Agenda 10/13/2020 Item #16F 2 (FY20/21 CVB Strategic Marketing Plan)10/13/2020
EXECUTIVE SUMMARY
Recommendation to approve the Fiscal Year 20-21 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 FY21 commencing October 2020.
CONSIDERATIONS: From the beginning of FY21 in October 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.
We postponed our quarterly partner meetings in March 2020 due to the COVID-19 outbreak but
continued virtual meetings and e-newsletter contacts with our partners each week. We gained additional
input from our tourism partners at our day-long strategic marketing retreat in August that was a hybrid
virtual meeting attended by over 60 tourism industry partners.
The information collected from all these above sources has been compiled into a one-year marketing plan
to promote the destination to meet our destination marketing objectives in the next year and is ready for
review. The plan includes all aspects of the CVB’s initiatives to market Collier County worldwide as a
tourism destination of choice for group meetings, sports events, leisure vacations, wellness retreats, golf
vacations, culinary, and arts and culture getaways in 2020-2021. Upon approval by the BCC, the
complete plan will be posted on our website for use by our Collier tourism industry partners.
The Marketing Plan includes Goals, Objectives, Target Markets, Situation Analysis, Strategies, Tactics,
Implementation details, and detailed planned expenditures for each marketing discipline in the proposed
FY 21 Tourism Division Budget. Those planned expenditures include Administrative Costs, Marketing
and Advertising, Public Relations and Communications, Group and Leisure Sales, Special Markets,
Sports Marketing, Film and Entertainment, International Representation in UK, Europe and Latin
America.
This plan is designed to change direction at any time the tourism marketplace shows a significant change
in direction. We experienced such a sudden change in March of 2020 with the COVID pandemic.
Utilizing a message delivery through digital and social media, we are able to make immediate changes in
message, media outlets and platforms.
We have reduced expenditures in all categories of our operation is accordance budget direction and with
the Tourist Development Tax projections by the County Budget Office. We feel this plan reflects a
responsible and affordable plan that will help to attract visitors back to our community and to bring back
the many lost jobs to our economy.
FISCAL IMPACT: The projected destination marketing budget to support this strategic marketing plan
is $4,000,000 in paid advertising and production, plus Contracted Services, Promotions, Sports
Marketing, Travel, Registrations, Marketing Grants and Group Meetings support totaling an additional
$5,553,200 for a total of $9,553,200 for tourism promotion. These expenditures will be funded by tourist
development tax revenue. Non-County Owned Museum Grants total $300,000. Funds 184, 193, 194, 196
and 758 contain the details of all the above marketing expenditures in the proposed Tourism Division
budget for FY 21.
GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to
this action.
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10/13/2020
ADVISORY BOARD RECOMMENDATION: The Tourist Development Council recommended
approval of this item 8-0 at the September 28, 2020 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 20-21 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 Marketing Plan 2021 Draft (DOCX)
2. MARKETING PLAN FY 21 to BCC 10-13-2020 (PPTX)
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10/13/2020
COLLIER COUNTY
Board of County Commissioners
Item Number: 16.F.2
Doc ID: 13722
Item Summary: Recommendation to approve the Fiscal Year 20-21 Strategic Marketing Plan for
the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this
plan promotes tourism.
Meeting Date: 10/13/2020
Prepared by:
Title: Tourist Development Tax Coordinator – Tourism
Name: Kelly Green
09/29/2020 12:03 PM
Submitted by:
Title: Division Director – Tourism
Name: Jack Wert
09/29/2020 12:03 PM
Approved By:
Review:
Tourism Kelly Green Stage 1 Review Completed 09/29/2020 12:03 PM
Public Services Department Jennifer Reynolds Stage 1 Review Completed 09/29/2020 12:13 PM
Tourism Jack Wert Director Review Completed 09/30/2020 8:14 AM
Corporate Business Operations Sean Callahan Executive Director- Corp Business Ops Completed 10/02/2020 2:45 PM
County Attorney's Office Colleen Greene Level 2 Attorney Review Completed 10/05/2020 11:10 AM
Office of Management and Budget Debra Windsor Level 3 OMB Gatekeeper Review Completed 10/05/2020 11:19 AM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 10/05/2020 11:53 AM
Budget and Management Office Ed Finn Additional Reviewer Completed 10/05/2020 4:40 PM
County Manager's Office Sean Callahan Level 4 County Manager Review Completed 10/06/2020 11:52 AM
Board of County Commissioners MaryJo Brock Meeting Pending 10/13/2020 9:00 AM
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Convention & Visitors Bureau Destination Marketing Plan 2020 - 20211
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20212
Table of Contents
Overview ...........................................................................................................................................................4
Research and Data-Driven Insights ..................................................................................................................8
Destination Marketing Goals ...........................................................................................................................11
Destination Marketing Strategies and Tactics .................................................................................................12
Destination Marketing Results Measurement .................................................................................................17
Target Audiences ............................................................................................................................................18
Media Strategy ................................................................................................................................................23
Media Campaigns and Tactics ........................................................................................................................25
Group/Meeting and Sports Planners ...............................................................................................................27
Creative Strategy ...........................................................................................................................................28
Measurement, Metrics and Reporting .............................................................................................................36
Marketing Disicipline Plans .............................................................................................................................38
»Group Sales Plan…..…………………………………………………………………………………..38
»Leisure and Travel Industry Plan……………………………………………………………………..40
»Specialty Markets Plan………………………………………………………………………………...41
»Public Relations Plan…………………………………………………………………………………..42
»Digital and Social Media Plan…………………………………………………………………………44
»Sports Marketing Plan…………………………………………………………………………………45
»Film Commission Plan…………………………………………………………………………………46
Art, Culture and Heritage Marketing ...............................................................................................................47
Wellness Tourism ...........................................................................................................................................51
Air Service Marketing Support ........................................................................................................................53
Market Intelligence SWOT Analysis ................................................................................................................55
Challenges to Running the Business ..............................................................................................................58
Best Practices of Other Tourism Destinations ................................................................................................61
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20213
Competitive Destinations in Florida ................................................................................................................62
Consumer E-Scapes ......................................................................................................................................65
Meetings E-Scapes ........................................................................................................................................68
APPENDICES
Advertising and Marketing Budget ..................................................................................................................69
Department Budgets ......................................................................................................................................70
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20214
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20215
OVERVIEW
The Tourism Division of Collier County, operating as the Naples, Marco Island, Everglades Convention & Visitors
Bureau (CVB), 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 August and at other
tourism industry gatherings throughout the last year. The plan is based on extensive market research from our
contracted research team and secondary research sources in the tourism industry, as well as in-house research
derived from our customers and tourism industry partners.
OVERALL GOAL: We will use our destination marketing initiatives to answer a need in our customers’ minds to
fulfill their travel dreams – to discover places they have only wished 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.
We are especially challenged this year to create a sense of safety in the minds of potential visitors and are taking all
the necessary safety protocols to ensure their visit will be safe and enjoyable. The lessons learned during the
COVID-19 pandemic have taught us to be adaptable, changing message, direction and tactics on a continual basis.
An important part of our recovery from the devastating losses of visitor spending and lost jobs in the hospitality and
tourism sector is in building traveler confidence in leaving their homes for a getaway to recharge. Our CVB is in a
unique position to deliver that confidence-building message and bring visitors back to our community. That will result
in a boost to all our businesses in Collier County.
It is important to realize that 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.
It is a similar situation in the real estate sector. A visit is usually the first step in an eventual decision to buy property
in our area. We need our northern visitors to come back and experience this destination again. In turn, they will
spend their dollars in our restaurants, shops, at our attractions and our hotels. That spending will bring the lost jobs
back and eventually a return to prosperity in our community.
Consumers are exposed to thousands of advertising messages daily and are asked to make decisions every 2.1
seconds. To cut through this clutter of messages, we must continue to deliver compelling reasons to those potential
visitors and convince them to react to our brand promise and to seek more information or to book travel to our area.
We will use all of the traditional and emerging marketing channels to convince potential visitors that our businesses
are taking the necessary precautions to ensure a safe visit. We will use all the research tools at our disposal to 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.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20216
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.
Our Vision is to be recognized as the number one destination for travel in the US.
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.
Our Target Market is 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, customer loyalty and desire to share their
experiences with other potential customers.
Anticipate where our customers are in the buying decision spectrum and deliver a message to them in the
various points in the decision funnel the reasons to choose our area.
Grow the yield of our marketing efforts by increasing tourism taxable sales and other local visitor spending.
Engage our visitors and build solid relationships to 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.
DESTINATION MARKETING OBJECTIVES
Grow tourist tax revenue back to pre COVID levels of $30 million in increments of $2 million per year by end of
Fiscal Year 23.
Increase inquiries to our tourism website by 2% each year by year-end 2022.
Grow requests for our official visitor guide by 1% in 2021 and in 2022
Grow year-round occupancy back to pre-COVID levels by 1.5% per year by the end of 2022.
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 through 2022.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20217
MARKET CONDITIONS
The current fiscal year of 2019-2020, which ended on September 30, has been a real rollercoaster ride for our
Collier tourism industry. Through the first five-and-a-half months of the fiscal year, we were on pace for another
record year for the number of visitors, spending by those visitors, jobs in the hospitality and tourism sector, ADR and
Tourist Tax Revenue. Then, in mid-March, the bottom fell out with the spread of the COVID-19 virus. Hotel
occupancy tumbled to below 10%. The number of COVID cases rose, as did the death toll. Travel restrictions,
quarantines and fear gripped travelers worldwide. Domestic air travel all but ceased, and international air travel did
stop completely. Group meetings canceled or postponed, leaving our resort hotels with empty meeting space and
tremendous lost revenue.
Our Collier residents were told to adopt a “Safer at Home” lifestyle that continued for several months. In short, our
local tourism economy was at a standstill. Massive layoffs and furloughs were the result, and the travel industry was
and still is hit the hardest from the lack of visitors and our residents staying at home.
In May, we saw some travel restrictions ease, and Florida’s Governor allowed people to leave their homes for
essential local travel only. Beaches opened sporadically, with many restrictions on hours and what people could
bring to the beach. Restaurants eventually were allowed to open at 25% capacity and then to 50% capacity. The
Fourth of July holiday brought another surge of travelers, and so did the Labor Day weekend. We will end the fiscal
year down in average occupancy about 12% below 2019. Average rate will show marginal growth the balance of
2020 and end the year about even with 2019. Jobs will only recover about 50% of the employment levels in 2019.
The CVB marketing efforts have kept people thinking about travel, and research results show evidence that people
will travel if they feel they will be safe. They are traveling by auto, not by air, and they are making last minute travel
plans. Our Paradise Pledge program has nearly 90 tourism businesses adopting the CDC and Florida Department
of Health protocols. Some of the lost jobs have come back, but the supply of available workers seems to be limited
at this time.
As we get into the colder winter months, our traditional northern market visitors will begin to dream about travel to a
warm place, and Florida will be at the top of their list of destinations. The CVB will continue to market to these
potential travelers, and, barring another set back from the COVID virus, we should begin to see recovery in group
meetings, international travel and air travel, and we will see many of the lost jobs return by the second quarter of
2021.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20218
PARADISE COAST BRAND PILLARS
Beach Eco-
Adventure
Outdoors
Sports Wellness
Culinary Arts & Culture
Entertainment
Shopping Film
Convention & Visitors Bureau Destination Marketing Plan 2020 - 20219
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 and unexposed to our advertising. We have been able to monitor those travel
patterns over the years to provide a historical window and up-to-the-day patterns. From the middle of March 2020,
we’ve been monitoring Arrivalist Daily Travel Index, which shows us travel patterns during the pandemic. This data
has provided us with sound insight as we have needed to adjust our marketing efforts. We will continue to use this
tool to determine our markets moving forward into the 20/21 fiscal year.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202110
Actual origin markets overall during the pandemic.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202111
Historically, our research indicates that we have a strong market in the Northeast, particularly during the fall/winter
months. We have been marketing to them heavily during the winter for years, so they know our destination, and they
know it well. They are often repeat visitors. We anticipate visitation from these markets this year as well, although
not at the same volume as years past. But Arrivalist indicates that we should continue to target and market to this
audience as we have previously during this timeframe.
We have a growing market in the Midwest currently traveling mostly in the fall, winter and in the spring months.
Within the past two years, we have added new cities in the Midwest such as Minneapolis, Cleveland and Columbus,
and we have seen some nice growth from these markets. Like the Northeast markets, we anticipate lower volume
but continued travel during this fiscal year from the Midwest, but this will continue to be an important region for the
destination and our efforts should continue, although we may have to reduce the amount of markets we reach given
reduction in media budget.
It is important to note that the longer the distance traveled, the longer the visitors seem to be staying in our
destination. Midwest visitors, for example, stay about five days compared to a visitor from Miami/Fort Lauderdale,
who stays on average 2.5 days.
We have seen significant growth in travel within 250 miles during the pandemic, which is expected, and we
anticipate we will see this pattern continue into 2021.
