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PACKET Town Board Study Session 2009-08-25
STUDYSESSIONTOWNBOARDTuesday,August25,20094:30p.m.to6:30p.m.Rooms20112021203170MacGregorAve.AGENDA1.CostEstimatesfortheMulti-PurposeEventCenter2.ReviewDraftLocalMarketingDistrictOperatingPlan.3.Miscellaneous.NOTE:TheTownBoardreservestherighttoconsiderotherappropriateitemsnotavailableatthetimetheagendawasprepared. JackieWilliamsonFrom:EPAdministration[ir3045@estes.org]Sent:Wednesday,August19,20095:13PMTo:JackieWilliamsonSubject:JobDoneNotice(Send)********************************JobDoneNotice(Send)‘,f’JOBNO.1840ST.TIME08/1917:07PGS.1SENDDOCUMENTNAMETX/RXINCOMPLETETRANSACTIONOK6672527GregWhite5869561KEPL5869532TrailGazette5861691Channel86353677ReporterHerald2247899Coloradoan5771590EPNewsERROR1 Finance,CVBDepartmentsMemoTo:HonorableMayorPinkhamBoardofTrusteesTownAdministratorHalburntFrom:SteveMcFarland,FinanceOfficerDate:August25,2009Subject:ProjectionsforoptionsatStanleyFairgoundsBACKGROUNDAttachedpleasefindprojectionsfortheprimaryprojectconsiderationsatStanleyFairgrounds.DOCUMENTATION/EXPLANATIONTheSummaryofOperatingProjections(Annual)forProposedProiectsdocumentisacomparisonofannualfinancialscenariosforthethreeprimaryprojectsproposedfortheStanleyFairgrounds:1.EstesParkPerformingArtsCenterInformationwastakendirectlyfromthe“UpdatedOperatingProjection—December9,2008”report,aspreparedbyAMSPlanning&Research.Dataisreportedasis,withnoattemptstoverifyoralter.Anannual$215,277lossisprojectedfromSlide21ofthereport.2.MPEC—MultipurposeEventsCenter/IndoorArenaa.TheMPECisprojectedtogeneratenewrevenuesfrom18tradeshowsand6conventionsthatwillgenerate$126,000indirectrevenues,andanestimated$126,230inindirectrevenue.Weareestimating2tradeshowspermonthfor9months.TheMPECwillbeusedtohousehorses/animalsintheother3monthsofJune,JulyandAugust.Theindirectrevenueisexpectedtobegeneratedthroughsalestaxbythetradeshowandconventionparticipants(lodging,food,retail,daytrippers).Althoughthere’snowaytotrulymeasureindirectrevenue,thedaytripperratewastakenfroma2006visitors’survey.TheIndoorArenaisprojectedtogeneratenewrevenuesfrom12horseshows.Indirectrevenueof$4,872isprojectedtoresultfromthesamesourcesaswiththeMPEC. b.Projectionsareincludedfor2.0newFTEs(1sales,.5eventplanningand.5maintenance).ThenewFTEswouldbesharedamongtheconferencecenter,MPECandIndoorArena.ThenetincomesoftheMPECandIndoorArenashouldthereforebelookedatasaunit(addtogether).Theadditionalstaffingwouldbeneededregardlessofwhichentitywasbuiltfirst.PotentialpersonnelexpendituresareoutlinedintheMPECprojections.Currentfairgroundspersonnelconsistsof4full-timeemployeesand8-12seasonals,plussupplementalhelpfromtheLarimerCountyDetentionCenter.c.Staffresearchedseveralsimilaroperations(Eagle,Greeley,Loveland,Scottsdale,DelMar)anddeterminedthattheoperationsatIslandGrove(Greeley)andTheRanch(Loveland)providedthemostdirectfinancialcomparisons.FinancialstatementsandbudgetsforTheIsland’sEventCenterandTheRanch’sarenawerethereforeusedtocreateestimatedexpendituresfortheMPECandIndoorArena.d.TheseestimatesdonottakeintoaccountmanyadditionalitemsthatwillbenecessarytocompletetheMPECandIndoorArena,suchas:1.Anypossibledebtservicethatwouldresultfrombonding,COPS,orloansassociatedwithcompletionoftheprojects.2.Furniture,FixturesandEquipment(FF&E)tosupporttradeshows,horseshows,concessionstandsandtheoffices.3.Furniture,FixturesandEquipment(FF&E)tosupportanychosenMPECprograms,suchasbasketballequipmentforthechildren,tennisapparatus,andsoccergoals.4.Parkinglot,landscapinganddrainageimprovements.ActionstepsrequestedNone.•Page2 SUMMARYOFOPERATINGPROJECTIONS(ANNUAL)FORPROPOSEDPROJECTSCulturalArtsCenter*EventsCenterIndoorArena‘“OPERATINGREVENUESRentalIncome$107,655$0$0Shows72,000147,600Conventions54,000-Chargebacks&CostRecovery33,280--TicketSales32,735--Concessions34,144--BoxOfficeTicketCharges31,705--TOTAL239,519126,000147,600OPERATINGEXPENSESPersonnel262,080130,000-Operations&Maintenance**Advertising-10,00010,000Buildings-30,00030,000Clothing/uniforms-500Electric-50,00050,000Gas-22,50020,208GeneralMaintSupplies-10,00010,000Insurance-10,00010,000Mach,vehicle&equipparts-1251,500Officesupplies/materials-1,0002,500Otherpurchasedservices-5,000Othersupplies-100Otherutility-2,600Printing-250250Registration-1,810Rent-750Replacementfund-buildingmtc-10,00010,000Replacementfund-equipment-10,00010,000Smallequipment/tools-125125Telephone/Computer-3,0003,000Training-5,000-Water/sewer/stormwater-10,00010,000AdministrativeOverhead25,925--Programming48,600--Occupancy96,534--ExpenseContingency21,657--TOTAL454,796307,760172,583OPERATINGNETINCOME/(LOSS)(215,277)(181,760)(24,983)INDIRECTREVENUES(SalesTax)-126,2304,872NETINCOME/(LOSS)($215,277)($55,530)($20,111)*datacopiedfrom12/09/08AMSOperatingProjectionReportforEPPAC**someestimatestakenfromIslandGrove(Greeleybudgets/actuals)someestimatestakenfromIndoorArenaatBudweiserEventsCenter(TheRanch)2.0FTE5(1.0salesposition,0.5eventcoordinator,0.5facilitiesoperations) NEW REVENUES -INDOOR ARENA DAYS/NIGHTS RATES/DIRECT INDIRECT SALES HORSE SHOWS EVENT#EVENT PARTICIPANTS FEES REVENUES REVENUES TAX TOTAL HORSE SHOWS 12 3 100 $123.00 $147,600.00 stall rent $48.00 feed $25.00 bedding $50.00 F&B/misc $33.83 $121,788.00 $4,871.52 REVENU ES TO TOWN $147,600.00 $4,871.52 $152,471.52 NEW REVENUES -EVENTS CENTER DAYS/NIGHTS PPL/RATES!DIRECT INDIRECT SALES TRADESHOWS EVENT#EVENT EXHIBIT EXHIBIT(OR)S PARTICIPANTS FEES REVENUES REVENUES TAX TOTAL TRADE SHOWS 18 3 Exhibit(or)s 150 $20.00 $54,000.00 Room rental $1,000.00 $18,000.00 Concessions tbd tbd Day trippers 1,500 $33.83 $913,410.00 Ldg/f&B/misc 2 2 150 $113.25 -$1,223,100.00 $85,460.40 REVENUES TO TOWN $72,000.00 $2,136,510.00 $85,460.40 $157,460.40 DAYS/NGHTS PPL/RATES/DIRECT INDIRECT SALES CONVENTIONS EVENT#EVENT EXHIBIT EXHIBIT(OR)S PARTICIPANTS FEES REVENUES REVENUES TAX TOTAL CONVENTIONS 6 3 500 $113.25 $1,019,250.Da $40,770.00 A/V $3,000.00 $18,000.00 Room rental $3,000.00 $18,000.00 Concessions $3,000.00 $18,000.00 REVENU ES TO TOWN $54,000.00 $1,019,250.00 $40,770.00 $94,770.00 $126,000.00 $3,155,760.OC $126,230.40 $252,230.40 CDc..__a)0U•I—.