Budget
o Budgets by Marketing Disciplines
7
16.F.3.b
Packet Pg. 1423 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Prior year successes, including post hurricane and red tide recoveries
•Confidence we know our target audience, market and tailored messaging
needs of each
•Successes with targeting Eco, Wellness, LGBTQ, Arts & Culture, Culinary
•Increased targeted household income level and it’s working
•Curated new content for sports, meetings, and culinary
•Updated and refreshed content and images
•Evolved the overarching brand campaign creative for the new fiscal year
•Not losing sight that the only thing constant is change
Situational Analysis
8
16.F.3.b
Packet Pg. 1424 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
SWOT
9
16.F.3.b
Packet Pg. 1425 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Create, deliver and sustain tourism’s positive value for our residents, business
owners, visitors and tourism industry partners
•Evolve Florida’s Paradise Coast brand into a new inspiration
•Maintain brand continuity across all marketing communications channels
•Further align marketing attribution to our measurable tourism impact metrics
•Measure and report tourism metrics in understandable ways to stakeholders
Goals
10
16.F.3.b
Packet Pg. 1426 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Customer
Segmentation
Market
Segmentation
Message
Segmentation
Advertising Media Brand Evolution Content Curation
Creative
Development Social Media Website / Digital
Earned Media Owned Media Measurement &
Reporting
Strategic Pillars
11
16.F.3.b
Packet Pg. 1427 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Leisure & Group Meeting Visitors
•Domestic
•International
•Sports
•Sports Event Organizers
•Group Meeting Planners
•Niche / Specialty Market Visitors
•LGBTQ
•Ecotourism
•Weddings / Honeymoons
•Wellness
•Culinary
•Arts and Culture
•International Tour Operators
•Journalists & Influencers
Customer Segments
12
16.F.3.b
Packet Pg. 1428 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Primary Target Customer Secondary Target Customer
Women 35 –64 Women 25 -44
Household Income of $175 K+Household Income of $150 K +
Skewed Female Affluent Millennial
Target Leisure Visitor
13
16.F.3.b
Packet Pg. 1429 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Research Drives Target Markets
14
16.F.3.b
Packet Pg. 1430 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Fort Lauderdale
•Miami
•West Palm Beach
•Tampa/St. Petersburg
•Orlando
•New York City
•Boston
•Philadelphia
•Chicago
Who: Drive and fly market travelers that
really know and adore the Paradise Coast.
Market Intention: Increase frequency of
visits and length of stay.
Markets:
Established Markets
15
16.F.3.b
Packet Pg. 1431 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Who: Drive and fly market travelers that have
some awareness and a growing interest to learn
more about Florida’s Paradise Coast.
Market Intention: Increase length of stay and
overall in-market spending
Markets:•Atlanta
•Cleveland
•Minneapolis
•Columbus
•Detroit
•St. Louis
•Washington DC Metro
Growth Markets
16
16.F.3.b
Packet Pg. 1432 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Baltimore
•Charlotte
•Houston
•Dallas
•Jacksonville
•Grand Rapids
Who: Drive and fly market travelers that
have awareness and a growing interest
in learning more about our area
Market Intention: Increase awareness
and touch at several points in the
consideration through visitation decision
making process
Markets:
Emerging Markets
17
16.F.3.b
Packet Pg. 1433 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
THE EVOLVING CUSTOMER JOURNEY
From To
Advertising Media Strategy
18
16.F.3.b
Packet Pg. 1434 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Three Distinct Campaigns: Winter, Spring, Summer, Fall
•Digital Media Focus
•Strong Video Focus
•Reach Travelers in the Inspiring & Dreaming Stage
•“Always-on” Paid Search and Paid Social Media with no
seasonal breaks
•Leverage Key Decision Factors
•Expand Reach to the LGBTQ Market
•Specific Campaign for the Summer Leisure Golfer, Arts
& Culture Lover, Culinary Seeker
Advertising Media StrategyOverall Advertising Media Strategy
19
16.F.3.b
Packet Pg. 1435 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Timing: Mid-November through February