After reviewing the data from Smith Travel Research (STR) and Arrivalist, we are seeing that our Florida drive
market is strong year-round. Historically, Florida travel decreases slightly in the winter, likely due to higher hotel
rates (which Floridians are aware of) and more congested highways, but this year could be different, as those willing
to travel are choosing destinations that are closer to home and more likely to be a drive market. Florida travel
increases significantly to our area during the summer months, with a typical stay between two and three days on the
weekend.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202112
INDUSTRY RESEARCH AND ALLIANCE PARTNERS
We are aligned with many industry partners on a local, state, national and international level. We continue to work
collaboratively with them to garner and leverage resources, research and partnership opportunities.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202113
DESTINATION MARKETING GOALS
1.Mitigate the Decline of Tourism Economic Impact for the Destination
2.Create, Deliver and Sustain Tourism Value for Visitors, Partners and Residents
3.Evolve the Paradise Coast Brand Message to Sustain Confidence in Travel
4.Maintain Brand Continuity Across All Marketing Communications Channels
5.Further Align Marketing Attribution to Overall Tourism Impact
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202114
DESTINATION MARKETING STRATEGIES AND TACTICS
Goal 1: Mitigate the Decline of Tourism Economic Impact for the Destination
STRATEGIES & TACTICS
Develop seasonal integrated marketing communications (IMC) plans to be implemented to support sales efforts
for the destination.
»Implement a data-driven advertising media plan for leisure, group/meeting, sports, eco-adventure,
international, film, arts and culture, and various niche audience segments.
Maximize earned media (PR, Social, Word of Mouth), leveraged (Partner)
Maximize owned media (Web, Social, Email, Newsletter) channels to supplement and/or complement paid
marketing initiatives.
»Utilize research and data to influence all plan executions and ongoing modifications in the tourism
marketplace.
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, supplement, complement 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, leisure
groups, and meetings attendees.
Implement tools to track results and IMC plan attribution against tourism impact.
»Continue to utilize Data Depot as centralized hub to aggregate all IMC plan KPIs and PMs.
»Lean on media partners for all paid advertising metrics and measurements.
»Utilize advertising tag manager tools in all relevant platforms for specific digital campaign and customer
journey attribute.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202115
Goal 2: Create, Deliver and Sustain Tourism Value for Visitors, Partners and Residents
STRATEGIES & TACTICS
Continue to refine research practices to more 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 persona.
»Identify core group/meeting customer profile and persona.
»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 CRM).
»Create and deploy direct nurturing communications with contacts via email, direct mail, newsletters, social
posts, etc.
Effectively communicate the breadth and depth of Paradise Coast tourism offerings to all customer segments.
»Identify tourism offerings to strategically showcase in IMC plan initiatives.
» Ensure content 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 the 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 2020 - 202116
Goal 3: Evolve the Paradise Coast Brand Message to Sustain Confidence in Travel
STRATEGIES & TACTICS
Enhance/shift brand messaging and themes as needed for use within seasonal advertising campaigns across all
customer group segments to ensure messaging is relevant.
»Maintain “Only Paradise will do” messaging into the fall/winter (determined by research and insights) to
communicate brand attributes and destination safety. Evolve messaging as needed throughout the year to
ensure it is consistent with travel sentiment.
»Extend final campaign selection throughout 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.)
Identify and incorporate travel trends and visitor insights to influence relevant campaign extensions.
»Explore the addition of sports events and sports complex tourism components into campaigns such as
venue technical specifications, area amenities, event information, leisure activities, restaurants,
»When appropriate, explore wellness tourism components into campaigns such as Blue Zones, healthy
eating, activities, fitness, spa, yoga, meditation, etc.
»Enhance eco/outdoor/adventure tourism components into campaigns such as the Everglades, national and
state parks, fishing, boating, kayaking, paddle-boarding, hiking, biking and other outdoor activities.
»Weave culinary components into campaigns such as exclusive/cornerstone offerings (custom beverages,
chefs, mixologists, bartenders, stone crab and other food), fish to fork/cook your catch, etc.
»Integrate arts, culture and entertainment tourism components into campaigns such as visual arts, performing
arts, events, festivals, attractions, museums, etc.
»Enhance 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, affinity groups, International visitors, etc.
Harness key data sources 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 earned, paid, owned,
leveraged media.
»Assess digital and social customer journey trends (VCR, CTR, digital source sites, social engagements) to
further establish strategic creative and message executions.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202117
Goal 4: Maintain Brand Continuity Across All Marketing Communications Channels
STRATEGIES & TACTICS
Identify brand campaign asset distribution opportunities for all internal and external stakeholders.
»Enhance 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 turn-key brand campaign asset distribution strategy (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, User Generated Content (UGC), messaging, key words, etc.
»Deploy brand assets and aligned messaging throughout Paradise Coast social media pages including
header images, primary videos, messaging, key words, etc.
Design opportunities to engage internal and external stakeholders.
»Assemble and facilitate annual community workshop(s).
»Schedule marketing partner workshop(s) and marketing summit(s).
Consider additional opportunities to engage stakeholders with shared content with Public Relations, Sales and
International Representatives.
»Develop and facilitate social media (organic) workshops for partners.
»Develop and facilitate sales techniques workshops for partners.
»Develop and facilitate public relations workshops for partners.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202118
Goal 5: Further Align 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 2020 - 202119
DESTINATION 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)
KPI'S FISCAL 2018 FISCAL 2019 AUGUST YTD
Increase Direct Visitor Expenditure $1,418,940,300 $1,519,393,900 $1,114,321,100
Increase Overall Economic Impact $2,115,640,100 $2,265,416,300 $1,661,452,700
Increase Annual Hotel Occupancy 77.1%74.3% 55.5%
Increase Average Daily Room Rate $230.32 $235.80 $234.83
Increase Average Length of Stay 4.3 days 4.2 days 4.1 days
Increase Industry Supported Jobs 38,700 40,200 36,200
Increase Qualified Social Channel Followers 60,686 67,619 73,149
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TARGET AUDIENCES
CUSTOMER SEGMENTS
Leisure
»Domestic
»International
»Sports Event Attendees
»Niche (LGBTQ, Ecotourism, Culinary, Arts/Culture, Leisure Golf)
Groups
»Sports Event Planners
»Meetings/Groups
»Bridal/Weddings
Travel Trade
»Travel Agents
»International Tour Operators
»Airline Initiatives
LEISURE TRAVELER PROFILE
In response to the current challenges facing travel and tourism due to COVID-19 and the resulting economic
situation, we developed a strategy during the summer (2020) height of the pandemic to segment travel audiences
based on their level of readiness to travel again, and to reach them in their respective mindsets. Those audiences
were defined as Resilient Travelers (those who were seemingly ready to travel and actively planning) and Reluctant
Travelers (who were more hesitant and needed more inspiration and reassurance to consider traveling again).
The reality is that not much has changed since that strategy was developed. The key difference is that, by now,
most people have established their philosophies as it relates to social distancing, hygiene, mask-wearing, how they
plan to keep themselves and their families safe, and their personal comfort level with travel. Although there is much
uncertainty about how long this period will last, we do anticipate that it will extend well into 2021.
For many, the past few months have included parents working from home, children learning from home and
everyone adapting to their new normal way of life. With previous travel plans postponed/cancelled and many
extracurricular activities paused, the interest and dreaming of getting away from their daily routine is stronger now
than it was just a few months ago. We believe that the Resilient Traveler has evolved into the Eager Traveler.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202121
The Reluctant Traveler is still an important segment, and we know that many are still very hesitant and anxious
about how to proceed about their daily lives. They will continue to need reassurance about the safety protocols
being practiced in the destination, to learn more about the experiences they can expect, and see images of the
wide- open spaces available here.
Moving into 2021, we are identifying a new traveler segment. Prior to the pandemic, there were approximately 4.8
million Americans who identified themselves as “digital nomads” who work remotely. Since March, we have seen the
majority of US companies move their workforces to working from home, and for most, that has no indication of
changing in the near future. Parents with school-aged children are finding their way into new routines of
homeschooling and working full-time. There is a heightened interest and ability to have a change of scenery while
keeping their daily responsibilities in place. With this in mind, we introduce the Work and Learn Traveler to our
marketing plan.
All three of our targets have intrinsic similarities: they are primarily female and the decision maker and primary travel
planner in the home/family. They are educated and affluent and understand the importance of self-care and
wellness. They enjoy (and miss!) travel with their friends and loved ones.
EAGER TRAVELER
Adults 25-49, which includes Millennials and Generation X
$150K+ Household Income (HHI)
RELUCTANT TRAVELER
Adults 35-64, which includes Generation X and Boomers
$175K+ HHI
WORK AND LEARN TRAVELERS
Adults 25-54, Professionals with families who can work remotely and are homeschooling or virtually teaching
their kids
$150K+ HHI, with children under the age of 12
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PARADISE COAST CUSTOMER PERSONAS
Within these segments (listed above), we feel our previously developed target personas will also provide
opportunities for a deeper level of targeting, inspiration and connection.
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, 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 Influencer: 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 numerous 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, often with a small
group of like-minded friends.
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 inclusive
destinations where they are welcomed.
Romance: From millennial couples to empty nesters, they seek romantic getaways for relaxation and
reconnecting.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202123
LEISURE TARGET GEOGRAPHIC MARKET
In Fiscal Year 2019, we adopted the strategy of segmenting geographic target markets (DMAs) into three core tiers
that reflect their familiarity with and affinity to Naples, Marco Island and the Everglades. As we have closely watched
our success in travel intent and visitation from the markets we have targeted, we have gained a clear understanding
of where our destination marketing can make the most impact. During the pandemic, we have watched Arrivalist
research data to see where recovery has started to come from, studied the changing consumer sentiment, and
made solid market recommendations based on those trends.
The geographic markets we target in 2021 will be based on seasonal visitation as well as traveler sentiment given
the COVID-19 pandemic. As we plan for the Winter season, we anticipate adding proven out-of-state markets if
we’re able to see that consumers feel comfortable about flying or prefer to continue to travel by auto.
Spring/Summer will be determined using the same research resources to evaluate the situation as we approach that
seasonal planning time.
These markets are outlined below from current research as viable source markets.
Fall
»Atlanta, Savannah, Chicago, Cleveland, New York Metro*
»Florida Markets: Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville
Winter
»Atlanta, Savannah, Chicago, Cleveland, New York Metro*, Boston, Philadelphia, Detroit
»Florida Markets: Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville
Spring/Summer
»Atlanta, Savannah
»Florida Markets: Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville
*New York Metro - Inclusion in Fall would be determined based on quarantine restrictions upon returning to NY
state. Miami/Fort Lauderdale will be determined based on COVID cases in those areas.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202124
GROUPS/MEETINGS SEGMENT PROFILE
Meetings are ever evolving in this time, and no one has a crystal ball as to how they will ultimately rebound. We
believe it is key to concentrate messaging and media on what’s most important and provide Meeting Planners with
valuable information about the destination that will help them convince their clients to get back to business when
they are receptive to research, plan and book group meetings.
It is clear the landscape of group business is going to change, likely in a dramatic fashion in this current and post-
COVID-19 world, and the way in which planners work and make decisions will change with that. We will need, more
than ever before, to be stewards of our destination and work in a transparent and exceptional way. Planners will be
more focused than ever on the experience of their attendees. They will want to know about the atmosphere, culture
and nature of the destination, but now they will also want specific information and reassurance about the individual
safety of their attendees. They will want details about the cleanliness standards for the venues and for the
destination as a whole.
With that in mind, planners will expect a higher-than-ever level of professionalism and customer service as well as
thought leadership from the DMO sales staff. Planners want to get back into the market, and they want unique and
innovative opportunities for venues and meetings and meaningful experiences for their attendees.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202125
MEDIA STRATEGY
LEISURE
The strategy to connect with each of our targeted travelers is empirical in how best to reach them in their current
mindset and personal journey in planning for future travel.
To continue to reach our two traveler segments, we will continue to employ our successful overarching strategies,
but will evolve them slightly:
EAGER TRAVELER (AKA RESILIENT TRAVELER):
Digital media focused on travel-intenders to both prospect and retarget, including OTAs
Competitive market research will continue to be important, reaching consumers as they are considering our
competitors
Leverage opportunities to use credit card data for targeting and reporting on economic impact
Target those utilizing shorter term booking windows
RELUCTANT TRAVELER:
Informational- and inspirational-based media to educate and stimulate interest in travel to Florida’s Paradise
Coast
Heavy use of video and digital media that allows for multiple images and longer-form content to educate safety
and showcase the beauty and myriad of experiences waiting for them in the destination
We will also include various traditional media channels as well as digital opportunities
The overall strategy will continue the shift we began in FY20 to employ more video and images and incorporate
long-form content when possible. We are inviting travelers to join us on the Paradise Coast, whether they are
vacationing or working remotely, so we must show them beautiful videos and images to inspire them to visit.
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 website. Those visitors have a
lower bounce rate, spend more time on the site, and visit more pages to learn more about the destination. It’s
important to note that the organic Google searches and the Cost Per Click (CPC) paid searches have a very low
bounce rate, and those are most often driven by upper funnel traditional media such as television, radio, print and
outdoor, reaching our targets in the dreaming stages.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202126
With that in mind, our digital strategy in FY21 will continue our always-on paid search and paid social efforts, but
always incorporating the inspirational media that will motivate people to find Paradise Coast organically when they
are ready to spend time on the site exploring.
In today’s climate with heightened interest in wide-open spaces and outdoor experiences, we will increase our focus
on media reaching those interested in eco-tourism and leisure golf. The destination has so much to offer in these
activities, and we will target those looking for these types of experiences.