—(I.)u_iF—C(F)0CDc:]-CD-c3uc:NJa)4J>4J Cash Flow CRF BALANCE $2,900,000 Transfers in (2010): CVB Advertising SOPA 800,000 220,000 1,020,000 (both from General Fund) Subtotal: Expenditures: 3,920,000 Grandstands MPEC/IA Design Fees (500,000) (275,000) CRF BALANCE 2010: SOPA reserve:440,000 $3,145,000 Available for MPEC,etc:2,705,000 QCCCQCCCCCCCCCCCCCLrCLrNcNLnmOcN-1mcD00(F)LUHF(F).2-oU4)a)I.’CDL_—I—CDU(f-LflIICWIC>4-)0UC—J1_I,.1-’a)a)C4-a)a)uJCDLJCD-CCDCDI’If,* 000000000ddd00OO-1c-1rI41IuJHHuJH0U000dmCD04JCDa)00(-)—-0a).5aLUUU- 0LLz(%9zUzzUHzUJDUC00c-Ici) BUILD IN 2010 MPEC (Phase 1) MPEC (Phase 2) Indoor Arena (Phase 3) Subtotal* 2010 Numbers Financing: Phases 1,2 &3 ($8.525m-$2.705m) Phases 1 &2 ($5.485m-$2.705m) Phase 1 ($3.650m-$2.705m) $3,650,000 $1,835,000 $3,040,000 $8,525,000 Annual payment $483,060 $230,740 $78,435 BUILD IN 2011 MPEC (Phase 1) MPEC (Phase 2) Indoor Arena (Phase 3) Subtotal* 2010 Numbers Financing: Phases 1,2 &3 ($9.378m-$3.005m) Phases 1 &2 ($6.034m-$3.005m) Phase 1 ($4.015m-$3.005m) $4,015,000 $2,018,500 $3,344,000 $9,377,500 Annual payment 2010 $528,918 $483,060 $251,407 $230,740 $83,830 $78,435 EstesParkLocalMarketingDistrictBUSINESSanUQPERATINGPLANDateAugust2009Preparedby:EPLMDBoard ousinessanTABLEOFCONTENTSPageTheLMDModelOverviewTheMissionandVisionStrategicMarketingPlanGoalsObjectivesandPerformanceMonitoringExecutiveSummaryRecommendedMarketingBudgetStrategiesandTacticsMarketingBudgetTheTimelineTheManagementStructureKeyPlayersOrganizationChartDirectorJobDescriptionStaffingCosts2009AnnualProjection2010AnnualBudgetCVBAssessment(ProvidedbyHannahMarketing)0 TheLMDModelTheLocalMarketingDistrict-AllowedbyStateStatuteByStateStatutetheLMDmay:Provideanyofthefollowingserviceswithinthedistrict:(A)Organization,promotion,marketing,andmanagementofpublicevents;(B)Activitiesinsupportofbusinessrecruitment,management,anddevelopment;(C)(C)Coordinatingtourismpromotionactivities.(II)Norevenuecollectedfromthemarketingandpromotiontaxleviedundersection29-25-112maybeusedforanycapitalexpenditures,withtheexceptionoftouristinformationcenters.(f)Tohavethemanagement,control,andsupervisionofallthebusinessandaffairsofthedistrictandoftheoperationofdistrictservicestherein;(g)Toappointanadvisoryboardofownersofpropertywithintheboundariesofthedistrictandprovideforthedutiesandfunctionsthereof;fh)Tohireemployeesorretainagents,engineers,consultants,attorneys,andaccountants;(i)Toadoptandamendbylawsnotinconflictwiththeconstitutionandlawsofthestateorwiththeordinancesofthelocalgovernmentaffectedforcarryingonthebusiness,objectives,andaffairsoftheboardandofthedistrict;and(j)Toexerciseallrightsandpowersnecessaryorincidentaltoorimpliedfromthespecificpowersgrantedinthisarticle.Suchspecificpowersshallnotbeconsideredasalimitationuponanypowernecessaryorappropriatetocarryoutthepurposesandintentofthisarticle.-OrganizedbyIntergovernmentalAgreement(TownofEstesParkandLarimerCounty)-MarketingDistrictandTaxapprovedbyDistrictVote—Nov.4,2008-Theseven(7)MemberBoardisappointed.(5byTownBoardofTrusteesand2byLarimerCounty,BoardofCountyCommissioners)1ConfidentialDocument OverviewDuring2009TheLMDBoardmet3to4timespermonthtobecomeeducatedonCVBmattersandtocompleteallstartupdutiesforthenewMarketingDistrictInaddition,theLMDBoardworkedtocompilethefollowingOperatingPlanfor2010.Thisplanoutlinesallareasofoperationsfortheupcomingyear.ItiswithgreatrespectthatwesubmitthisplantotheTownofEstesParkTrusteesandTheLarimerCountyCommissionersforapproval.Fundingforthedistrictisprovidedviathe2%lodgingtaxforallstaysoflessthan30days.Thistaxiscollectedbylodgingestablishments,paidtotheColoradoDepartmentofRevenueonaquarterlybasisandthendistributedtotheEPLMD.Estimatesforthisfundingarestilltooearlyintheprocesstoaccuratelyforecast2009lodgingtaxrevenuesasonlythe1stQuarter’sdistributionhavebeenreceivedtodate.Itshouldbenoted,however,thatitwassignificantlylowerthanestimatesandprojections.Amajorityofth2010OperatingPlanisbasedontheCVBAssessmentconductedbyHannahMarketingAssociatesincludingtheirrecommendationsintheStrategicMarketingPlantheysubmittedaspartofourcontract.Thismethod(utilizingaconsultant)wasselectedtoaugmenttheexpertiseoftheLMDBoardandexistingCVBStaffwithaqualifiedexternalexpert,andbringoutside‘eyesandeats”toourprocessanddecisions.TheLMDhasreached‘greementwiththeTownofEstesParkTrusteestotakeover•‘kthemanagementoffourcurrentCVBemployeesandtheTownwillcontinuetoprovidecompensationandbenefits.TheseemployeesareresponsiblefortheMarketingAdvertisingPublicRelationsWebsiteVisitorsGuideStakeholderSalesandServicesandGroupSales.Therefore,theyincludetheareascurrentlyreferredtoasCommunications,PublicRelations,StakeholderSalesandGroups.Ourplanistostaff2010withfourfulltimeemployees(allcurrentlyemployedattheCVB).TheLMDplanstointerviewtheinterestedandqualifiedexistingemployeestoselectaDirectortomanagetheother3employeesonadailybasis,andberesponsiblefortheproperleadership,managementandexecutionofthePlanascommunicatedbytheEPLMDBoard.Thispositionisa“workingDirector”asotherdaytodaydutieswillstillbearequiredpartofthejob.ThismodelisbasedonthepercentoftimethecurrentDirectorspendsonCVBduties,therecommendationofConfidentialDocument2 HannahMarketingAssociatesfollowingtheirassessmentandthefactthatwesimplydonothavefundstohireandpayafulltimeDirector.TheDirectorwiNreportdirectlytotheEPLMDBoard.Inplanningfor2010,thegoodnewsis,astheassessmentclearlystates,theCVBisnotbrokenanddoesnotrequiteradicalchanges,however,afewareasofopportunitydoexistwhichwebelievewillbolsterourcurrentMarketingandAdvertisingtoproduceimprovedresults.Theseinclude:•IncreasedGroupSalesFocusandadvertising.•ArelationshipwithaPublicRelationsFirmtoaugmentandincreasecurrentefforts.•Arevised/enhancedornewrelationshipwithanInternetSearchEngineOptimizationfirmtoimproveEstesPark’swebsiterankings.•Andperhapsmostimportant,aYearAroundResearchProjecttoprovidecustomerresearch,checkexistingBrandingandgivefeedbackonanychangesthatwerecommendtoassistusincontinuingtomakedecisionstochangeforthebetterorstaythecourse.Additionally,theLMDBoardhasorganizedaregularmeetingofanAssociationsForumtoprovidecommunicationavenues,cooperationandmorefocusedeffortsonimportanttopicsandevents,aswellastoperhapsbethefeedinggroundfornewideasandpossibleeventstoassistwithouryeararoundeconomicmission.AseparategrouphasalsobeenInitiatedtopulltogetherDistrictbusinessesinterestedin“Groups”.TheeffortwascreatedtogainvaluableinsightandgarnerideasthatwillhelpguideusinimprovingourGroupsinitiatives.WehavecompiledabudgetaspartoftheOperatingPlanandbydesigntheabsolutemostsignificantpartofthisbudgetismarketingandadvertisingexpenditures.WearestillexploringcostoptionsforutilizingtheTown’sFinancedepartmenttohandleourfinancial/accountingneeds,aswewanttheTaxDollarstobefocusedandspentonMarketingandAdvertisingandnotservices.EducatedestimatesonannualLodgingTaxRevenuehavebeenbetween$800,000and$1,100,000.Dependingonsalestaxnumberswemaycontinuetoadjustourbudget.Weplantoputsomefundsasideforemergency/contingenciesandwehavesetaYearEndFundBalanceReservefor2009andforoneyearoutwhencompletingtheFiscalYear2010.However,wedoplantoutilizesomeofthe2009collectionstofundsomeinitialstartup,onetimeinfrastructurecosts,justmakingsurethattheYearEndFundBalanceReserveisadequatetocarryontheMarketingandAdvertisingexpenditureswithConfidentialDocument3 