Market Focus: Out-of-State -Cold markets
Tactics:
•Digital platforms with emphasis on video
•Content and native advertising utilizing storytelling
•Instagram Stories promoting culinary during holidays
•Streaming video and audio platforms for the modern viewer
•Leverage culinary and wellness influencers for high reach campaign
•Out of Home to drive awareness in key out-of-state market
•Television advertising in strong northern market
•Print in trusted publications with loyal following
•Exciting program integration into national show for high visibility
Advertising Media Strategy -Winter
20
16.F.3.b
Packet Pg. 1436 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Timing:Mid-March through April
Market Focus: Growth, Emerging and Florida markets
Tactics:
•Geo-targeted digital to build on winter momentum
•E-mail marketing to Arts & Culture, Culinary, LGBTQ and Leisure Golf
•Content marketing on platforms for Affluent Millennials
•Presence on streaming audio platform during highest listening time
•Out of Home to drive awareness in key out-of-state market
•Television advertising to support out-of-home in same market
•Develop content promoting fun week-long vacation itineraries
•Influencer campaign to promote leisure golf with well known personality
Advertising Media Strategy -Spring
21
16.F.3.b
Packet Pg. 1437 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Timing: Mid-May through August
Market Focus:Atlanta and Florida markets
Tactics:
•E-mail marketing targeted to Wellness and LGBTQ
•Digital campaigns with multiple messages and niche offerings
•Brand engagement with digital and video
•Streaming audio to reach mobile audiences
•Targeted channels for summer leisure golfers, travel agents,
engaged couples, and empty nesters
Advertising Media Strategy –Summer/Early Fall
22
16.F.3.b
Packet Pg. 1438 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Our creative product sets the tone for our brand as do our beaches and blue skies
•We must constantly curate and refresh our brand assets for all consumer channels
•Images must be elegant, luxurious and timeless
•Messaging must be authentic, believable, approachable and from the heart
•We must tell stories that connect with audiences on a powerful and emotional level
FY 20 Brand and Creative Strategy
23
16.F.3.b
Packet Pg. 1439 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
FY 20 Creative: Focus Group Word Cloud
24
16.F.3.b
Packet Pg. 1440 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
“Communicates adventure and the opportunity to try new things”
“Treat yourself type of indulgence.”
“Speaks to me.”
“Most unique”
“This is fun, feels adventurous.”
“This stirs me up! I want to be there!”
“This is for me.”
“Like the clever slogan.”
“Whatever your goal is, you will get the most out of this vacation.”
“Making memories, that’s how we vacation well.”
“You’re worth it, you worked hard for this, enjoy it!”
“This is good for your mental health; you go home well.”
“Seems like lots of fun.”
“Mom had a real human body in the pictures, and I appreciate that.”
“Trendy, fun slogan. I can see myself saying that to my girlfriend.”
FY 20 Creative: Focus Group Verbatims
25
16.F.3.b
Packet Pg. 1441 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
26
16.F.3.b
Packet Pg. 1442 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
27
16.F.3.b
Packet Pg. 1443 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
28
16.F.3.b
Packet Pg. 1444 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
29
16.F.3.b
Packet Pg. 1445 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
30
16.F.3.b
Packet Pg. 1446 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
31
16.F.3.b
Packet Pg. 1447 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
32
16.F.3.b
Packet Pg. 1448 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Arts & Culture Tourism
33
•Oversee Arts & Culture Strategic Plan Development for Collier County
•Arts & Culture website section: Expand partner listings, descriptive information, images, hyperlinks and special offers.
The Web Page also links to various arts & culture related web videos and articles.
•E -Newsletter: Promote Celebrate the Arts Month in November and feature arts and cultural activities again in
February. Content includes hyperlinks to community Arts, Culture & Heritage events.