We are also continuing the momentum we began in FY20 marketing to the LGBTQ market, as we believe they will
be an important segment in recovery for leisure travel. We know from CMI research that 68% of LGBTQ travelers
plan to take at least one vacation during the remainder of 2020, and they spend significantly more on travel than
other segments.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202127
MEDIA CAMPAIGNS AND TACTICS
Three main marketing campaigns to extend visibility in our markets throughout the year
»Fall, Winter, Spring/Summer
Additional local-focus campaign as well as evergreen advertising
EVERGREEN / ALWAYS-ON
October 2020 through September 2021
Paid Social Media including Facebook, Instagram and Pinterest
Paid Search (Pay Per Click) to be present when consumers are looking for information on our destination
SHOP AND DINE LOCAL CAMPAIGN
Mid-September through mid-December 2020
Targeted to local residents of Collier County and surrounding area (Naples-Fort Myers)
Promote community pride to support local restaurants and shopping through the fall and holiday season
Local television
Radio endorsement campaign with local personality
Local newspaper in entertainment and shopping content
Billboards in key areas
Digital advertising targeted to Fort Myers/Naples DMA with shop local messaging
Economic impact reporting at end of campaign
FALL OUT-OF-MARKET CAMPAIGN
October through December 2020
Targeted to specific markets with highest propensity to return to travel to Paradise Coast: Atlanta, Chicago,
Cleveland, Savannah, Tampa Bay, West Palm Beach, Jacksonville, Orlando, Tallahassee, and Gainesville. We
will include the New York Metro area if quarantine restrictions when returning to NY state lift
Digital advertising across all platforms, leveraging media partners who can reach our target consumers when
they are in-market for travel
Strong presence on key Online Travel Agents (OTAs) to reach Eager Travelers with shorter booking windows
Employ a conquest targeting approach to serve Paradise Coast ads to our consumer when they are considering
a competitive destination
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202128
Targeting focused on our new “Work and Learn” segment for those with professional occupations and kids
under the age of 12
Paid Social Campaign on Facebook and Instagram with awareness and engagement goals
Inspirational media with streaming on HULU and local television in key markets
Fall campaign will allow for comprehensive end-of-campaign economic impact reporting showing visitor
spending in our community from those exposed to our advertising
WINTER CAMPAIGN
January through March 2021
Target Markets will likely continue momentum of Fall campaign but could adjust to possibly add more out of
state markets, based on then current research on fly-market travel
Digital tactics will include a similar approach as above, but will possibly include more native content and video to
allow for more engagement with the destination and a focus on both short and longer-term booking windows
Content marketing that provides compelling information and storytelling with premium partners with loyal
followers
Email marketing targeted to key interests in eco/outdoors, culinary, and the Work and Learn activities
Streaming video and audio platforms to engage and inspire
Print media to drive awareness of destination with focus on culinary, outdoors, and travel
SPRING-SUMMER CAMPAIGN
May through August 2021
»Target Markets and Tactics to be developed as market conditions change through the Winter and early
Spring of 2021
»Media Usage, Consumer Sentiment and Trends will be analyzed, and recommendations will be made that
are relevant to our target market’s mindsets on travel
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202129
GROUP/MEETING AND SPORTS PLANNERS
The days of heavy print and meetings website advertising doing the job for the meetings initiatives are gone. With
in-person trade shows and sales events on hold for now, we must be nimble and forward thinking in our strategies.
Our strategy must be centered around creating that direct connection with the meetings and sports planners. With
that in mind, the media strategy to reach meetings and sports planners will focus on these key pillars:
Thought Leadership Opportunities
Strong Paid Social Media
Email Marketing
The tactics for each must leverage the media companies, trade associations and organizations that have the
audience and memberships that align best with the ideal sale target for meetings on the Paradise Coast.
The three pillars of the meetings and sports media strategy will drive placements to include:
Thought Leadership and Content Opportunities
»Webinar Sponsorships, especially those with presentations by the DMO
»Sponsorship of White Papers with lead generation
»Presence at key virtual events that have lead generation opportunities
»With print in key publications, embrace advertorial opportunities to provide content to compel consideration
Paid Social Media
»Heavy presence on LinkedIn with promoted posts, links to thought leadership of DMO staff, and celebration
of recent/past exciting meetings in destination. Targeting of job titles, target companies and job skills
»Facebook and Instagram – many meeting planners, millennials and younger Gen X are heavy users of
Facebook and Instagram. These platforms are a way to reach them when they are “off duty” and inspire
them with compelling visuals of the destination and success stories of fun meetings.
Email Marketing
»Eblasts to highly targeted paid lists of meeting and sports planners and event owners with regular monthly
cadence and relevant, yet fun and entertaining content
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202130
CREATIVE STRATEGY
As we prepare for Fiscal Year 2021, our creative strategy can be best summed up in this manner:
Be ready to adapt.
Right now, with the world still dealing with the Coronavirus pandemic, traveler sentiments are in a constant state of
flux.
With the initial virus outbreak in the US in Spring 2020 and the accompanying directives to quarantine, stay in place
and social distance, the large majority of leisure and business travelers put their plans on hold.
But as consumers adjusted to “the new normal” in the weeks and months that followed, sentiments about traveling
began to change again. At this time, it became clear that we could separate travelers into two distinct categories:
Resilient Travelers and Reluctant Travelers.
Resilient Travelers were more amenable to traveling again sooner, so long as they took the necessary precautions
and visited destinations that weren’t considered COVID-19 “hot spots.”
Reluctant Travelers required some more convincing. They needed to know that the destinations they intended to
visit had their safety in mind at all times, and they wanted to see some proof of that commitment. They also wanted
to be sure the destination offered wide-open spaces where they could avoid crowds.
Fortunately, Florida’s Paradise Coast delivers everything both of these audiences are looking for. This enabled us to
quickly adapt our messaging to reflect that. Images showed our large, uncrowded beaches and natural
environments, and promotional copy made it clear that our wide-open spaces were here to be explored and enjoyed
safely.
As we communicated these important attributes, our messaging never veered from our core brand promise:
Florida’s Paradise Coast is a unique, luxurious destination that elevates every single moment of every single day
you spend here. In fact, it was those very qualities that made Naples, Marco Island and the Everglades the perfect
place to visit when you WERE ready to travel again.
But how would we convey this message convincingly and authentically? Simple. We adapted. We quickly pivoted in
mid-March 2020 from our “Vacation Well” messaging to something a bit more in-tune with the mindset of travelers:
Quarantining. Social distancing. Living in place. These are things that few of us have ever heard of, much less
experienced. But we’ve done what we had to do, and thankfully, a new day is dawning on our lives. So when we feel
confident enough to travel outside of our communities again, not just any getaway will do. It has to be special.
Memorable. Maybe even epic. Because the truth is, after months of worry, stress and uncertainty,
Only Paradise Will Do.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202131
The creative theme of “Only Paradise Will Do” is perfect for answering the varied requirements of today’s Resilient
and Reluctant Travelers. It is a framework that allows us to address their concerns – not to mention their current
frame of mind -- while still positioning Florida’s Paradise Coast as the only vacation destination good enough for
them.
Here are some examples of how we are currently utilizing this theme in creative executions to different audiences
and different interest segments:
DINING:
When it’s time to stop cooking for yourself…
Only Paradise will do. COUPLES:
When it’s time to pamper yourself again…
Only Paradise will do.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202132
LGBTQ:
When it’s time for a date night out…
Only Paradise will do. FAMILIES ON BEACH:
If this is your idea of social distancing…
Only Paradise will do
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202133
MILLENNIALS:
When it’s time to get away again…
Only Paradise will do.
ECO-ADVENTURES:
When it’s time to explore beyond your backyard…
Only Paradise will do.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202134
ARTS & CULTURE:
When it’s time to experience arts and culture…
Only Paradise will do.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202135
SPORTS:
When it’s time to play again…Only Paradise will do.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202136
MEETINGS:
When meetings need safe, open spaces…Only Paradise will do.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202137
The true beauty of the “Only Paradise Will Do” theme lies in its adaptability; its flexibility. As the global pandemic
situation continues to change in the months to come, we will be able to quickly adapt our messaging to reflect the
relevant mindset. Even better, we will be able to do so in a way that is seamless to our audiences.
Once the virus has subsided sufficiently – or a vaccine has been introduced – we can expect a lot of travelers to
want to make up for lost time. The “Only Paradise Will Do” theme delivers on everything they’ll be looking for – and
we are prepared to quickly shift the messaging to reflect the many things Florida’s Paradise Coast has to offer:
When you want an attainable luxury vacation experience…Only Paradise will do.
When you want an expansive, tranquil beach destination superior to anything else in Florida…Only Paradise will do.
When you want to visit America’s Happiest, Healthiest Place – a place with a wide variety of offerings that address
and enhance one’s personal, physical, emotional, psychological, mental and spiritual well-being…Only Paradise will
do.
When you want to visit a destination that proudly encourages and embraces diversity…Only Paradise will do.
When you want to explore and experience the natural beauty of the Everglades…Only Paradise will do.
When you want to take advantage of endless natural open-air settings like parks, trails, lakes, rivers, streams,
waterways and outdoor recreational areas…Only Paradise will do.
When you want to plan sporting events that deliver a superior experience for the athlete and the fans who come to
watch them compete…Only Paradise will do.
When you want to stage a meeting in a destination where your attendees will want to visit…Only Paradise will do.
When you want to experience an ever-expanding arts and cultural destination…Only Paradise will do.
When you want to dine in a place that celebrates the creativity of talented chefs who know how to make the most of
fresh-from-the-farm (or Gulf!) ingredients…Only Paradise will do.
Obviously, no one can predict what is going to happen with this pandemic in the months to come – or how it will
affect the mindset of leisure travelers, meetings and sports planners, or even those lucky enough to call Florida’s
Paradise Coast home.
However, there is one thing we can predict:
By allowing ourselves to be flexible with our messages – and then amplifying those messages with a creative theme
that remains true to the core attributes of our brand – we will be able to seamlessly promote Florida’s Paradise
Coast in an effective, persuasive and successful manner.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202138
MEASUREMENT, METRICS AND 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 a 5% tax on transient
rentals.
Hospitality and 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 as used by our
Hospitality partners and their benchmark measurement.
Revenue - Total room revenue generated from the sale or rental of rooms.
Visitor Spending - both Direct and Induced, combined to indicate Economic Impact.
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. We will also use Conversant as a digital media platform with actual visitor
spending metrics built into the message delivery.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202139
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 2020 - 202140
MARKETING DISCIPLINE PLANS
GROUP SALES PLAN
GOALS
Create New Group
Meeting Demand
Continue to focus on
growing markets
Include
wellness/medical,
incentives,
technology
Develop New Promotion
Tools
Show your Badge
program keep
Monthly Virtual
Events
Continue new video
reach
Tuesdays with the
Team live online
Chat
Learn the RFPE system
and how to track it
Grow Partner
Engagement
Hotels to participate
in CVB programs
Leverage industry
memberships
Personalize service
With all marketing
and sales efforts use
personalization
tactics to improve
service
Create personal
business cards,
virtual events
OBJECTIVES
Keeping wellness events
going on website
To create reasons and
reach to planners to be
engaged and informed
Track and focus on
RFPE, stay in budget and
track on IDSS
Hotel and destination
partners to gain
opportunities by keeping
the meetings and
incentive market informed
of the current status of the
destination
Reach out to new
planners through HB and
CD programs and Cvent
and sources.
Increase RFP's to 40 per
month, booked business
by 6 per month and room
nights by 2% from 2020
To keep planners
informed of the program
and salespeople informed
to sell it as incentive.
Average 3 RFPE requests
a month with 2 booked
per month
Include planners in a
marketing survey for
strategic retreat invite
group sales to attend
Average 20 new planners
per month to contact
1 targeted
webinar/presentation per
month
Consider adding a Team
committee of CVB and
partners to do virtual
show planning and tie in
PR, Social, Virtual,
YouTube and group etc.
Track all RFPE in IDSS,
track expenses
Have 50% of available
shows with
Expect to have a potential
reach avg. 600 invitations
and 50 attendees per
monthly session
Track booked and paid
and task reminder
Surveys every other
month partner/planner
STRATEGIES
Resume individual
presentations and
webinars for specific
target accounts (i.e.
Maritz, Prestige,
Experient, HelmsBriscoe,
Incentive Houses and
corporate planners
Continue using videos,
newsletters and show
your badge
Better use of IDSS Participate in virtual or in
person, experiences for
different chapters of MPI,
FICP, SITE that offer a
target planner audience
and features for the CVB
Work with FSAE, get
involved in committees
use memberships and
CVB incentives
Include tradeshows that
focus on these markets -
Florida planners, incentive
Add virtual and Tuesday
chats monthly
Better tracking to
reconcile
Review RFPE policy
changes to limit to two
years out from budget
year and limit individual
hotel funds to $49k each
max per year.
Create new ways
(spreadsheet) or other
Partners to participate in
virtual site visits and
FAMs for meeting
planners organized by
CVB group sales
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202141
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202142
Group Sales Plan Continued
TACTICS
Develop LinkedIn posts to
engage new 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
Better Tracking and
internal controls reporting
Increase partner
participation in trade
shows
Direct mail campaign (i.e.
using Clyde Butcher
postcards)
Use Virtual monthly
events to stay in touch
Purchase locally sourced
promo items: soap,
popcorn, dolphins,
gratitude stones, wellness
journals.