growththeTownhashistoricallyprovided.Thisisaonetimeanomalythatwefeelweshouldusetofundunusualexpenses.ItshouldbenotedthatifLodgingTaxRevenuesfalllowerthanthe$829,900TownBudgetof2009,weplantomeetwiththeTownTrusteestodiscusspossiblefinancialinvolvementbasedonexpectationssetduringtheelectionprocess.AswasdiscussedinoneofourjointBoardMeetings,theLMDBoardwouldliketoproposetoTheTownTrusteesarevenuesharingoftheStakeholderSalesRevenue.WeagreethefirstpriorityiscoveringtheoverheadexpensesattheVisitorCenter.WealsothinkitwouldbeveryconvolutedtohavepartofthefundingandbudgetdecisionsbeingmadebytheTownforaDepartmentreportingtotheLMDAdditionally,webelievethesefundswererolledbackintoMarketingandAdvertisinghistoricallybytheCVBandwouldliketocontinuewiththatuseoncetheoverheadispaidTheBoardwillplanourstandingmeetingfortheLMDwillbethesecondTuesdayofeachMonthat300pm(TownHall)Additionalmeetingsorworksessionsmaybeneededandwillbescheduledasrequired.Inclosing,itisourcommitmenttospendthelodgingtaxdollarsonmarketingandadvertising,notonsupport,legalorotheritems.Wewanttodomore,hopefullywithmore(taxdollars),buttofollowourMissionof:AttractvisitorstotheDistrictthrougheffectiveandefficientmarketinginordertodriveyear-roundeconomicgrowth.TheMission:AttractvisitorstotheDistrictthrougheffectiveandefficientmarketinginordertodriveyear-roundeconomicgrowth.ConfidentialDocument40 CoreValues:•Accountable•Ethical•Proactive•Respectful•Responsive•TransparentOurVision:Tobeayear-roundtourismandgroupdestinationthatsupportsourhealthymountaincommunitywithabalanceoffinancialsuccess,memorableexperiencesforvisitorsandqualityoflifeforourresidentsandemployees.OurStakeholders:•CommunityMembers•CustomersNisitors•CVBStaff•LocalBusinesses•LocalgovernmentalagenciesConfidentialDocument5 StrategicMarketingPlanMarketingStrategies:WewillfocusourfutureMarketingstrategyonthefindingsoftheCVBAssessmentandtheStrategicMarketingPlanpreparedbyHannahMarketingAssociates.Basically,theCVBhasdoneagoodjobandmajorchangesareinmarketingstrategiesarenotrecommended.However,thereareafewadditionsandadjustmentstocurrentprogramsthatshouldbeimplementedandtrackedtomonitorandmanagetheeffectivenessofanychanges.Witheachchangeitisimportanttotrackresultssothatwecancontinuetomakeappropriateadditionalchangesorreversals.Branding:BasedontheCVBassessmentitappearstheEstesParkBrandneedsresearchedandreviewedforpossibleimprovement.ThegoalistoresearchthisduringtheyeararoundresearchandthenconsiderinvolvingaBrandingexperttomakerecommendations.StrategicMarketingPlan:LMDMkt9PlanJuly31.pdfRevisedMarketingBudget2010:AdvertisingBudgetHannahReviseChangeMedia—Traditional$545,244Media--Online$116,751Production$97,000WebsiteUpgrades(interim,priortonewsitedevelopment)$9,200SearchMarketingFirm$25,000TotalAdvertising$793,195PublicRelationslMediaRelationsIn-State(CVBstaffexpenses)$3,750PRFirmforOut-of-State(fees+expenses)$44,000FilmCommission$1,200TotalPublicRelations/MediaRelations$48,950ConfidentialDocument6 ResearchConversionStudy$9,320VisitorsStudy$23,000120-DayLodgingForecast$4,500$3,600$900TotalResearch$36,820BrochureDistributionRealRocky$8,300VisitorsGuide(excludingpostage)$20,000Eventsbrochure$4,000TotalBrochureDistribution$32,300GroupSales(transferEducation&Membershipstosep.category)$38,955VisitorsGuide(off-setbyadvertising)$-0-StakeholderSales&Services(off-setbyStakeholderrev.)$-0-0Re-branding*$30,000NewWebsite(@50%)$22,500MembershipsandEducationMemberships$6,630Education/Conferences$7,650TotalMembershipsandEducation$14,280Pre-paidExpenseElectionexpenses$24,0000$24,000Consultant$22,0000$22,000120-DayLodgingForecast$4,5000$4,500Miscellaneous..0$500TotalPre-paidExpenses$51,0000$51,000UnallocatedReserve$32,000-Total$1,100,000$102,900TheManagementStructureKeyPlayers-TheLocalMarketingDistrictBoard(7Members)-TheCVBStaff-RMNPLiaison-TownofEstesParkVisitorServicesandEventsPersonnelOrganizationTheLMDBoardwillfocusdirectiondirectlytotheDirectoroftheLMDStaff.AllLMDBoarddirectionwillbefocusedthroughtheDirector,otherthanordinaryinvolvementincommittees,inordertokeepreportingdirectandfocusedwithoutconfusion.Webelievethisisveryimportanttokeepindividualagendasfromgettinginvolvedinthedirectlineofreportinganddirectionthatcouldcauseconfusion.ConfidentialDocument7 AnynecessarycommunicationanddirectiontobegiventotheDirectorduringperiodsbetweenBoardmeetingswillbehandledbytheLMDChairmanwithafollow-upsummarytotheentireBoard.IntheabsenceorincapacitationoftheChairman,thisresponsibilitywillbehandledbytheViceChairman.AllpayrollandbenefitswillbehandleddirectlythroughtheTownofEstesParkinconcertwiththeLMDBoard.OrganizationChartDirectorJobDescriptionAddendumJobTitle:JobCategory:ReportsTo:Summary:Director,EstesValleyLocalMarketingDistrictExecutiveLevel,FLSAExemptLMDBoardofDirectorsDirectsandleadsthefourdepartmentsoftheLMDsectionConfidentialDocument8U1VB-VisitorServices oftheConventionandVisitorsBureautowarditsmission.WorksdirectlywithBoardonpolicymakingandstrategyfororganization.Actsasprimaryspokespersonfororganization.DirectreportsarethedepartmentheadsfortheCommunications,GroupSales&Marketing,VisitorsGuide,andStakeholderServicesteams.Duties&Overseesadministrative,operatingandmarketingfunctionsResponsibilities:oftheLMD,includingexecutionoftheannualmarketingandcommunicationsplanforthedistrict.AdvisestheChairmanoftheBoard,theBoardandsuchothercommitteesasdesignated.OverseesthecreationoffinancialreportsandannualauditreportsinaccordancewithproceduresapprovedbytheBoard.Developsandsupervisestheimplementationofanannualoperatingandmarketingplan,inordertopromotethedestinationtolocal,state,regional,nationalandinternationalaudiences.DirectsthepreparationoftheannualbudgetthatsupportstheseactivitiesandpresentsittotheBoardforapproval.AttendsallmeetingsoftheBoardandotherdesignatedcommitteesinanadvisory,non-votingcapacity.Establishesandmaintainsongoingeffectivecommunicationswithstakeholders,media,governmentleaders,businessandculturalinstitutionleaders,conventionandeventplanners,andthelocaltourismindustry.RepresentstheLMDatselectedlocal,state,regionalandnationalconventionsthatservetofosterthebettermentoftheLMD’smission.DevelopsandmaintainseffectiveorganizationalpoliciesandensuresallLMDactivitiesareimplementedwithintheseestablishedpolicies,guidelines,lawsandethicalstandards.Selects,trains,supervisesandevaluatesassignedpersonnel;coordinatesstafftraining;implementationofdisciplineandterminationproceduresforallstaffmembersConfidentialDocument9 