•Arts, Culture & Museum Grants: Encourage to plan and submit grant applications for special events and promotions
that will attract visitors to their facilities and encourage overnight stays in our hotels.
o 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.
o Encourage packages that include hotels with event tickets, dining and shopping discounts to attract out of market
visitors
•United Arts Council collaboration to increase distribution of their printed Cultural Arts Calendar of Events and to expand
the reach of their digital event calendar
•Organized Tours: Solicit for one or more Collier area transportation partners to assist the CVB staff to organize and
actively offer tours of our County and nonprofit museums and art gallery clusters.
•Public Relations Programs: Identify cultural publications that will provide an opportunity to increase the branding
message using advertisements in cooperation with area arts and culture organizations.
16.F.3.b
Packet Pg. 1449 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Heritage Tourism
34
•Paid Media: Support Heritage market advertising and promotional support
of area heritage and historical events
o Work with Collier Museums and non-profit museums to encourage
placement of targeted heritage advertising
o Support the Collier County Museums major events with social and digital
media placement on heritage websites and in publications with followers
interested in history.
•Earned Media: Grow coverage of museum events and encourage museum
visitors to post to social media platforms
•Naples Depot Visitor Center: Promote this new location at the Naples
Depot Museum to inform visitors of the many visitor activities available in
the County. This new center will be located in the lobby of the Depot
16.F.3.b
Packet Pg. 1450 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Air Service Development
35
•Attract new domestic scheduled and chartered flights from the Western U.S. 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 New York,
Chicago, Atlanta, Charlotte and Dallas
•Market the Miami, Ft. Lauderdale, Palm Beach, Tampa, and Orlando, Punta Gorda and
Sarasota airports as close-by entry points to our area.
•Work with receptive tour operators located in Miami and Orlando that represent the major air
carriers into Southwest Florida to expand the number of Collier County hotels featured in their
travel programs (i.e. US Air Vacations, Allegiant Vacations, Delta Vacations)
•Distribute our Official Visitor Guides and maps at RSW, Punta Gorda, Naples Municipal
Airport and Collier County Airports.
•Maintain current and create new co-op programs with Lee VCB, RSW Airport, Visit Florida
and Brand USA to promote new air service to RSW
•Attend Air Service Development trade shows (i.e. Routes Americas & World Routes)
•Apply for Air Service grants with Visit Florida
16.F.3.b
Packet Pg. 1451 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Estimated Budget Breakout Amount
Account Strategy and
Management Retainer $500,000
Advertising Media $3,750,000
Creative Services $1,250,000
Total Budget $5,500,000
Marketing Budget
36
16.F.3.b
Packet Pg. 1452 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•FY 19 Record Year of successes and learnings
•Start FY 20 strong-build on the current momentum
•Stay the course with narrowed market segments
•Maximize all partnerships in bigger, bolder ways
•Allow data to continue to drive business decisions
•Analyze plans to pivot, purge and proceed as needed
•Quantify and report results with actionable business insights
Build on our Successes
37
16.F.3.b
Packet Pg. 1453 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
•Three Distinct Campaigns: Winter, Spring, Summer
•Digital Media Focus
•Strong Video Focus
•Reach Travelers in the Inspiring & Dreaming Stage
•Media is “Always-on” –No seasonal breaks
•Leverage Key Decision Factors
•Expand Reach to the LGBTQ and Wedding Market
•Specific Campaigns for the Summer Leisure Golfer, Arts &
Culture Lover, Wellness Seeker and Culinary Lovers
Advertising Media StrategySummary of Overall FY 20 Strategy
38
16.F.3.b
Packet Pg. 1454 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Comments &
Suggestions
16.F.3.b
Packet Pg. 1455 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)
Recommendation
16.F.3.b
Packet Pg. 1456 Attachment: MARKETING PLAN PPT to BCC 10-8-19 (10315 : FY 20 Tourism Strategic Marketing Plan)