Partners to offer virtual
experiences to feature in
monthly webinars and
virtual events organized
by group sales
Try to bring planners to
the area through
sponsorships, Fams and
sites
Solicit and ask, share
tradeshow list quarterly
Develop contacts with
new planner groups (i.e.
Martz, Experient, etc)
Offer MPI, SITE, FICP
virtual and in person
sponsorships to gain
priority features and time
to present during their
meetings and shows
Continue webinars and
Sales presentation to
specific consortia
STRATEGIC RESULTS
Growth in number of
meetings and room
nights.
Learn valuable new virtual
skills
Stay on Budget with the
plan for RFPE and
incentive planners to book
the destination
More partner engagement
in what CVB group sales
is doing and more
participation in trade
shows and sales plan
More RFP's & booked
group business through
this personal engagement
Growth in planner reach
and engagement
Show your badge creates
planner and attendee
incentives & increase
restaurant business in
slower months
Virtual opportunities will
result in new group
busines demand and
RFPs and group bookings
Increase reach and
market presence from
memberships
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202143
LEISURE AND TRAVEL INDUSTRY SALES PLAN
GOALS
Increase brand awareness and
grow database from Latin American
Markets
Focus on B2B domestic market to
increase visitation
Continue participating in the West
Coast of FL Coalition initiative to
increase Latam visitation
Continue to increase Canadian
visitation
OBJECTIVES
Train at least 1,000 travel agents in
Latin America
Further educate 1000 domestic
travel advisors
5 West Coast of FL Coalition
Missions/Virtual Trainings
Train 300 travel agents in Canada
STRATEGIES
Educate agents and TO in Latin
America re: location and key selling
features of
Naples/Marco/Everglades
Educate the Luxury travel advisors
on the top reasons to book the
Paradise Coast. Followed by all
travel advisors as we proceed into
Phases 3 and 4.
Work together with West Coast of
FL CVB's to leverage shared
contacts and budgets to continue
promoting the region.
Educate the Canadian advisors on
the reasons why to choose
Naples/Marco/Everglades over
other FL destinations
TACTICS
Renew Virtuoso Latam Participate in luxury and regular
trade shows and virtual events
Virtual or in person trainings in
Argentina, Chile, Colombia and
Mexico
Email campaign in the Fall and
Spring through IDSS.
Participate in Latam
tradeshows/webinars/virtual events
Offer virtual FAMs followed by
regular FAMs in Phases 3 and 4.
Continue to promote the SWFL
itinerary in through Tampa out of
Miami or vice versa.
virtual shows / tradeshows /
Missions in cooperation with Visit
FL
Host La Cita September 2021 East coast sales mission in Spring
to target summer business
Participate in trade shows once it's
safe to do so.
Coordinate and assist the new
representation firms in Argentina,
Brazil, Chile, Colombia and Mexico.
Create a top reasons to visit the
destination and send out to travel
agent database
Host trainings pre or post
tradeshows.
Create a top 5 reasons to visit the
destination and send out to
database
IMPLEMENTATION SCHEDULE
Q1 - train 200 advisors Q1 - 200 advisors Q1 - 1 Mission Q1 - 100 Advisors
Q2 - train 300 advisors Q2 - 200 advisors Q2- 2 Missions Q2 - 100 Advisors
Q3 train 200 advisors Q3 - 200 advisors Q3 - 1 Mission Q3 - 100 Advisors
Q4 - train 200 advisors Q4 - 200 advisors Q4 - 1 Mission
STRATEGIC RESULTS
1,000 agents trained 1,000 advisors trained 200 advisors trained 300 advisors trained
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202144
SPECIALTY MARKETS SALES PLAN
GOALS
Continue to grow database contacts for LGBT
and Weddings/Honeymoons
Continue to increase destination exposure Continue partner engagement
OBJECTIVES
Increase contacts 10%Find content for webpage and social media Continue encouraging partners to attend
tradeshows with CVB. I per event min.
STRATEGIES
Join associations, Coordinate Fam/Sites or
Sales Missions, Attend tradeshows or virtual
events, host training webinars
Add new events, new venues, deals and
promotions
Partner Encourage partners to take advantage
of CVB programs on webpage such as deals,
events and promos.
40 per quarter 8 per each
TACTICS
Attend both live and virtual tradeshows and
events geared toward target markets such as
drive markets.
Keep website content updated by searching
internet, emailing partners and sharing info in
our newsletter
Keep partner info up to date in IDSS for all
markets
Host virtual events and webinars for planners
and TA's & TO's
Continue Social Media presence & assist with
searching for content and pics
C Monthly eblasts to partners for deals and
promos
Have agency do segments in the leisure
newsletter, eg. pre pride plans, LGBTQ
Wellness, adventure in the everglades for LGBT.
Destination weddings, possibly in the meeting
newsletter.
STRATEGIC RESULTS
Add 600 new contacts TA's TO's and Planners
find 150 per quarter
Host 1 Fams per market More partner participation with LGBTQ and
Weddings Markets
Increase RFP's to 20 try to get 5 per quarter Host 1 Sales Mission per market More promotions available to travelers
Host 2 webinars and 2 virtual events
Train 50 Travel Agents
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202145
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 30 story placements
in local newspapers,
magazines, online and
broadcast outlets
Increase social media link
clicks to 165k by the end of
2021
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 12 regional/national writers
in the destination
At least 30 placements in
local news outlets
Increase social media
engagements to 500,000 by
the end of 2021
Reach 35% open rate
on Paradise CoastLines
Newsletter
Successfully review
content for VG and
submit new info, listings
Increase impressions in out of
market outlets by 10 percent.
Host six Florida-based
social media influencers to
impact drive market travel
Increase Social Media
Impressions to at least 33m
for 2021
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
Outreach to feeder markets as
airlines introduce new service
into RSW, expand number of
nonstop flights seasonally.
Maintain and grow new
contributor relationship with
local newspapers and
magazines
Increase usage user
generated content and
engage in more
conversations
Deliver industry e-
newsletter monthly.
Staff to add description
and amenities to ensure
quality in website and
Visitor Guide
Use digital-style content for
media pitching.
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.
Streamline newsletter
content for readability,
reduce bounce
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.
Implement new
Emergency Web
Accommodations
Module
Host group media visits with up
to six writers; secure partners to
donate experiences
complimentary
Issue targeted news
releases about visitor
statistics as warranted to
highlight newsworthy
information about results.
Set up local photographers
as vendors to obtain new,
authentic photo conten
Work with EOC and
CVB team to streamline
and improve hotel and
industry
communications
Should a crisis take
place, follow-up with
national media that
covered the situation
regularly providing
updates: 6 months later,
one year later
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202146
PR & Communications Plan Continued
Meet with media face to face in
their offices in 2021 for editorial
desk sides
Maintain regular addition of
events, business listings
and editorial updates to
ParadiseCoast.com.
Be authentic, highlight
destination how-to's;
best bets, secrets
Schedule virtual editorial
meetings for the duration of
2020.
Evaluate trending topics and
pitch newsworthy stories that
relate.
Support efforts of individual hotel
partners; enrich itinerary with
destination experiences
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202147
DIGITAL AND SOCIAL MEDIA MARKETING PLAN
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
Increase usage millennial
targeted content
OBJECTIVES
Increase social media link
clicks to 165k by the end of
2021
Increase social media
engagements to 500,000
by the end of 2021
Increase Social Media
Impressions to at least
33m for 2021
Create compelling new
website content with clear
calls to action and utilize
social media to drive traffic
to those new articles
Minimum of 12 Facebook
live sessions by the end of
2021
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 frequency of
live/streaming 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 2020 - 202148
SPORTS MARKETING PLAN
OBJECTIVES
Continue to partner with Paradise Coast
SportsPlex Operating Agency (Sports
Force Inc.) to market, attract, and book
national and/or international events.
Partner with SFI Marketing Team,
Ad Agency of Record and CVB to
promote the new Sports Complex
Focus on leveraging Sugden,
BMX Track, beaches and water
sports events to bring to
destination
Promote attractions, dining
and water actives for
participants and families
KEY PERFORMANCE INDICATORS
NCRP & Sports Complex at 80% capacity Increase buzz and excitement
about the new sports complex
and upcoming events
I Book 1-2 new events Book 1-2 new events
STRATEGIES
Travel with SFI Sales Team to
tradeshows to assist with selling
destination as well as facilities
Ensure we utilize strengths and
resources from all parties
Schedule appointments with
these type of promoters at
Sports ETA Symposium
Develop "Show your Jersey"
and other campaigns to
move participants through
destination
Work with Ad Agency on contract
increase awareness of the Sports
Complex
Conduct weekly meetings with all
parties in preparation for grand
opening and other events
Host 2-4 promoters for site
tours
Work with local partners
TACTICS
Strategic ad placement, rendering video
of Sports Complex, increase print, digital,
email content campaign
Create events within our
Facebook page/Facebook live
and create an IG page
Research and connect to
promoters who have these
types of events that could fit
well with our facilities
Implement "Show your
Jersey" and other
campaigns to move
participants through
destination
Conduct weekly meeting with the SFI
Sales Team
Identify advertisements in digital
media, email and print
Work with Parks and Rec Team
to ensure we have capability of
hosting certain events.
Link on Sports Website
directing participants to local
attractions, restaurants
Lead Sharing Actively posting relevant contact
on all platforms
Link to promoters IOS App if
applicable
STRATEGIC RESULTS
Increase economic impact to the County Combining resources to save in
overall marketing costs
Increase economic impact to
the County
Increase economic impact to
County
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202149
FILM OFFICE MARKETING PLAN
OBJECTIVES
Expand current location library Increase Leads/Inquiries Increase Production/ Spend Grow Client Social Media
Engagement
KEY PERFORMANCE INDICATORS
Increase files to Reel-Scout®Inquiry/Lead Increase by 5%
annually
Production Spending Increases per
Production
Increase New
Engagements/Followers
Link to on-line directory thru R-S or
ProdHub
STRATEGIES
Rotate our "hero" shots for each
location file. Refresh current
locations; Increase current library of
images; Take any obsolete files off-
line
Cultivate repeat clients, actively
pursue new inquiries, emphasizing
print and commercial producers
Work with Film Florida & State Film
Office on overall marketing
Production Brand for Filming in
Florida as a health and safety-
conscious
Increase two-way engagement with
social media followers
Create 3 new locations files each
month
Work with vendors for best local
rates and deals, especially during
summer and fall
Efficient permit processing-now in
PDF & revised
Recruit Full Sail student/volunteers
(unpaid) volunteer to handle some
social media fundamentals with
supervision
Increase spec location files Photography Assistant to work with
volunteer to create more posts
across platforms that are photo-
location-centric*
Encourage productions to hire local
production emphasizing health &
safety protocols & cost-
effectiveness
More engaging content-photos.
Asking for participation, choosing
favorites, etc.
Work with location service
companies to inquire about free
links
Member of the Film FL Marketing &
Communications Committee
Daily posting of area photos for
authenticating conditions, new
construction, unique images
Creating Local Resource Links for
Health & Safety Protocols, PPE
Resources, etc.
TACTICS
Virtually attend Industry national
and international conferences and
events
Work with NIFF@Artis-Naples to
develop customized virtual scouting
tours of our area. Familiarize them
with permit and support services
offered locally
With Film Florida -
Introduce/educate new legislators
to the benefits of the Industry to FL
Continue to report quarterly all
updates to R-S library & TDC
Reports to Internal Control
Continue support/promotion of FL
State Los Angeles Liaison and
continue support of existing sales
tax credit
*Add at least two new social media
outlets to marketing
STRATEGIC RESULTS
Grow number of new Reel-Scout®
files
Raise Percentage of Production Increase Production Spending Increase Year-End Total
Engagements
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202150
ARTS, CULTURE AND HERITAGE MARKETING
OVERVIEW
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 are 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.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202151
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, contracted with Cultural Planning Group to develop
a new long-range strategic plan for the arts, cultural and heritage market. That plan was approved by the County
Commission in early 2020. The implementation of the plan was delayed due to the COVID-19 crisis and is now
planned for roll out in in early 2021. That plan will provide our community with a road map to enhance our reputation
as an arts and cultural destination. This plan includes the arts and culture organizations in Collier County that are in
various stages of developing new facilities and considering expansion plans to existing facilities.
The plan components are outlined below.
GOALS
Build a foundation for cultural tourism and cultural development
Establish all of Collier County as a cultural destination
Broaden and diversify the visitor base through cultural tourism
Enhance the cultural vitality of Collier County for residents and local businesses
Provide the necessary public and private resources for arts and culture
STRATEGIES & TACTICS
Designate lead organizations in Collier County for arts and culture
Amend the Tourism Development Council (TDC) grant program guidelines to encourage more cultural programs
Develop metrics and systems for tracking a baseline and trends regarding cultural tourists and their economic
and fiscal impacts on the County
Develop and maintain standards of artistic and creative excellence throughout implementation of this plan
Define arts, culture, heritage, and creativity as a focus area for County support and tourism.