viatheadoptedTownofEstesParkEmployeeManual.Establishesgoalsforindividualdepartmentsandassistsstaffinordertomeetthosegoals.Preparesandsubmitsapplicationsforexternalfunding.Requirements:•Four-yeardegreefromanacademicinstitution;marketing,salesorbusinessmajorpreferred•Severalyearsofrelatedexperience•Knowledgeofmarketingbusinesstheoriespracticesandprocedures•Knowledgeofbudgetdevelopment•Excellentverbal,writtenandpresentationskills•Stronginterperonalskillsandanabilitytoprovideleadership•Expenenceinsupervisionwithprovenabilitytorecruittrainanddevelopstaff•AbilityanddesiretoworkinaresultsdrivenenvironmentStaffingCostsPayrollandbenefitsforthe4CVBStaffMembersreportingtotheLMDBoardwillcontinuetobepaidbyTheTownofEstesPark.ThisagreementwillbedetailedinanIGAbetweentheTownofEstesParkandtheEPLMD.TheLMDBoardintendstooperatetheplanwiththe4fulltimeemployeesfromtheCVBplusthehiringofexternalfirmsasnecessarytoenhancecertainareas.2009AnnualProjectionEstesParkAreaLocalMarketingDistrict(ModifiedAccrualMethod)StatementofIncomeandExpenses15-JuT-30-Jun-0915-Jul-0909ProjectedYTDYTD%ofyearBudgetActualBudgetEnd2009RevenueConfidentialDocument100 SalesTaxInterestConHandasofJanuary1,_.O9MiscellaneousRevenues$1,000,000.00$1,495.00$0.00$0.00$68,540.59$4.65$0.00$0.00$68,540.596.85%$4.650.31%$0.00#DIV/0!$0.00#DIV/0!ExpendituresOperatingSuppliesAdministrationAuditLegalorConsultantFees120DayLodgingForecastBoardFeesElectionVisitorsStudy**Meetings&TravelPostageMiscellaneousContingenciesTotalTabor3%t$2,000.00$20,000.00$2,500.00$20,000.00$0.00$24,000.00$2,000.00$50,000.00$120,500.00$3,615.00$880,995.00$877,380.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$0.00$68,545.24$68,545.24$0.00$18,971.73$414.78$28.42$443.20$0.00$37,202.67$3,615.00$31,342.57$27,727.57$500.00$5,000.000$22,000.00$4,500.00#DIV/0!$0.0079.05%$18,791.73$5,750.00$800.00$50.00$600.00$0.00$57,991.73$3,615.003.56%$782,508.273.16%$778,893.2720-Aug-09EstesParkAreaLocalMarketingDistrictBudget2010(ModifiedAccrualMethod)FundBalanceCarryForwardRevenueBudget$782,508.27Total$1,001,495.00$840,000.00$500.00$68,545.24$68,545.246.84%$840,500.00$37.74$0.00$0.00$17,750.001.89%0.00%0.00%88.75%Er.igFundBalanceLessTaborHoldBac**25%AnnualCostin20092010AnnualBudget22.16%0.00%30.87%100.00%ConfidentialDocument11 SalesTaxInterestMiscellaneousRevenuesTotal$1,060,000.00$1,600.00$0.00$1,844,108.27ExpendituresAdvertisingBudgetMediaTraditionalMediaOnLineProductionWebSiteUpGradeSearchMarketingFirmTotalAdvertingPublicRelations!MediaRelationsInState(CVBstaffExpensesPRFirmforOutofState(feesandExpenses)FilmCommissionTotalPRIMediaRelationsResearchConversionStudyVisitorsStudy**120DayLodgingStudyTotalResearchBrochureDistributionRealRockyVisitorsGuide(excludingpostage)EventsBrochureTotalBrochureDistribution$545,244.00•$116,751.00$97,000.00$920000$2500000$3,750.00$44,000.00$1,200.00$9,320.00$17,250.00$3,600.00$8,300.00$20,000.00$4,000.00GroupSalesVisitorsGuideStakeholderSalesandServicesRebrandingNewWebSite100%*MembershipandEducationConfidentialDocument$38,955.00$0.00$0.00$30,000.00$45,000.00$793,195.00$48,950.00$30,170.00$32,300.00120 Memberships$6,630.00EducationandConferences$7,650.00TotalMembershipsandEducation$14,280.00Miscellaneous$500.00OperatingExpensesLegal$5,000.00Administration$20,000.00Audit$5,000.00Contingencies$10,000.00TotalExpenses$1,073,350.00TaborReserves3%$32,200.50UnallocatedReserves(10%Revenues)$106,000.00Total$1,211,550.50$1,211,550.50EndingFundBalance1213112010***$632,557.77*Expensedin2OlOmaybe2OllExpenses**75%AnnualExpensein2010TheLMDBoardanticipatesprudentutilizationofthesefundsoveramultiyearperiodtoaddressspecificneedsastheymayariseCVBAssessment1%ShortcuttoEPAssessmentReportMay5.pdf.Ink**PleasenotetheabovedocumentwaspresentedtotheBoardpreviouslyandcanbereviewedathttp://www.marketestes.orq/AssessmentlEPAssessmentReportMay5.pdf.Ifyoupreferahardcopy,pleasecontacttheClerk’sOffice.ConfidentialDocument13 MarketEstesorg:LMDEstesParkLocalMarketingDistrict2010StrategicMarketingPlan0Preparedby:JiinnahMAFkLtC\J{NC. 2010StrateoicMarketinoPlanEstesParkLocalMarketinaDistrictEstesParkLocalMarketingDistrict2010StrategicMarketingPlanTableofContentsI.Goals,ObjectivesandPerformanceMonitoringA.GoalsB.ObjectivesC.PerformanceMonitoringD.IntegrationofGoals,ObjectivesandPerformanceMeasuresII.ExecutiveSummaryIII.2010BudgetIV.StrategiesandTacticsA.TargetAudienceB.AdvertisingC.InternetMarketingD.Public/MediaRelationsandSocialMediaF.GroupSalesandMarketingF.ResearchG.BrandingandPositioningH.EstesParkWebsiteI.VisitorsGuideJ.StakeholderServices2 2070StrategicMarketingPlanEstesParkLocalMarketingDistrictI.Goals,ObjectivesandPerformanceMonitoringA.GoalsGoalsarebroad,generalstatementsofwhatistobeaccomplished.Theyaredifficulttomeasureorvalidate,andtypicallyareofindefiniteduration.Nevertheless,theyareimportanttodefine,trackandconsistentlypursue.TheprimarygoalsfortheLocalMarketingDistrict’smarketingteamin2010areasfollows:GoalsIncreaseLeisureandGroupvisitorstoEstesParkStrengthenEstesParkasayear-roundleisureandGroupdestinationPositionEstesParkasapremiermountainresortcommunityIncreasegroupbusiness,primarilyfromthedrivemarketExpandtheunderstandingofvisitorstoEstesParkandtheirbuyingbehaviorClarifyandenhancethebrandidentityContinuetostrengthentherelationshipwith,andsupportfrom,StakeholdersB.ObjectivesObjectivesareoftenthoughtofassub-goals,andarenarrower,moreconcreteandmeasurablethangoals.Assuch,objectivesarequantitativestatementsofwhatistobeachievedand,iftheobjectivesareachieved,progresstowardmeetingthelonger-termgoalsismade.ThekeyobjectivesfortheLocalMarketingDistrict’smarketingteamaredefinedbelow,butwithoutthequantitativecomponentsthatwillbedefinedinlate2009orearly2010.IncontrasttothePerformanceIndicatorspresentedbelow,achievingtheseobjectivesislargelycontrollablebythemarketingteam,whichwillbeheldaccountableformeetingtheseobjectives.TheseobjectivesshouldbenegotiatedwiththeLMDBoard.2010ObjectivesIncreaseVisitorsGuiderequests(bothelectronicandpaper)by(TBD)%to(TBD)#AchieveaconversionpercentageofVisitorGuideInquirersintovisitorsof(TBD)%GenerateanAdvertisingEquivalencyValuefrompublicityof$TBDIncreasethenumberofGroupLeadsby(TBD)%to(TBD)#IncreaseStakeholderrevenuesby(TBD)%to(TBD)#C.PerformanceMonitoringConsistentwiththeLMD’scorevaluesofaccountabilityandtransparency,theperformanceoftheDistrictandthemarketingteamwillbetrackedandreported.InadditiontotheObjectives,thisincludesthePerformanceIndicators,ActivityMeasures,PerformanceMeasuresandPerformanceMetrics.Thesearedefinedanddetailedonthefollowingpages.3 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictC.PerformanceMonitoring(cont.)1.PerformanceIndicators:PerformanceindicatorsarenumbersthatillustratetheperformanceofthetravelandtourismindustryinEstesPark.SeveraloftheseareincludedintheObjectivesdefinedaboveinl.B.•Hoteloccupancies(RockyMountainLodgingReports)•HotelADR’s(RockyMountainLodgingReports)•DistrictLodgingtaxcollections•TownofEstesParkLodgingtaxcollections•TownofEstesParkRestauranttaxcollections(town)•SpecialEventattendance(estimated)•NumberofvisitorstoVisitorsCenter•RMNPvisitations(Eastsideandtotal)•Numberofweddings(WeddingAssociation)•120-DayLodgingForecast2.ActivityMeasures:ActivityMeasuresaremeasurementsofthephysicalactionstakenthatsupporttheLMD’smissionofattractingvisitorstoEstesPark.•Numberofwebpagesofcontentdeveloped•Numberofphotographspostedonwebsite•NumberoftravelwritershostedinGrouporIndividualtours•NumberofcommunicationssenttoStakeholders•Numberofmediafamiliarizationtours•Numberofpolice&businessinpartnershipcommunicationssenttoStakeholders•NumberofGroupSalesprospectingcalls•NumberofGroupfamiliarizationtours•NumberofTradeShowsattended•NumberofnewStakeholderservicesintroduced3.PerformanceMeasures:PerformanceMeasuresaremeasurementsthathelpdefineandquantifytheresultsoftheLMD’sactivity.•CallCentercallvolume•NumberofVisitorsGuiderequests•Numberofrequestsforlodginginformation•Numberofspecificwebpageviewcounts•Numberofuniqueusersofwebsite•Numberofwebsiteclick-throughstomember/sponsorsitesfromwebsiteadsandlinks•Averagelengthofwebsiteusersession•Website“bounce”rate•Percentofwebsitetrafficattributabletosearchenginereferrals•Numberofadditionstoemaillist•PRAdvertisingEquivalency•PRimpressions(circulation)•E-newsletteruniqueopenrate•E-newsletteruniqueclick-throughrate•Numberofmediainquirieshandled4 2010StrategicMarketingPlanEstesParkLocalMarketingDistrict3.PerformanceMeasures(cont):•NumberofGroupleadsfromtradeshows•TotalnumberofhotelleadsforGroups•$valueofhotelleadsforGroups•Numberofnon-hotelleadsforGroups•$valueofnon-hotelleadsforGroups•Stakeholdersalesofbrochurerackservices•Stakeholdersalesofwebsitelistings•StakeholdersalesofBookNowwebsitelistings•StakeholdersalesofGrouplistingssold•StakeholdersalesofGroupleads•StakeholdersalesofVisitorsGuideleadsCVBmembershipsalestoout-of-townmembers•NumberofStakeholdersadvertisinginVisitorsGuide•NumberofStakeholdersadvertisingonstandardCVBservice(website,brochure,leads,etc.)•NumberofStakeholderspurchasingoneormoteservices•NumberofStakeholderssupported•NumberofStakeholderwebsitelistingssupported4.ProductivityMetrics.ProductivitymetricsaremeasurementsthatillustratetherelationshipbetweentheLMD’sperformanceanditsresources.Thesemetricsaretypicallyexpressedasaratio.•Conversionpercentageofnon-committedinquirers•Costperleadfromtradeshows•Numberofleadspertradeshow•NumberofGroupleadsperdayofsalescalls•AdvertisingequivalencyperPR$spent•Stakeholderrevenuesperstakeholder•PercentageofStakeholdersbuyingoneormoreservices•Year-over-yearStakeholderStandardCVBServicesrevenuechange•Year-over-yearStakeholderVisitorsGuiderevenuechangeNote:Source:DefinitionsfromtheDestinationMarketingAssociationInternational’sStandardCVBPerformanceReporting,AHandbookforCVBs,updatedAugust2005.0.IntegrationofGoals,ObjectivesandPerformanceMeasuresTheGoals,Objectives,PerformanceMeasuresandActivityMeasurescanbeorganizedbymarketingfunctionorbygoaltoillustratethetieringofthesemeasures.ThePerformanceMonitoringModelonthenextpagesuggestshowthisshouldbedone.TheProductivityMetricscanbeaddedifdesired,whilethePerformanceIndicatorsshouldnotbeintegratedintothemodel,becausetheyarenotcontrolledbythemarketingstaff.so 2010StrategicMarketingElanEstesParkLocalMarketingDistrictPerformanceMonitoringModelObjectiveObjectivePerformanceMeasureMeasureActivityMeasureActivityMeasureActivityMeasure6 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictII.ExecutiveSummary2010willbeatransitionyearinthemarketingofEstesPark.NotonlywillthedirectionandoversightbetransferredtotheLMD,butthegroundworkwillbelaidforprotectingandenhancingEstesPark’spositionasaleaderinColoradotourismforyearstocome.ConsistentwiththeconclusionsandrecommendationscontainedintheBrandandMarketingAssessmentconductedlastfall,thechangesinthe2010budgetallocationswillbegradualandbasedonmarketingresearch.Increasedemphasisin2010willbegivento:(1)attractingsignificantlygreater(non-ConferenceCenter)GroupbusinesstotheDistrict;(2)allocatingfundsgeographicallytomoreaccuratelyreflectthetourismrevenues;and(3)enhancedinternetmarketing.Tourismrevenueswillbeconsideredmoreimportantthantouristvisits.Amotecomprehensive,yeatlongVisitorsStudywillbecompletedduringthefallof2010,andinformationfromthisstudywillbeusedtobothstrengthenEstesPark’sbrandinganddeterminebudgetallocationsin2011.Theenhancedbrandingwillbeappliedin2011toanewwebsite,the2012VisitorsGuideandtoallothermarketingcommunication.This,inturn,shouldincreasetheeffectivenessoftheLMD’smarketing.StrategyStrategyDescriptionGrowCVB(non-ConferenceCenter)lodgingGroupbusinessbydoublingthe1DirectorofGroupSales’sellingtimeandoffloadingherConferenceCentersalesandservicingduties.2RetainanoutsidePRfirmtopublicizeEstesParkintheregionalandnationalmarketsinbothtraditionalandnewmedia.Conductayear-roundVisitorsStudyandacompetitiveanalysistosupporttherebrandingandrepositioningofEstesPark.ContinuetofocusgeographicallyontheMidwestdrivemarket,ColoradoandTexas.5ReallocatemediafromtheFrontRangeandDayVisitorstoregionalmarketsandOvernightVisitors.6Retainabranding/creativefirmtorebrandEstesPark,andapplythebrandingtoanewwebsite,anewVisitorsGuidedesignandtoalladvertising.RetainaSearchMarketingfirmtoenhanceSearchEngineOptimization,PaidSearchMarketing(Pay-per-click),OnlineMediaManagement(displayads),SocialMediaMarketing,OnlineReputationManagementandemailmarketingprograms,andassistinthedesignofthenewwebsite.8Designanew,moreinteractivewebsitethatreflectsthebrandingdevelopment.Searchengineoptimizethewebsitefor“Colorado”andreallocateaportionof9thepay-per-clickspendingfromkeyphraseswith“EstesPark”tokeyphraseswith“Colorado”.10Selectivelyincreasebanneradvertising,initiallyinColorado.com.Aggressivelyexpandtheemaildatabaseandincreaseovertimetheamountof11emailmarketing,replacingaportionoftheFrontRangeprintmediausedtoattractevent-goers.12ContinuetogrowStakeholdersalesthroughtheintroductionofnewservices.70 