Identify, develop, and promote unique and distinctive arts and cultural experiences throughout the county
Enhance and expand the current development of cross-over experiences connecting arts experiences with other
cultural and creative sectors
Connect the unique cultures of Collier through communitywide events
Create and enhance vibrant arts and cultural hubs throughout the County
Market Collier County as a unique art and cultural destination to discrete target markets outside of the county
within a three-hour drive
Allocate TDC funds for the tourism-related strategies in this plan
Public/Private Cultural Trust Fund for the Arts: Establish a Cultural Trust Fund
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202152
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:
Negotiate a contract between UAC and Collier County to manage the Arts & Culture plan
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.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202153
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 and
residents about 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 2020 - 202154
WELLNESS TOURISM
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 rejuvenate and “Vacation 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.
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.
Further develop our wellness tourism program to use in promotions, website, partner links and press releases.
TACTICS
Get endorsements from City and County officials that the destination is a “wellness destination.”
Get endorsements from other Collier entities like all city Chambers of Commerce, Hotel & Lodging Association,
Restaurant & Lodging Association, Blue Zones, The Fifth Avenue Business District, etc. Have them promote
and use logo.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202155
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, Naples
Grande, Naples Beach Hotel, etc.
Expand wellness activity listings on the website: restaurants/food, hotel/resort, spa/beauty/ nature, Blue Zones,
medical, sports/water land, and events.
Include wellness in CVB consumer newsletters categories of interest so consumers can sign up to receive
destination wellness information.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202156
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.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202157
GOALS
With the recent success of finally attracting a major carrier for direct flights from the US West Coast to RSW (LA
& SEA), we will work for more of these flights.
We will also work to attract a major International carrier with direct service from London to RSW.
Continue to work with our regional partners in Fort Myers to support the German airline flights and to attract new
carriers from the UK.
Meet with our federal delegation in Washington to expand the passenger facility charges for future.
OBJECTIVES
Attract at least one additional 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 2020 and winter of 2021.
STRATEGIES AND TACTICS
Encourage expanded air service from our primary fly-drive markets, including Miami, Fort 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: $200,000 for FY 21 in marketing support for new or expanded air service to our area.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202158
MARKET INTELLIGENCE SWOT ANALYSIS
STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
Our community has many unique visitor opportunities that set us apart from competing choices that travelers have.
The following analysis is what we hear from our visitors and from our tourism industry partners that shapes
decisions to travel here.
STRENGTHS
30 miles of white sand beaches unlike east coast Florida beaches with 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 a growing number of activities for children.
Wide choice of accommodations from five star to budget.
Diverse multicultural events and activities including Native American, Latino and LGBT offerings.
Strong food culture with many locally owned, unique restaurants and well-known chefs.
Welcoming community with friendly residents; customer service-oriented employees.
Diverse shopping opportunities from outlets to boutique, plus malls and luxury collections.
Well maintained boulevards, medians and cleanliness throughout our community.
International airport with direct service to/from over five destinations and 16 air carriers including new direct
service from the US west coast.
A strong part of the Florida brand in both international and domestic travel preference.
Strong brand recognition and pride with our community and marketing partners.
Artificial reef offering fishing and diving opportunities.
80% of county is in preserved land with abundant green space in community, neighborhood and regional and
State parks to enjoy our eco-experiences.
Close to Miami, Fort Lauderdale, Palm Beach, Orlando and Sarasota, making day trips easy for visitors.
Multi-year recognition as America’s Happiest and Heathiest Community.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202159
WEAKNESSES
Higher than average airfares into Southwest Florida International Airport (RSW).
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 can discourage couples and Millennials.
Limited late-night dining options, especially for international visitors.
Very limited dining and entertainment options in the Everglades with many closed during the summer season.
Limited public transportation from nighttime activities to hotels.
Traffic in high season perceived as a negative to visitors.
Limited beach access in unincorporated areas of the County.
No all-inclusive offerings that discourages some international visitors.
OPPORTUNITIES
Additional domestic and International direct commercial air service to RSW will increase visitor accessibility and
demand.
Promote our closeness to Punta Gorda, Miami and Fort Lauderdale airports.
Transportation providers encouraged to offer new airport and area transportation options to visitors.
Alternate transportation options like Slidr, Uber and Lyft, bicycle rentals and CAT Beach Trolley in Naples and
on Marco Island to mirror successful service in North Naples.
New expanded group meeting space offers is attractive to new and larger groups.
New hotel development demand will grow in North 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 combined with attractive package offers 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.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202160
Opportunities Cont.
Promote our growing offerings for families and Millennials.
Promote to the growing the Argentina, Chile, Colombia markets in South America.
Promote our reputation as an LGBTQ friendly community and promote these events and infrastructure to this
affluent market segment.
Promote our craft beer breweries and signature cocktail offerings.
Promote our unique events like Swamp Buggy Races, Chokoloskee and Isle of Capri.
Communicate our affordable beach parking fees: $8 vs. $20 per day in competing markets.
Create more suggested itineraries to post on our website to encourage longer stays.
THREATS
Weather, climate change, natural and man-made disasters discourage visitation.
Water pollution algae blooms due to land run off results in a very negative impact on our ecosystem and
visitation.
Climate change and Epidemics and threats of disease challenge visitation growth.
Homeland Security mandates can discourage International visitation.
Lack of Federal disaster funding limits numerous businesses from full recovery from COVID-19.
International currency exchange rate fluctuations affect current and future visitation.
Lodging offered by VRBO, AirBnB and others grow in popularity posing lifestyle 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 other
business sectors.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202161
CHALLENGES TO RUNNING THE BUSINESS
INTERNAL & EXTERNAL DYNAMICS
1.The recent COVID-19 pandemic, 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 the safety concerns about travel to places they are
not familiar with. So our loyal repeat visitors need to be the core of our future visitors who know the great service
and care our hotels, restaurants and other businesses demonstrate to our visitors.
3.Through qualitative research, we continuously track our digital advertising and broadcast analytics to ensure our
brand massaging is 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. We continued our relationships with these firms
and in turn stayed in touch with our customers in those areas. This action will help us to be top of mind in
preference when International travel restrictions are eased.
6.Limited funding for international marketing, continuously changing foreign exchange rates and changing political
situations will challenge future visitation.
7.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:
8.As revenue and additional visitation rise due to positive results of our destination marketing efforts, we must be
able to replace staff that leave and to add full and part-time staff to support our sales, public relations, sports
and administrative personnel to support those new staff members. 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.
9.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 be competitive in compensation.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202162
10.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. We need to add a new Extranet site as an
interface to our database at both Miles and at IDSS.
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
shortened dramatically due to the COVID-19 crisis. We will need to concentrate more on the Online Travel
agents (OTAs) such as Expedia and Trip Advisor to provide easy access to booking last-minute travel.
2.We will experience lower than usual occupancy levels in 2021 due to International travel restrictions and
reluctance by many travelers to fly. We will need to shift our emphasis to auto travel in markets that have been
high air travel arrivals in the past.
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 five new hotels in various
stages of development, which will add about 700 new lodging units in the next 18-24 months.
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202163
LEGISLATIVE/REGULATORY FACTORS
1.2021 will pose numerous state legislative challenges. A good number of seats in both the House and Senate will
change and new faces will take our familiar legislators. 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 are a reoccurring threat 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 2020 - 202164
BEST PRACTICES OF OTHER TOURISM DESTINATIONS
1.Most Florida coastal destinations use 50% or more of their tourist tax (TDT) 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 with some
reimbursement from FEMA.
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 projects and major
beach 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. We have
limited the maximum amount that our County museums receive from TDT at $2 million per year and we assist
the County museums in promoting their major events with media planning and placement assistance.
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 2020 - 202165
COMPETITIVE DESTINATIONS IN FLORIDA
Fort Myers
Sarasota
Clearwater/St. Pete
Palm Beach
Fort Lauderdale
Miami
Florida Keys
Lee County:
LEE COUNTY:
Tourist Tax Collection: $43.4 million
Visitation: 4.9 million
Visitor Spending:$3.2 billion
Marketing Budget:$13 million
Economic Impact:$5+ billion
Messaging:Stay Well. Stay Home.
*2019 report
SARASOTA COUNTY:
Tourist Tax Collection: $23+ million
Visitation: 2,796,580
Visitor Spending:$1.9 billion
Marketing Budget:$7.7 million
Economic Impact:$3.1 billion
Messaging:Sarasota Big Pass
*2019 annual report
Messaging:Stay Well. Stay Home.
*2019 report
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202166
CLEARWATER/ST. PETE:
Tourist Tax Collection: $64.4 million
Visitation: 15,289,425
Visitor Spending:$5.6+ billion
Marketing Budget:$27 million
Economic Impact:$9+ billion
Messaging:Brighter Days Ahead
*2019 calendar year report
Messaging:Sarasota Big Pass
*2019 annual report
Messaging:Stay Well. Stay Home.
*2019 report
PALM BEACH:
Tourist Tax Collection: $54.2+ million
Visitation: $8.2 million
Visitor Spending:$5 billion
Marketing Budget:$4.4 million
Economic Impact:$7.7+ billion
Messaging:Stay + Play
*2019 calendar year report
Messaging:Sarasota Big Pass
*2019 annual report
Messaging:Stay Well. Stay Home.
*2019 report
FORT LAUDERDALE:
Tourist Tax Collection: $86.9 million
Visitation: 14 million
Visitor Spending:$10.6+ billion
Marketing Budget:$5 million
Economic Impact:$37.5 billion
Messaging:Hello Sunny
*2018 Annual Report
Messaging:Stay + Play
*2019 calendar year report
Messaging:Sarasota Big Pass
*2019 annual report
Messaging:Stay Well. Stay Home.
*2019 report
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202167
MIAMI:
Tourist Tax Collection: $31.6+ million
Visitation: 24.2+ million
Visitor Spending:$18+ billion
Marketing Budget:
Economic Impact:$17.9 billion
Messaging:Miami Shines
Messaging:Sarasota Big Pass
*2019 annual report
Messaging:Stay Well. Stay Home.
*2019 report
FLORIDA KEYS:
Tourist Tax Collection: $120 million
Visitation: 5.1+ million
Visitor Spending:$2.4 billion
Marketing Budget:$9.8 million
Economic Impact:$1.8 billion
Messaging:Come as You Are
*2018 Annual Report
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202168
CONSUMER E-SCAPES
OCTOBER
Celebrate the Holidays in Paradise
Families
Stone Crab Season launched October 15th
Stone Crab Festival
SWFL Food and Wine Experience
Events:
Winter Sizzle SWFL Restaurant Week
Celebration of Lights and Snow Falling every 3rd Thursday through
December
Santa Paws at The Venetian Village
Marco Island Annual Christmas Island Style Street Parade
Marco Island Holiday Boat Parade
November is Celebrate the Arts Month
Naples Intl Film Festival
NOVEMBER
Bird Watching, Wildlife, Nature
Festival of the Birds
Night Lights in the Garden
Zoobilee at Naples Zoo - Feasts with the Beasts - fundraiser
Corkscrew Swamp Meditation Sessions
DECEMBER
Culinary Focus
Food Festival season
Events:
Everglades Seafood Festival
Mullet Festival
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202169
Naples Craft Beer Festival
Wellness Weekend
JANUARY
Arts and Culture in Paradise
Sugden Theatre, Marco Island Center for the Arts, Artis Naples, Von Liebig Art Center
Events:
The 41st Annual Naples Art Festival
33 Annual Naples Downtown Art Show on Naples 5th Ave South
For the Love of Art Celebration
239 Film Festival April
FEBRUARY
Fishing
Fishing in the Everglades, the Ten Thousand Islands
Events:
Marco Island Seafood & Music Festival March
MARCH
Health and Wellness in Paradise
Talk about Paddle boarding, beach yoga, golf, spas, hotel wellness offerings and healthy eats
Events:
2021 Minto US OPEN Pickleball Championships April
Possible Triathlon or other 5k event
Happiest and Healthiest City
APRIL
A Taste of Paradise
Great summer specials coming to 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 2020 - 202170
MAY
Summer Fun for Families - Talk about value season and activities for kids in the summer
Marco Island Center for the Arts Art Classes, Golisano Children’s Museum, Naples Zoo
Events:
Annual Sand Castle Sculpting contest at Golisano Children’s Museum - August
JUNE
Pets in Paradise - Pet friendly hotels, pet friendly dining options, shopping, boating, etc.
Events:
Dogs in the Garden in August– Naples Botanical Gardens
JULY
Watersports in Paradise – Activities on the water – boating, jet skis, kayaking
Events:
Marco Island Boat Show
Pro Watercross Event
Powerboat Nationals Event
AUGUST
Heritage - Collier County Museums and the Smallwood store in the Everglades
Key Marco Cat in Marco Island Historical Museum
Events:
Cattle Drive
SEPTEMBER
Dining in the destination – Food festivals
Events:
The Stone Crab Festival
The Food and Wine Experience
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202171
MEETING E-SCAPES
October – Medical Pharmaceutical planners
Markets: NY, New Jersey, Chicago, Dallas, Philadelphia,
Houston, Atlanta, Miami, Washington DC, Minneapolis,
Boston, Raleigh-Durham
November – Insurance Planners
Markets: Hartford, Boston, Omaha, Des Moines
December – Association Planners
Markets: Florida, Washington DC, Chicago, NY,
Philadelphia
January – Financial Planners
Markets: NY, Chicago, Boston, Philadelphia, Atlanta,
Dallas, Charlotte, Raleigh-Durham, Minneapolis,
Hartford, Vancouver, Toronto
February – Large Corporation/Business Owners
Markets: NY, Chicago, Boston, Philadelphia, Atlanta,
Dallas, Houston, Charlotte, Raleigh-Durham,
Minneapolis, Toronto, Milwaukee, St. Louis, Kansas
City, Columbus and Cincinnati
March – Incentive Planners
Markets: NY, NJ, Chicago, Boston, Philadelphia, Atlanta,
Dallas, Minneapolis, Milwaukee, Pittsburg, Columbus,
Cincinnati, St. Louis
April – Medical Planners
Markets: NY, NJ, 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: Hartford, Boston, Omaha, Des Moines
August – Large Corporation Board/ Business
Owners
Markets: NY, Chicago, Boston, Washington DC,
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, Des
Moines, Hartford, Vancouver, Toronto
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202172
APPENDICES
ADVERTISING AND MARKETING BUDGET FY 21
ESTIMATED BUDGET BREAKOUT AMOUNT
Account Service Retainer $400,000.00
Media $3,000,000.00
Creative Production $1,000,000.00
Total Budget $4,400,000.00
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202173
DEPARTMENT BUDGETS
ALL TOURISM PROMOTION FUNDS
FY 21 FY 20 FY 19 FY 18 FY 17 FY 16
FUND 194- ADMINISTRATIVE COSTS
Personal Services (Salaries)$1,106,700 $1,017,600 $1,328,900 $1,289,900 $1,050,000 $1,017,500
Operating Expenses $325,400 $275,100 $497,800 $434,600 $436,100 $429,800
Indirect Cost Reimbursements $70,800 $83,500 $82,400 $63,400 $72,600 $54,300
Capital Expense $7,500 $4,000 $9,000 $195,000 $10,000 $4,000
TOTAL OVERHEAD COST $1,510,400 $1,380,200 $1,918,100 $1,982,900 $1,568,700 $1,505,600
Tax Collector Fees (in Fund 184)$0 $0 $0 $0 $52,000 $45,500
Transfer to General Fund- Sports Complex $170,300 $147,000
TOTAL TRANSFERS $170,300 $147,000 $0 $0 $52,000 $45,500
Reserve for Contingencies $43,300 $0 $66,600 $63,100
Reserve- for Attrition -$19,000 $0 -$22,800 -$18,100 -$17,400 -$21,200
TOTAL RESERVES $24,300 $0 $43,800
TOTAL FUND 194 ADMINISTRATIVE EXPENSES $1,705,000 $1,527,200 $1,961,900 $2,027,900 $1,603,300 $1,529,900
FUND 184- MARKETING & PROMOTION
Group Meeting Support $311,500 $311,500 $444,500 $466,000 $300,000 $655,000
Advertising & Promotion & Sponsorships $4,356,600 $4,356,600 $5,000,000 $5,000,000 $5,000,000 $5,000,000
Contractual Services $2,303,400 $2,303,400 $2,063,800 $2,356,200 $2,124,300 $2,226,500
Travel Expenses & Trade Show Registrations $224,300 $224,300 $220,000 $595,500 $257,000 $210,100
Promotional & Sponsorships $0 $0 $533,100 $1,361,800 $920,500 $726,400
Sports Event Venue Support $520,900 $520,900 $612,000 $2,030,000 $400,600 $100,000
Insurance & Indirect Costs $136,600 $136,600 $154,400 $0 $8,900 $33,900
Trade Show Registrations $0 $0 $624,200 $0 $351,000 $339,000
Adjusting Entry -$574,500 $92,300
TOTAL MARKETING & PROMOTION EXPENSES $7,278,800 $7,945,600 $9,652,000 $11,809,500 $9,362,300 $9,290,900
Capital Projects- Depot Baggage Car (Project Cancelled)$0 $0 $0 $600,000 $200,000
Tax Collector Fees $198,000 $198,000 $190,400 $189,000 $155,000 $137,600
Indirect Cost Reimbursements $103,600 $107,000 $108,600 $147,800 $90,800 $61,700
Transfer to Fund 194 for Administrative Expenses $1,501,900 $1,600,000 $1,960,000
Transfer to Emergency Reserve Fund 196 $0 $135,000 $233,300 $834,500
Transfer to Capital Projects Fund 758 $0 $0 $50,000 $1,856,600 $6,600,300 $2,500,000
Transfer to Fund 759- Sports Complex Ops Income &
Expenses $470,900 $466,300 $350,000
Reserves -& Transfers $0 $2,506,300 $0 $82,200 $98,000 $509,300
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202174
All Tourism Promotion Funds Continued
TOTAL INDIRECT AND TRANSFERS $2,274,400 $5,012,600 $2,892,300 $3,710,100
TOTAL FUND 184- MARKETING AND PROMOTION $9,553,200 $12,958,200 $12,544,300 $15,519,600 $16,506,400 $12,499,500
FUND 193- MUSEUM GRANTS
Non-County Owned/Operated Museum Grants $300,000 $725,000 $725,000 $625,000 $425,000 $40,000
Tax Collector Fees $10,900 $10,900 $10,700 $10,600 $10,500 $9,300
Indirect Cost Reimbursements $3,600 $3,900 $2,800 $700 $1,800 $700
Transfer to Fund 184 $0 $500,000
Carry forward & Reserves $883,600 $998,800 $1,121,400 $1,517,600 $2,082,400 $1,724,600
TOTAL FUND 193 MUSEUMS $1,198,100 $1,738,600 $1,859,900 $2,653,900 $2,519,700 $1,774,600
FUND 196- EMERGENCY ADVERTISING
Post Disaster Stimulus Advertising $500,100 $0 $1,500,000 $1,500,000 $500,000 $1,500,000
Restricted for Unfunded Requests $0 $263,900 $1,764,200
Transfer to 184 $12,500 $10,500 $12,000 $12,000
Indirect Cost Reimbursements $1,100 $1,700 $1,200 $300 $300 $100
Carry Forward- Reserves $685,700 $1,500,000 $0 $0 $0
TOTAL EMERGENCY ADVERTISING RESERVE $1,186,900 $1,501,700 $1,513,700 $1,510,800 $776,200 $3,276,300
TOTAL TOURISM MARKETING & ADMINISTRATIVE
BUDGET $13,643,200 $17,725,700 $17,879,800 $21,712,200 $21,405,600 $19,080,300
FUND 198 COUNTY OWNED MUSEUMS
Operating Budget from TDC Tax $2,000,000 $2,000,000 $2,217,400 $2,000,000 $2,079,800 $1,857,500
General Fund Expenses $293,800 $475,600
Tax Collector Fees $42,000 $42,000 $40,000 $42,500 $42,500 $38,000
Transfers & Reserves -$1,100 $112,600 $240,500 $469,600 $542,200 $694,600
TOTAL COUNTY MUSEUM OPERATIONS $2,334,700 $2,630,200 $2,497,900 $2,512,100 $2,664,500 $2,590,100
TOTAL ALL TOURISM DIV OVERSIGHT FUNDS $15,977,900 $20,355,900 $20,377,700 $24,224,300 $24,070,100 $21,670,400
TOURISM ADMIN 194 $1,705,000
MARKETING & PROMOTION 184 $9,553,200
MUSEUM GRANTS 193 $1,198,100
COUNTY MUSEUM OPERATING 198 $2,334,700
RESERVES & EMERGENCY ADVERTISING 196 $1,186,900
TOTAL FY 17 TOURIST TAX BUDGET $15,977,900
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202175
GROUP SALES
FY 21
FUND
184/194*
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*
Promotional Items Group $10,500 $14,000.00 $14,000 $6,000 $5,000 $5,000
Sponsorship of Meeting & Events $40,000 $60,000.00 $90,000 $60,000 $75,000 $65,000
Site Visits $2,000 $3,000.00 $3,000 $6,000 $6,000 $10,000
Trade Show Registrations-Group all $50,000 $80,000.00 $100,000 $90,000 $90,000 $93,000
Trade Show Booth Décor*$500 $2,000.00 $2,000 $2,000 $4,000 $2,000
Sales Dues & Memberships*$44,000 $10,000 $8,000 $2,000
HelmsBriscoe $7,000 $ 7,000.00
Conference Direct $0 $5,000.00
Cvent $25,000 $22,000.00
Maritz $10,000 $10,000.00
FSAE $250 $250.00
PCMA $0 $495.00
ASAE $395 $ 395.00
FICP(MW)$0 $ 395.00
Site (MW)$0 $395.00
Site Chicago Miami local (MW)$0 $100.00
Group Sales Travel $20,000 $30,000.00 $40,000 $50,000 $45,000 $45,000
Brochure Distribution-Video Mailers $500 $10,000.00 $10,000 $500 $500 $1,000
Mileage - Local*$500 $1,000.00 $1,000 $1,000 $1,000 $700
Shipping to Shows* $1,000 $2,000.00 $2,000 $2,500 $2,500 $2,000
Sales Missions $10,000 $12,000.00 $12,000 $15,000 $25,000 $20,000
Fam Trip Support $10,000 $15,000.00 $15,000 $15,000 $15,000 $20,000
Freelance Art & Video $1,000 $6,000.00 $6,000 $6,000 $6,000 $10,000
Printing of Invitations $0 $500.00 $500 $500 $500 $500
Group Meeting RFP Incentives FY 21 & FY 22 $200,000 $300,000.00 $250,000 $300,000 $300,000 $140,000
Dest. Intl Impact Calculator $5,000 $0 $0 $7,500 $7,500
Midwest Representation $61,500 $61,500.00 $61,500 $50,000
Travel Reimbursements at Events $13,000 $18,000.00 $18,000 $18,000
TOTAL SALES & MARKETING BUDGET $468,145 $661,030.00 $669,000 $640,000 $591,000 $416,200
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202176
Group Sales Continued
REGISTER- SHOWS $50,000
TRAVEL- SHOWS & CONF $20,000
SPONSOR & PROMOS $50,500
SALES MISSIONS $10,000
RFP ENHANCEMENT $200,000
FAMS & SITES $10,000
OPERATING- Expenses-SALES $127,645
$468,145
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202177
LEISURE/TRAVEL INDUSTRY SALES
FY 21
FUND
184/19*
FY 20
FUND
184/19*
FY 19
FUND
184/19*
FY 18
FUND
184/19*
FY 17
FUND
184/19*
FY 16
FUND
184/19*
FY 15
FUND
184/19*
Sponsorships &
Promotions
Promotional Items- Leisure $5,000 $5,000 $6,000 $5,000 $5,000 $5,000 $4,000
Sponsorship of Meeting &
Events $7,500 $15,000 $10,000 $10,000 $10,000 $10,000 $10,000
West Coast FL Coalition
Promotions $15,000 $15,000 $2,000 $2,000 $2,000
Total Sponsorships &
Promotions $27,500
Registrations
Trade Show Registrations-
Claudia $65,000 $65,000 $0 $0 $0 $0 $0
Intl Trade Show
Registrations-Jack $40,000 $40,000 $70,000 $63,000 $60,000 $52,000 $50,000
Brochure Distribution $2,000 $3,500 $58,000 $58,000 $55,000 $50,000 $50,000
Trade Show Booth Décor $12,000 $12,000 $55,000 $55,000 $55,000 $50,000 $50,000
Total Registrations $119,000
Travel
Sales Travel- Claudia $25,000 $45,000 $2,000 $2,000 $2,000 $2,000 $2,000
Intl Sales & Conference
Travel- Jack $35,000 $58,000 $45,000 $43,000 $40,000 $35,000 $32,000
Mileage - Local*$500 $700 $3,000 $5,000 $6,000 $2,000 $2,000
Total Travel $60,500
FAM’s & Sales Missions
Sales Missions $10,000 $12,000 $8,000 $7,000 $7,000 $6,000 $4,000
Fam Trip Support $10,000 $25,000 $17,000 $15,000 $15,000 $10,000 $0
Total FAM’s & Sales
Missions $20,000
Operating Expenses
Printing of Invitations $2,500 $10,000 $28,000 $25,000 $24,000 $20,000 $15,000
Freelance Art-Video-
Translations $3,500 $2,000 $500 $500 $500 $500 $500
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202178
Shipping to Shows*$5,000 $8,000 $700 $700 $700 $700 $700
Sales Dues & Memberships*$2,000 $2,000 $15,000 $14,000 $12,000 $10,000 $6,000
Total Operating Expenses $13,000
TOTAL SALES &
MARKETING BUDGET $240,000 $318,200 $320,200 $305,200 $294,200 $253,200 $226,200
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202179
Leisure/Travel Industry Sales Continued
REGISTER -SHOWS & CONF $119,000
TRAVEL - SHOWS & CONF $60,500
SPONSOR/PROMO $27,500
FAM'S & MISSIONS $20,000
OPERATING $13,000
$240,000
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202180
SPECIALTY MARKET SALES
FY 21
FUND
184/194*
FY 20
FUND
184/194*
FY 19
FUND
184/194*
Promotional Items $2,000 $2,000 $2,000
Sponsorship of Meeting & Events $3,000 $3,000 $3,000
Trade Show Registrations $12,000 $14,600 $14,300
Trade Show Booth Décor*$2,000 $2,000 $2,000