2010frfriirMarketinaPlanEstasParkLocalMarketinoflfr,’fIII.2010BudgetAdvertisingMedia—TraditionalMedia--OnlineProductionWebsiteUpgrades(interim,priortonewsitedevelopment)$9,200SearchMarketingFirm$25,000TotalAdvertising$793,195PublicRelations/MediaRelationsIn-State(CVBstaffexpenses)$3,750PRFirmforOut-of-State(fees+expenses)$44,000FilmCommission$1,200TotalPublicRelationslMediaRelations$48,950ResearchConversionStudy$9,320VisitorsStudy$23,000120-DayLodgingForecast$4,500TotalResearch$36,820BrochureDistributionRealRocky$8,300VisitorsGuide(excludingpostage)$20,000Eventsbrochure$4,000TotalBrochureDistribution$32,300GroupSales(transferredEducation&Membershipstoseparatecategory)$38,955VisitorsGuide(off-setbyadvertising)$-0-StakeholderSales&Services(off-setbyStakeholderrevenues)$-0-Re-branding*$30,000NewWebsite(@50%)$22,500MembershipsandEducationMemberships$6,630Education/Conferences$7,650TotalMembershipsandEducation$14,280Pre-paidExpenseElectionexpenses$24,000Consultant$22,000120-DayLodgingForecast$4,500Miscellaneous$500TotalPre-paidExpenses$51,000UnallocatedReserve$32,000Total$1,100,000Budget$545,244$116,751$97,000Note:*ApplicationofbrandingdevelopmenttoVisitorsGuide,newwebsiteandnewadvertisingassumedtobegininJan.2011.8 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictIV.StrategiesandTacticsA.TargetAudienceEffectivedestinationmarketingrequiresfindingafitbetweenwhatthedestinationhastoofferandthosewhovalueit;thelatteristypicallyreferredtoas“TargetAudience”.TheCVBhasinrecentyearsdefineditstargetaudienceprimarilyonthebasisofdemographicfactors,collectedinsummerVisitorStudies.Basedonthe2006SummerVisitorStudy,EstesPark’sprimaryandsecondarytargetaudiencesareasfollows:1.PrimaryMarket:45-54;marriedwithnochildrenathomeorleftchildrenathome;$50,000-$100,000income;collegegraduate;andColorado,TexasandMidwest(Illinois,Missouri,NebraskaandKansas).2.SecondaryMarket:35-44or54-64;travelwithchildren;$75,000+income;collegegraduate;andIowa,California,Minnesota,Florida,WisconsinandArizona.3.Athirdtargetaudience—theColoradoMarket—hasbeendefinedusingScarborough2005dataasfollows:25-44;married,nochildren;$77,800income;andcollegegraduate.LessfocushasbeengiventoDayandDestinationorOvernightvisitorsandtoEventgoers.ForEstesPark,thesearecriticalsegmentsthatneedtobemorefullyrecognized,quantifiedandmarketedtoseparately.ThisinformationwillbecollectedintheVisitorsStudydiscussedbelowinSectionV.F.andwillthendrivetheallocationofmediaallocationsandcreativestrategies.Sincethisresearchdata,however,willnotbeavailableuntilthethirdquarterof2010andmediaallocationdecisionshavetobemadefor2010,theavailableinformationfrompreviousVisitorStudieswillbeutilized.The2006VisitorsStudyreportsapercapitadailyexpenditureforDayvisitorsof$33.83,comparedto$113.52forOvernightvisitors;forevery$1.00theDayvisitorspends,theOvernightvisitorspends$3.35.Inaddition,theOvernightvisitorstaysonaverage3.9nightsinEstesPark(2006ConversionStudy).Factoringthisin,theDayvisitorsspends$33.83,comparedto$442.73fortheOvernightvisitor.Coloradovisitorscontributeonlyanestimated18%oftotalrevenuesforEstesPark,despitethefactthatmorethan50%oftheCVB’smediaisallocatedtoColorado.Accordingly,themixofspendingwillbeadjustedfor2010sothatapproximately60%ofthebudgetisallocatedtoattractingOvernightvisitors.Nearlyone-halfofthisincreasewillresultfromtheadditionofanationalPublicRelationseffortdesignedtoattractOvernightvisitors.OncethenewVisitorsStudyiscompleted,itisanticipatedthatthepercentageallocatedtoattractingOvernightvisitorswillagainbeincreased.B.AdvertisingTheprimarymediaemployedtoattractOvernightvisitorsin2010willagainbemagazineadvertising,thewebsiteandsearchmarketing,plusanewnationalPublicRelationseffort.The40%spentagainstColoradoresidentswillbedividedequallybetweeninstateeventmarketingandin-state,non-eventmarketing.90 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictB.Advertising(cont.)Themagazinesutilizedwillmirrorthoseusedin2009andincludeBetterHomes&Gardens,HistoryChannelmagazine,Gourmet,Home&AwayAAA,AAAJourneys,AAALiving,MidwestLiving,MidwestTravelerAAA,Oprahmagazine,Reader’sDigest,SouthernLiving,Sunset,NationalGeographicTravelerandUSAWeekend.Thecreativewillbesimilartothatusedin2009,andisexpectedtobemodifiedinearly2011followingthecompletionofthebrandingwork.C.InternetMarketingInternetmarketingofEstesParkconsistsofSearchEngineOptimization,SearchEngineMarketing,EmailMarketingandtheWebsite.Thefirstthreearediscussedhere,whiletheWebsiteisdiscussedinthefollowingsection.BasedonarecentlyreleasedNationalTravelMONITORstudyconductedbyYpartnershipandYankelovich,Inc.,whenprospectivevisitorsgoonlinetoselectadestination,searchesofGoogle,Yahoo,MSNandtheothersearchenginesarethemostrelieduponsource:VisitFirstWhenSelectingADestinationOnlineSourcePercentSearchengine34%Websiteofnationaltouristofflce/CVB23%Onlinetravelagency(e.g.,Expedia)22%Websiteofhotelchain8%Websiteofindividualhotelorresort7%WebBlog1%Tostrengthenthebusinessgeneratedthroughtheinternet,thefollowinginitiativeswillbetaken:-1.TheSearchEngineOptimizationofthewebsitewillbestrengthenedsothatthesite’srankingsareenhancedforsearchesincluding‘EstesPark”,“Colorado”and“RockyMountainNationalPark”.DoingthelattertwowillstrengthenthesiterelativetocompetingColoradodestinationsandalsohelpcapturebusinessfrominternationalmarkets.2.Aportionofthepay-per-clickdollarswillbeshiftedfrom“EstesPark”keyphrasestothoseincluding“Colorado”.ThisalsowillenableEstesParktocompetebetteragainstotherColoradodestinationsfortravelerswhohavenotselectedtheirdestination.3.Increasingthesizeoftheemaildatabasewillbeaprioritytosupportexpandedemailmarketing.NamesandemailaddressescollectedintheVisitorsCentershouldbeadded,andthecollectionprocessthere(bothinthecallcenterandatthecounters)shouldbemodifiedinordertocollectmotenames.Towardthisend,suggestionswill10 