Sales Dues & Memberships*$1,500 $1,500 $1,500
Specialty Market Sales Travel $10,000 $12,500 $12,500
Mileage - Local*$200 $200 $200
Shipping to Shows*$2,000 $2,000 $2,000
Sales Missions $3,000 $3,000 $3,000
Fam Trip Support $1,000 $1,000 $1,000
Printing of Invitations $1,500 $1,500 $1,500
Freelance Art-Video $2,000 $2,000 $2,000
TOTAL SALES & MARKETING BUDGET $40,200 $45,300 $45,000
REGISTER -SHOWS & CONF $12,000
TRAVEL - SHOWS & CONF $10,200
SPONSOR/PROMO $5,000
FAM'S & MISSIONS $2,500
OPERATING $10,500
$40,200
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202181
Specialty Market Sales Continued
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202182
SPORTS MARKETING
FY 21
FUND
184/194*
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 $100,000 $203,000 $203,000 $555,000 $185,000 $395,000 $25,000
Production $15,000 $15,000 $25,000 $20,000 $20,000 $15,000 $14,000
Web site & Social Media Support $15,000 $25,000 $35,000 $30,000 $30,000 $9,100 $9,100
Interns- Job Bank $0 $0 $15,600 $15,600 $15,600 $0 $54,000
Contract Labor Event Assistance $0 $0 $71,560 $10,000 $71,560 $15,000
Contract/Intern Positions-FBU
Support $0 $0 $0 $0 $0 $15,000 $1,000
Travel -Trade Shows &
Conferences $10,000 $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
Sports ETA *$1,000
Florida Sports Foundation $2,000
Registrations
SPORTS Conference $0 $2,700
US Sports Congress $0 $4,500
Connect Sports $500 $1,000
NASC CSEE Certification $3,000 $10,000 $20,000 $30,000 $20,000 $15,000 $6,000
Promo Products $10,000 $10,000 $22,000 $20,000 $20,000 $10,000 $1,000
Site Visits $50,000 $100,000 $50,000 $20,000 $20,000 $15,000 $12,000
Bid Fees/Sponsorships $10,000 $50,000 $50,000 $30,000 $30,000 $15,000
Sponsorships $0 $0 $75,000 $200,000 $175,000 $75,000 $100,000
Cat. B Sports Event Grants $0 $3,000 $3,000 $1,600 $1,600 $0 $1,000
Training *$2,500 $10,000 $5,000
Trade Show Décor-Banners $5,000 $5,000 $5,000
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202183
Dest. Intl Impact Calculator $2,500 $10,000 $5,000 $4,000 $4,000 $2,000 $3,500
Marketing Banners/Event Signs $50,000 $600,000 $540,000 $345,000 $155,000 $50,000 $36,000
Event Operating Support- Smaller
events $50,000 $45,000 $72,000 $100,000 $100,000
Large Event Sponsorships $600,000
Parks & Rec Support -Overtime $10,000
TOTAL SPORTS MARKETING $936,500 $1,125,200 $1,307,160 $1,449,200 $915,760 $658,400 $283,350
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202184
Sports Marketing Continued
ADVERTISING/PROD/WEBSITE $130,000
REGISTRATIONS $3,500
TRAVEL $10,000
SPONSORSHIPS & BID FEES $10,000
PROMOTIONS/SITES $60,000
EVENT SUPPORT/GRANTS $650,000
PARK OT $10,000
OPERATING EXPENSES $63,000
$936,500
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202185
PUBLIC RELATIONS & COMMUNICATIONS
FY 21
FUND
184/194*
FY 20
FUND
184/194*
FY 1
FUND
184/194*9
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 $0 $10,000 $5,000 $5,000 $5,000
Media Monitoring Services $14,100 $15,000 $15,000 $15,000 $14,000 $46,000 $46,000
CleanPix *$9,000 $9,000 $9,000 $9,000 $8,700 $8,700 $15,000
E-News Distribution *$0 $0 $0 $3,500 $0 $0 $0
Video, Audio, Still Production $40,000 $50,000 $0 $0 $90,000 $90,000 $90,000
Constant Contact $0 $600 $0 $20,000 $1,000 $4,000 $4,000
TravMedia $5,000 $6,200 $10,000
LHR PR - $172,000 $172,000 $172,000 $190,000 $175,000 $198,000 $198,000
Contractual Sub Total $240,100 $252,800 $206,000 $247,500 $293,700 $351,700 $358,000
Multimedia Production - Video, photos,
other $0 $40,000 $90,000 $90,000 $10,000 $10,000 $6,000
PR Social Media Boosts $15,000 $29,000 $25,000 $15,000 $3,000 $3,000 $1,650
Promotional Products $5,000 $9,200 $10,000 $3,000 $15,000 $5,000 $5,000
Paid Influencer Fees, Freelancers for
Content, PR Support $35,000 $62,000 $50,000 $50,000 $0 $2,000 $2,000
Sponsorships $7,500 $20,000 $20,000 $10,000 $40,000 $38,500 $38,500
Press Release Distribution-Events,
Shows, Newswires $0 $1,825 $1,825 $3,000 $5,000 $5,000 $5,000
Individual & Group Writer FAM’s $15,000 $40,000 $40,000 $40,000 $35,000 $35,000 $35,000
Travel- Regional/Local $5,000 $7,000 $7,000 $5,000 $35,000
Registrations- Media Missions,
Conferences, Trade Shows $5,000 $30,000 $25,000 $25,000 $0 $0 $0
Printing - PR folders, other $0 $2,000 $2,000 $1,000 $200 $200 $200
Award Submissions $1,500 $2,000 $2,000 $2,000 $1,000 $1,000 $1,000
Show & Conference Registrations $14,000 $15,000 $32,000 $4,000 $8,000 $4,000 $4,000
Sub Total Promotional & Travel $103,000 $258,025 $304,825 $248,000 $152,200 $103,700
Memberships *
Ragan Communications Insider $0 $0 $0 $400 $1,000 $1,000 $1,000
ATTA $0 $1,000 $1,000 $1,000 $1,050 $1,050 $1,050
PRSA - staff memberships $500 $1,050 $1,050 $1,050 $600 $600 $600
Family Travel Association $0 $0 $0 $1,500 $100 $100 $100
SATW $600 $600 $600 $600 $400 $400 $400
NATJA $500 $500 $500
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202186
See SW FL $0 $100 $100 $100 $175 $150 $150
FOWA $0 $275 $275 $200 $159 $100 $100
Naples Zoo $0 $159 $159 $159 $415 $395 $395
Social Media Marketing $0
Public Relations and Communications Continued
HSMAI $415 $415 $415 $415 $125 $125 $125
Misc. Memberships $250 $125 $125 $125 $4,024 $3,920 $3,920
Sub Total Memberships $2,265 $4,224 $4,224 $5,549
Training & Development *$2,000 $4,000 $4,000 $2,000 $5,000 $2,000 $2,000
Subscriptions *$250 $3,000 $3,000 $3,000 $3,000 $3,000 $3,000
Equipment- Video & Photography *$2,000 $4,000 $4,000 $4,000 $4,000 $3,000 $10,000
Sub Total PR Expenses $4,250 $11,000 $11,000 $9,000 $12,000 $8,000
TOTAL PUBLIC RELATIONS $349,615 $526,049 $526,049 $510,049 $457,900 $463,400 $358,000
CONTRACTUAL $240,100
PROMOTIONAL & TRAVEL $103,000
MEMBERSHIPS $2,265
MISC EXPENSES $4,250
$349,615
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202187
FILM OFFICE
FY 21
FUND
184/194*
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 $1,000 $12,695 $12,000 $14,250 $17,250 $13,500 $10,395
Promotional Items $200 $200 $300 $200 $300 $300 $300
Sponsored Events $0 $0 $0 $0 $0 $250 $500
Mileage*$200 $1,200 $250 $200 $350 $200 $200
Travel - Out of Market $4,300 $13,900 $19,120 $13,900 $16,900 $20,100 $16,500
Cell Phone*$2,750 $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 $1,000
Office Rent*$9,900 $9,300 $9,600 $9,600 $9,600 $8,400 $8,400
Postage & shipping*$100 $300 $300 $300 $350 $350 $350
Printing $200 $200 $200 $200 $200 $200 $200
Office Supplies*$300 $640 $620 $400 $400 $400 $400
Dues & Memberships*$3,300 $5,750 $5,750 $5,750 $5,750 $1,500 $1,250
Subscriptions*$512 $612 $612 $612 $612 $612 $592
Advertising $2,000 $2,000 $2,000 $1,500 $1,500 $1,125 $1,125
Web Site Maintenance $10,000 $10,000 $10,060 $10,000 $5,000 $10,000 $10,000
Reel Scout® Contract*$6,000 $6,000 $6,000 $6,060 $6,060 $5,060 $5,060
Adobe® software annual*$300
FILM OFFICE TOTALS $42,062 $66,547 $70,562 $66,722 $68,022 $64,547 $57,822
REGISTRATIONS $1,000
TRAVEL $4,300
CONTRACTUAL $6,000
ADVERTISING &
WEBSITE $12,000
SPONSOR/PROMO $200
DUES-MEMBERSHIPS $3,300
OPERATING
EXPENSES $15,262
$42,062
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202188
Film Office Continued
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202189
UK/IRELAND MARKETING
FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15
Fund 184
OMMAC, LTD
Service Fees $120,000 $120,000 $120,000 $120,000 $120,000 $120,000 $120,000
Travel $9,634 $17,534 $26,399 $26,399 $18,000 $18,630 $16,069
Registration Fees $2,495 $13,005 $8,570 $8,570 $9,000 $8,370 $8,600
Brochure Dist.$3,600 $4,900 $4,900 $4,900 $1,500 $4,800 $4,926
Sponsorships $7,500 $2,500 $500 $500 $5,000 $4,500 $6,100
Promotions & T O Co-ops $34,791 $39,961 $39,631 $39,631 $46,500 $34,880 $41,345
Expenses $1,800 $2,100 $0 $0 $0 $8,820 $2,960
TOTAL UK MARKETING $179,820 $200,000 $200,000 $200,000 $200,000 $200,000 $200,000
Monthly Service Fees $120,000
Travel & Registration Fees $12,129
Brochure Distribution $3,600
Sponsorships $7,500
Promotions & TO Co-Ops $34,791
Expenses $1,800
$179,820
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202190
EUROPEAN MARKETING
FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15
Fund 184
DiaMonde Marketing, Europe
Service Fee $120,000 $120,000 $120,000 $120,000 $120,000 $102,000 $102,000
Travel for Shows & Trainings $13,500 $18,000 $18,000 $18,000 $42,343 $17,000 $17,000
Marketing, Promotions, PR*$65,700 $73,400 $19,265 $19,265 $52,021 $26,974 $22,700
Tour Operator Co-Ops *$16,840 $50,000 $32,035 $32,035 -$45,000 $45,000 $45,000
PR and Media Events*$900 $2,818 $1,200 $1,200 $8,532 $3,775 $2,531
Trade Show Register*$30,000 $31,770 $0 $0 $2,650 $0 $5,769
Membership Dues*$2,280 $2,040 $0 $0 $2,262 $2,165 $2,000
Marketing & Promo by Diamonde $25,045 $35,553 $2,000 $2,000 $2,791 $3,086 $3,000
Miscellaneous Promotion Expenses $5,000 $11,500 $7,500 $7,500 $14,401
DiaMonde Total $279,265 $345,081 $200,000 $200,000 $200,000 $200,000 $200,000
Service Fee $120,000
Marketing & Promos Pd by CVB Directly*$115,720
Marketing & Promos Pd by Diamonde
Directly $30,045
Travel for Shows/Training by Diamonde $13,500
$279,265
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202191
BRAZIL MARKETING – AVIAREPS
FY 21 FY 20 FY 19 FY 18 FY 17 FY 16 FY 15
Fund 184
Service Fee $49,500 $49,500 $49,500 $49,500 $49,500 $49,500 $49,500
Advertising*$5,000 $10,000 $15,000 $15,000 $10,000 $30,000 $50,000
Co-Op Promotions*$5,400 $7,000 $14,000 $14,000 $40,000 $60,000 $50,000
Trainings $8,000 $6,000 $20,000 $20,000 $1,000 $4,000 $10,000
New Collateral*$5,000 $5,000 $5,000 $5,000 $5,000 $6,000 $10,000
Trade Show Register*$10,000 $12,450 $27,000 $27,000 $15,500 $58,000 $25,000
Fam Tours $3,000 $5,000 $15,000 $15,000 $10,000 $8,000 $15,000
Press Trips $4,800 $22,000 $12,000 $12,000 $21,000
Influencer Trips $3,000 $7,500 $14,000 $14,000 $6,000
Media Events*$700 $3,000 $2,000 $2,000 $3,000 $14,800 $20,000
Sales Missions- Travel $5,000 $3,000 $3,500 $3,500 $3,000 $25,000
Social Media-Zebra*$18,000 $18,000 $18,000 $18,000 $18,000 $30,000
OOP Expenses $1,000 $3,000 $5,000 $5,000 $3,000
TOTAL $118,400 $151,450 $200,000 $200,000 $185,000 $285,300 $229,500
Monthly Service Fee $49,500
Marketing & Media By AVIAREPS Direct $20,800
Marketing & Media by CVB Direct*$47,100
Expenses $1,000
$118,400
Convention & Visitors Bureau Destination Marketing Plan 2020 - 202192
Brazil Marketing Continued
FY 21 Marketing Plan Overview
16.F.2.b
Packet Pg. 2078 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Marketing Plan Development Highlights
•Monthly meetings with hotel Sales & Marketing staffs on sales strategies
•Quarterly roundtable meetings to discuss strategies and new marketing
techniques with hotels, attractions, shopping, restaurants
•Monthly reports on market conditions from Research Data Services,
Arrivalist, Smith Travel and Longwoods Research and International reps
•Annual Marketing Summit (August 2020)
o 60 Tourism Industry Partners helped shape this plan
o Input from Sales, PR, International, Sports Council, etc.