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictC.InternetMarketing(cont.)besolicitedfromitswebsite/SEOvendors,anannualobjectivewillbeestablishedandtheresultswillbetrackedandreported.4.BecauseofthegrowingimportanceofInternetmarketing,includingSearchEngineOptimization,PaidSearchandOnlineMediaManagement,andthecontinuedtransitionfromtraditionaltoonlinemedia,anoutsideinternetmarketingcompanywillberetained(orthedutiesofitscurrentSEOvendorexpanded).Internetmarketingistoocomplex,tooimportantandtoofastchangingtoexpectthemarketingstafftoobtainandretainthenecessaryproficiency.Ideally,thisresourcewillprovideinputtothedesignofthenewwebsite.AlistofcompaniesthatwillreceivetheREPwillbedeveloped.CompaniesthathavebeenidentifiedthusfarincludeEngineworks,RighNowCommunications(thecurrentvendor)andWebsiteInternetMarketing(thecompanythatconductedtheassessmentofthecurrentwebsite).5.Displayadvertising—beginningwithColorado.com—willbeincreasedtoattractmoreOvernightvisitors,andbeoffsetbyspendingreductionsinDenvermedia’sonlinesitesthatareutilizedtosupportspecialevents.D.PubliclMedjaRelationsandSocialMediaThePublicRelations/MediaRelationseffortswillbesignificantlyexpandedin2010to:(1)publicizeEstesParkoutsideoftheFrontRangeinregionalandnationalmarkets;and(2)promoteitasanovernightdestination.AnoutsidePRfirmwillbehiredtofocusonthesenewpriorities,whiletheFrontRangepublicitywillcontinuetobehandledbytheLMD’scommunicationsstaff.Currently,mostofthepublicityeffortssupportspecialeventsalongtheFrontRangethatattractprimarilyDayvisitors.WhileDayvisitorsareimportanttoEstesPark,Overnightvisitorsspendanestimated13timesasmuchastheDayvisitor,inadditiontocontributingtotheLMD’slodgingtaxrevenue,whichtheDayvisitorsdonot.TheoutsidePRfirmwillbeselectedfollowingissuanceofaRequestforProposal,interviewsandcheckofreferences.Thefirmselectedwillhaveextensivetourism/hospitalityexperience;ademonstratedabilitytogeneratesignificant,favorableeditorialsupport;anROIorientation;and,ideally,considerableexperienceinColoradotourism.AmongthefirmsidentifiedthusfartoreceivetheRFParethefollowing,inalphabeticalorder:1.AdventureTravelMediaSource,Wellington2.GroundFloorMedia,Denver3.JohnstonWells,Denver4.KruzicCommunications,DenverItisexpectedthatthePRfirmselectedwillassumeresponsibilityforboththeelectronicdistributionofpressreleasesandformanagingtheSocialMedia.Whenthisfirmisretained,aSocialMediastrategyshouldbedevelopedalongwiththeSearchMarketingfirmretained.110 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictD.PubliclMediaRelationsandSocialMedia(cont.)WhereasthenewPRfirmwillberesponsibleforregionalandnationalmedia,includingtheSocialMedia,theLMD’scommunicationsstaffwill,amongotherthings,beresponsibleforhelpingtocreateagreaterawarenessamongFrontRangebusinessorganizationsof[stesParkasamountainmeetingdestination.E.GroupSalesandMarketingOneofthemoresignificantgrowthopportunitiesforEstesParkistoattractmoreGroupbusinesstothearea’slodgingmembersandotherestablishments.ThiswillrequireasignificantrefocusingoftheGroupSaleseffortfromsellingandservicingtheConferenceCentertosellingtheindividualmemberpropertiesonaproactive,ratherthanreactivebasis.Thistransitionneedstobeginassoonaspossible.Toacceleratethistransition,anumberofprocesschangeswillbemadetoincreasetheGroupSalesmanager’ssellingtimeandincreaseaccountabilityforgeneratingGroupbusiness,including:1.Summerwalk-insthatinquireaboutweddingsandreunionswillbehandledbyasummerintern.SmallGroups(lessthan10people)willbehandledbyaninternduringsummerandbytheCallCenterstaffduringthebalanceoftheyear.2.TheGroupsectionofthewebsitewillbeupgradedtoattractgreaterinterestfromGroups,particularlymeetingGroups.3.Activityreportstrackingthenumberofprospectingcallsandsalescallsmadeeachweekandmonthwillbecreated.4.ThenumberandrevenuevalueofGroupleadsandreferralswillbetrackedandreportedonmonthly.5.TheGroupdatabasethatnowisonpaperonlywillbetransferredtoACT,acontactmanagementsoftware,orOutlook.Groupsegmentprioritiesforoutboundsellingwillincludethefollowing:1.Educationalmeetings,includinguniversitiesandcontinuingeducation2.Corporatemeetingsandretreats3.Governmentmeetings4.Bustours,especiallyovernight5.AssociationBoardofDirectorsmeetings6.StudentGroupsWeddingsandreunionsaretypicallycall-inbusinessoraresultofaninteractionatatradeshow.12 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictF.ResearchNotwithstandingtheVisitorStudiesandConversionStudiestheCVBhasconductedovertheyears,thereareimportantknowledgegapsthatreducetheeffectivenessofEstesPark’smarketingefforts.Tocapturethisinformation,ayearlongVisitorsStudywillcommenceinSeptember2009.TheResearchisdetailedbelow:1.VisitorsResearchObjectives:TheobjectivesofthisVisitorsStudyareasfollows:a.DeterminewhovisitsEstesPark,whyandwhen(VisitorProfile)b.Determinehowvisitorsdecidetovisit(BuyingProcess)c.Determinewhatanactualvisitlookslike—whatisexperiencedandhowsatisfiedthevisitorsarewitheachexperience(VisitExperience)U.Determinethepre-arrivallevelofawarenessofEstesParkand(first-time)visitors’perceptionsofEstesPark(Attitudes&Awareness)e.Evaluatealternativepositioningslogansbyvisitorsegment(Positioning)2.UsesofInformation:Thisinformationwillbeusedforthefollowing:a.DeterminehowmuchofthemediashouldbeallocatedtoattractingOvernightvisitorsvs.Dayvisitors.TheCVBhasbeenspending50%ofitsmediaagainsteachaudience,despitethefactthattheavailableresearchdatasuggestthat80%of(summer)visitorexpendituresarefromDestinationvisitors.IftheVisitorsStudyvalidatesthisinformation,areallocationofmediamoreconsistentwiththerevenueswouldproducehigherrevenuesandsalestaxcollectionsfortheTownandDistrict.Seasonalandsegmentvariationsalsoneedtobeidentified.b.Determinehowmuchofthemediashouldbeallocatedtopromotingspecialevents.TheCVBspends20%ofitsmediainstatetopromotespecialevents,asignificantlyhigherpercentagethaniscontributedbyevent-goers.Amediareallocationthatspendslessagainstevent-goerswilllikelyincreaserevenuesandsalestaxcollections.c.Determinewhatattractsvisitorsbyseason,bysegment.Previousstudieshavefocusedonlyonsummerandhavenotidentifiedthedemandgeneratorsbysegment.TheimportanceofRockyMountainNationalPark,themountaincommunity,‘watchablewildlife”,etc.allneedtobequantified.d.Determinehowtobrand/rebrandandpositionEstesPark.TheidentityofEstesParkandwhattheEstesParkbrandstandsforisnotcleat.Amorepersuasive,differentiatingbrandidentityisneededtoattractmorevisitors.Criticaltotherebrandingisanidentificationofthekeydemandgeneratorsbysegment,byseason.Thislearningneedstobereflectedinallmarketingcommunication.e.Developapositioningsloganorslogansthatcapturethenewbrandingobjectives.Currently,EstesParkemploys“RealRocky.RealGoodTimes”asitspositioningslogan.Sincenocommunicationstestingofthissloganhasbeendonetoconfirmitsmeaning,relevanceandpersuasivenessinattractingfirst-timevisitors,thisneedstobedone,andadeterminationofwhetherthisistheoptimal13 