2
16.F.2.b
Packet Pg. 2079 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Elements of the Plan
•Vision / Mission / Value Statements
•Tourism Industry Conditions
•Travel & Tourism Industry Insights
•Research and Data-Driven Insights
•Marketing Goals and Objectives
•Marketing Strategies / Tactics
•Target Audiences
•Media Strategy
•Creative Strategy
•Sales Efforts
•Measurement and Metrics
•Budgets for all Marketing Disciplines
16.F.2.b
Packet Pg. 2080 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Marketing Goals
•Mitigate the Decline of Tourism Economic Impact
•Create, Deliver and Sustain Tourism Value for Visitors,
Tourism Partners and Residents
•Evolve the Paradise Coast Brand Message to Sustain
Confidence in Travel
•Maintain Brand Continuity Across All Channels
•Further Align Marketing Attribution to Tourism Impact
16.F.2.b
Packet Pg. 2081 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Research and Insights
Continuously monitoring research partners & platforms to gain insight on current
travel sentiment to apply to our marketing strategy:
•Trending to shorter/quicker travel getaways but long distance is still a
possibility and we expect that to continue to grow in the fall, winter and spring.
•Travelers are seeking options that provide enhanced safety precautions
(standard guidelines, masks, open spaces, social distancing, etc.)
•International travel and domestic air travel will continue to be negatively
impacted into 2021 and beyond.
•Meetings/Groups/Events will continue to be impacted but organizers and
venues will be creative to continue to host and deliver positive experiences.
16.F.2.b
Packet Pg. 2082 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Customer Segments
Leisure
•Domestic
•International
•Sports Event Attendees
•Niche
•LGBTQ, Ecotourism, Culinary, Arts, Culture, Golf
Groups
•Sports Event Planners
•Meetings/Groups
•Bridal/Weddings/Honeymoons
Travel Trade
•Travel Agents
•International Tour Operators
•Airline/Airport
16.F.2.b
Packet Pg. 2083 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Leisure Traveler -Segments
EAGER TRAVELER (Formerly Resilient Traveler)
•Adults 25-49, which includes Millennials and Generation X
•$150K+ Household Income (HHI)
RELUCTANT TR AVELER
•Adults 35-64, which includes Generation X and Boomers
•$175K+ HHI
WORK AND LEARN TRAVELERS
•Adults 25-54, Professionals with families who can work
remotely and are homeschooling or virtually teaching their kids
•$150K+ HHI, with children under the age of 12
16.F.2.b
Packet Pg. 2084 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Group Meeting & Sports Travelers
Key Strategies
Ø Thought Leadership Opportunities
Ø Strong Paid Social Media
Ø E-Mail Marketing
Tactics:
Ø Webinar Sponsorships
Ø Key Virtual and in Person events & tradeshows
Ø Linkedin, Facebook, Instagram for planners and event organizers
Ø E-newsletters to targeted paid lists of planners, event organizers and
event rights holders
16.F.2.b
Packet Pg. 2085 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Marketing Discipline Plans
9
Group Meeting Sales
Leisure and Travel Trade Sales
Specialty Market Sales
Sports Event Sales
PR & Communications
Digital & Social Media
International Markets
16.F.2.b
Packet Pg. 2086 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
10
TRAVEL INDUSTRY SALES PLAN -2021
GOALS
Increase brand awareness and grow database from Latin American Markets
Focus on B2B domestic market to increase
visitation
Continue participating in the West Coast of FL Coalition
initiative to increase Latam visitation Continue to increase Canadian visitation
OBJECTIVES
Train at least 1000 travel advisors in Latin America
Further educate 1000 domestic travel
advisors 5 West Coast of FL Coalition Missions/Virtual Trainings Train 300 travel agents in Canada
STRATEGIES
Educate agents and TO in Latin America re: location and key selling features of
Naples/Marco/Everglades
Educate the Luxury travel advisors on the top reasons
to book the Paradise Coast. Followed by all travel
advisors as we proceed into Phases 3 and 4.
Work together with West Coast of FL CVB's to leverage
shared contacts and budgets to continue promoting the
region.
Educate the Canadian advisors on the reasons why to choose
Naples/Marco/Everglades over other FL destinations
TACTICS
Renew Virtuoso Latam
Participate in luxury and regular trade
shows and virtual events
Virtual or in person trainings in Argentina, Chile,
Colombia and Mexico Email campaign in the Fall and Spring through IDSS.
Participate in Latam tradeshows/webinars/virtual events
Offer virtual FAM's followed by regular
FAM's in Phases 3 and 4.
Continue to promote the SWFL itinerary in through
Tampa out of Miami or vice versa.virtual shows / tradeshows / Missions in cooperation with Visit FL
Host La Cita September 2021
East coast sales mission in Spring to target
summer business Participate in trade shows once it's safe to do so.
Coordinate and assist the new representation firms in Argentina, Brazil, Chile, Colombia and
Mexico.
Create a top reasons to visit the
destination and send out to travel agent
database host trainings pre or post tradeshows.
Create a top 5 reasons to visit the
destination and send out to database
16.F.2.b
Packet Pg. 2087 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Me dia Strategy
16.F.2.b
Packet Pg. 2088 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Media Targeting Strategy
Media channels will be tailored to reach each segment.
EAGER TRAVELER (previously RESILIENT TRAVELER):
•Digital media focused on travel-intenders to both prospect and retargeted travelers
•Competitive market research will continue to be important, reaching consumers as they are
considering our competitors
•Leverage opportunities to use credit card data for targeting and reporting on economic impact
•Target those utilizing shorter term booking windows (OTA’s)
RELUCTANT TRAVELER:
•Informational-and inspirational-based media to educate and stimulate interest in travel to
Florida’s Paradise Coast
•Heavy use of video and digital media that allows for multiple images and longer-form content to
educate safety and showcase the beauty and myriad of experiences waiting for them in the
destination
•We will also include various traditional media channels as well as digital opportunities
16.F.2.b
Packet Pg. 2089 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Timing & Markets
Fall -October –December 2020
•Atlanta, Savannah, Chicago, Cleveland, New York City*
•Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville
Winter -January –March 2021
•Atlanta, Savannah, Chicago, Cleveland, New York Metro*, Boston, Philadelphia,
Detroit
•Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville
Spring/Summer -Ap ril –September 2021
•Atlanta, Savannah, other out of state markets TBD
•Tampa Bay, Orlando, Jacksonville, West Palm Beach, Tallahassee, Gainesville
*NY Metro -Inclusion in Fall would be determined based on quarantine restrictions upon returning to NY state.
Miami/Fort Lauderdale will be determined based on COVID cases in those areas.
16.F.2.b
Packet Pg. 2090 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Fall Campaign Overview
FALL -Local | In-state | Out of Market
October through December 2020
•Targeted to specific markets with highest propensity to return to travel to Paradise Coast
•Digital targeting to consumers as they are in-market for travel
•Strong presence on key Online Travel Agents (OTAs) to reach Eager Travelers with shorter
booking windows
•Targeting to our consumer when they are considering a competitive destination
•Target the new “Work and Learn” segment for those with professional occupations and kids
under the age of 12
•Paid Social Campaign on Facebook and Instagram with awareness and engagement goals
•Inspirational media with streaming and local television in key markets
•Comprehensive end-of-campaign economic impact reporting showing visitor spending in
our community from those exposed to our advertising
16.F.2.b
Packet Pg. 2091 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Media Campaigns and Tactics
WINTER CAMPAIGN
January through March 2021
•Target Markets will likely continue momentum of Fall campaign but could adjust to possibly add
more out of state markets, based on current research on fly-market travel
•Digital tactics will include a similar approach as above, but will possibly include more native
content and video to allow for more engagement with the destination and a focus on both short
and longer-term booking windows
•Content marketing that provides compelling information and storytelling with premium partners
with loyal followers
•Email marketing targeted to key interests in eco/outdoors, culinary, and Work and Learn
activities
•Streaming video and audio platforms to engage and inspire
•Print media to drive awareness of destination with focus on culinary, outdoors, and travel
16.F.2.b
Packet Pg. 2092 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
2021 Campaigns
WINTER / SPRING / SUMMER CAMPAIGN
January through September 2021
•Target markets and tactics to be included as market
conditions change through the Winter and early Spring
of 2021
•Media usage, consumer sentiment and trends will be
analyzed, and recommendations made that are relevant
to our target market’s mindset on travel
16.F.2.b
Packet Pg. 2093 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Creative Strategy
16.F.2.b
Packet Pg. 2094 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Creative Strategy
Authentic, relevant to the current situation and always on brand.
Florida’s Paradise Coast is a unique, luxurious destination that
elevates every single moment of every single day you spend here.
In fact, it’s those very qualities that make Naples, Marco Island and
the Everglades the perfect place to visit when you’re ready to travel.
16.F.2.b
Packet Pg. 2095 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Only Paradise Will Do.
Quarantining. Social distancing. Living in place.
These are things that few of us have ever heard of, much less
experienced. But we’ve done what we had to do, and thankfully, a new
day is dawning on our lives. So when we feel confident enough to
travel outside of our communities again, not just any getaway will do. It
has to be special. Memorable. Maybe even epic. Because the truth is,
after months of worry, stress and uncertainty,
Only Paradise Will Do.
16.F.2.b
Packet Pg. 2096 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Only Paradise Will Do
16.F.2.b
Packet Pg. 2097 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Only Paradise Will Do
16.F.2.b
Packet Pg. 2098 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Out of Market COVID Recovery Campaign
Timing: October 1 -December 31, 2020
Messaging:
•“Only Paradise Will Do”-Co-op media featuring special offers from Collier hotels, attractions,
arts, museums
•“Paradise Pledge”-tourism partner program to showcase how we are following CDC and Florida
Department of Health Protocols to make resident and visitor experiences safe and extraordinary
Markets: (if research confirms)
Out of State:
•Atlanta, Savannah, Chicago, Cleveland, New York City
•NYC to be reevaluated closer to campaign based on quarantine restrictions upon re-
entering NY state from Florida
In-State:
•Tampa/St. Pete, Orlando, Jacksonville, West Palm Beach, Gainesville, Tallahassee
16.F.2.b
Packet Pg. 2099 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Media Strategy and Tactics
Strategy:
•Multi-pronged approach where we can deliver safety and visitor experience messaging
and content
•Heavy presence to reach travel intenders in later stages of travel planning
•Awareness and informational media to educate those a little more hesitant
Tactics:
•Targeting Online Travel Agencies (OTA’s) like Expedia and TripAdvisor to reach people
as they are actively looking for travel opportunities to Florida
•Leverage American Express cardholders to reach “passionate spenders” in the
categories of eco-tourism, high-end hotels, resorts, and family travel
•Digital Display Advertising -Targeted with high interest in experiencing what they have
been missing–With Economic Impact Report
•Native Advertising to deliver content about the safety protocols utilized in the
destination and the importance of travel for future well-being
•Television advertising in key feeder markets to deliver positive and informational video
images of Florida’s Paradise Coast
•Advertising utilizing streaming content
16.F.2.b
Packet Pg. 2100 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
There’s a movement happening in Collier County right now.
It’s happening in our hotels. Our shops and museums.
Our restaurants and attractions. They’re taking the Paradise Pledge,
a promise to keep their visitors healthy and safe. It’s a powerful,
welcome message to the many customers that drive their business –
and with it, our community’s economy.
2
4
16.F.2.b
Packet Pg. 2101 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Be a local hero.
Now is the time to take the Paradise Pledge a step further. To have
our own residents make a similar Pledge –to support our local
businesses.
All they have to do is eat in our restaurants. Shop in our stores.
Patronize our museums, performing arts centers, and attractions.
When they do, they’ll be more than just a customer. They’ll be
something everyone in Collier County needs to get through this
challenging moment in time:
A Local Hero.
16.F.2.b
Packet Pg. 2102 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Be a local hero.
16.F.2.b
Packet Pg. 2103 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Local Hero :30 TV
It’s happening in our hotels, our restaurants, and our shops.
A pledge to keep our businesses safe for the millions of
visitors who drive our economy.
And now it’s your turn.
When you take the Paradise Pledge, you’re making a
promise to your friends and neighbors. One that says, “Hey,
I’ve got your back. Let’s get through this together.”
So eat in their restaurants. Shop in their stores. Be more than
just a customer. Be a local hero. And be the reason Collier
County emerges from this stronger than ever before.
16.F.2.b
Packet Pg. 2104 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
16.F.2.b
Packet Pg. 2105 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Comments &
Suggestions
16.F.2.b
Packet Pg. 2106 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Recomme ndation
16.F.2.b
Packet Pg. 2107 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)
Thank you
16.F.2.b
Packet Pg. 2108 Attachment: MARKETING PLAN FY 21 to BCC 10-13-2020 (13722 : FY 21 Tourism Marketing Plan)