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictF.Research(cont.)positioningsloganforEstesParkneedstobemade.Variationsbysegment,byseasonneedtobeunderstood.f.Determinehowandwhenfirst-timevisitorsdecidetovisitEstesPark.Thisneedstobeevaluatedbyseason,bysegment.Thisinformationcanaffectwhenmediadollarsarespent,wheretheyarespent,theimportanceoftheVisitorsGuide,etc.g.DeterminehowmucheachsegmentspendsintheTown’sdowntownareaandhowthismightbeincreased.h.Determinethedemographicsofvisitors,byseason,bysegment.ThisinformationcanbeusedtoselectmediathatbestfitEstesPark’svisitorprofileandincreasetheeffectivenessofthemediaspending.i.Determinethesatisfactionlevelofvisitors,byseason,bysegment,andhowsatisfactioncanbeincreased.TheestimatedtimetableforthisyearlongVisitorsStudyisasfollows:TimingActivitySeptember2009CommenceVisitorsStudyOctober1,2010RetainservicesofaBranding/CreativefirmOctober15,2010VisitorsStudyresultsavailabletoBrandingfirmandStakeholdersDecember31,2010BrandingdevelopmentcompletedJan/Feb2011Beginapplyingbrandingtonewwebsite,2012VisitorsGuideandadvertisingInadditiontothisVisitorsStudy,anannualConversionStudywillbeconductedin2010,measuringtheconversionofthosewhorequestaVisitorsGuides(largelyasaresultofseeinganEstesParkadvertisementinamagazineoronline)intovisitors.SincethemajorityofthosewhorequestVisitorsGuidesareOvernightvisitors,thisresearchisimportanttodestinationmarketingefforts.G.BrandingandPositioning‘Asuccessfulbrandingprogramisbasedontheconceptofsingularity.Itcreatesinthemindoftheprospecttheperceptionthatthereisnoproductonthemarketquitelikeyourproduct.”AlandLauraReisAsconcludedintheBrandandMarketingAssessmentReport,theEstesParkbrandneedstobeclarifiedandstrengthened,andallcommunicationneedstoreflectthisbranding.DetermininghowRMNPshouldbeintegratedintothisbrandingiscritical,sinceitisthedominantdemandgenerationforthedestination.14 2010StrategicMarketingPlanEstesParkLocalMarketingDistrictG.BrandingandPositioning(cont.)Towardthisend,anoutsidefirmwillberetainedtorebrandandrepositionEstesPark.Thisworkwillbebasedonthe12monthsofvisitorinformationcollectedintheVisitorsStudy,aswellascompetitiveanalysisconductedbytheLMD’smarketingstaff.Acriticalcomponentofabrandisitspersonality.BasedontheTVcommercials,inparticular,EstesPark’spersonalityappearstobenatural,realanddown-to-earth.Thisneedstobeconfirmedorotherwisedefinedandintegratedthroughoutthemarketingcommunication.Thispersonalitydefinitionisdependent,inpart,onwhomEstesParkistobepositionedagainst.Basedonthefrequentandprominentuseof“RealRocky”intheCVB’scommunications,itisimportanttouseVisitorResearchtodeterminehowprospects—particularlythoseoutsideofColorado—interpretthesloganandwhetheritispersuasive.EstesParkmusthaveastrongeridentityasaconferenceandmeetingsdestination,particularlyalongtheFrontRangeandsecondarilywithintheregion.Thiswillneedtobedonethroughincreaseddirectsales,publicity,emailanddirectmail.Giventheimportanceofweddings,EstesPark’sidentityasaweddingdestinationneedstobefurtherstrengthened.H.EstesParkWebsiteOncethebrandingworkiscompletedbythethird-partybrandingcompany,thebrandingwillthenbeappliedtothewebsite,VisitorsGuideandadvertising.Thiscreativeapplicationwillbedonebyeitherthesamecompanythatdevelopsthebranding,orbyaseparatecreativeadvertisingresource.Inpreparationforthedevelopmentofthenewwebsite,onlylimitedchangesthatdirectlyimpactbusinesswillbemadeintheexistingsite.“Nice-to-make”cosmeticchangeswillnotbemadein2010.Tofacilitatesearchengineoptimization,thesearchmarketingfirmshouldbeincludedinthedesignprocess.Withthecompletionofthenewwebsite,theURLwillbechangedtoVisitEstesPark.com.Thisismoreappropriate,giventheestablishmentoftheLocalMarketingDistrict.TheSEQwork(metatags,links,etc.)shouldbecopiedoverandretained,andthecurrentsiteredirectedtothenewsite.I.VisitorsGuideThemajorredesignoftheVisitorsGuidewillnotbeginuntil2011.Atthattime,therebrandingandrepositioningworkwillhavebeencompleted(inearly2011)andcanbeappliedtothe2012VisitorsGuide.165,000copieswillagainbeprinted,andthecostofthedesign,productionandprintingaswellasthepostagerequiredtomailtheguidewillbepaidforbyadvertiserfees.Alladvertisingintheprintedversionisincludedinthedownloadableversionwithaclickthroughlinktotheadvertiser’swebsite.15 2070StrategicMarketingPlanEstesParkLocalMarketingDistrictJ.StakeholderServicesAstheofficialvisitorinformationsource,theCVBhasaresponsibilitytoensurevisitorsreceiverichandrelevantinformationregardingtheEstesParkexperienceandplanninganEstesParkvacationorGroupevent.ItfollowsthattheCVBalsohasaresponsibilitytoensurethatStakeholdershavetheopportunitytopromotetheirbusinessesthroughthisprocess.Assuch,StakeholderSales&Servicesgoalistodevelopstrongpartnershipswithareabusinesses,developnewStakeholderadvertisingproducts,sellmarketingandadvertisingproducts,encourageandrespondtoStakeholderfeedbackandprovideStakeholderswithexcellentservice.1.NewStakeholderAdvertisingProducts:WhenlaunchedinOctober2004,theCVBofferedStakeholdersanadvertisingproductsuitethatincludedfreeandfee-basedproductsincludingreterrals,weblistings,GroupandVisitorsGuideleads,andVisitorCenterbrochurerackdisplayspace.Insubsequentyears,otherfreeandfee-basedadvertisingproductshavebeenadded,suchasOfficialVisitorsGuideads,interiorshuttlebusads,VisitorCentermenudisplayspace,andwebfeaturessuchasBookNowlink(Lodging),Menulink(Dining),andVacationValueslistings.Astheofficialvisitorinformationsource,theLMDwillhavetheresponsibilitytoensurepotentialvisitorsreceiverichandrelevantinformationregardingtheEstesParkexperienceandplanninganEstesParkvacation.ItfollowsthattheLMDhasaresponsibilitytoensurethatStakeholdershavetheopportunitytopromotetheirbusinessesthroughthisprocess.InordertoensureStakeholdershavethebestpossiblemethodsofpromotingtheirbusinesses,theLMDmustperiodicallyintroducenew,freshandrelevantadvertisingproducts.NewStakeholderadvertisingopportunitiesthatarebeingconsideredincludethefollowingwebsiteproducts:a.Stakeholderdisplayadsb.InteractivedowntownandregionalmapsincludingStakeholderbusinessinformation,photos,links,etc.c.VacationpackagesofferingamixofStakeholderoptions,customizablebytheuserU.ItinerarybuildingfeaturetoincludeStakeholderbusinessoptionse.Targetedleads,i.e.,Lodgingrequestsmeetingspecificcriteria;interestinActivities,Dining,Heritage,Art,etc.f.On-lineLodgingbookingengineOtherrevenue-generatingnewproductideasthatwillbecarefullyevaluatedinclude:a.StakeholderdisplayadsintheeNewsletteremailedtovisitorsb.Detailedfullcolorprintedmapswithstakeholderpointsandads-availablefordistributionaroundtownandattheVisitorCenterc.VisitorCenterlargeflatscreenTVwithstilladsand/orvideoadsd.Shuttlemapadvertising16 -a2010StrategicMarketingPlanEstesParkLocalMarketingDistrictJ.StakeholderServices(cont.)2.StrengtheningStakeholderRelations:Overthelastfouryears,theCVBhasbeensuccessfulinengagingStakeholdersfromalltourism-relatedbusinesssectors.NearlyalllodgingStakeholders,forexample,purchaseatleastoneadvertisingservice.Otherbusinesssectorspurchaseservicesatvaryinglevels.OpportunitiesdoexisttobetterengageStakeholdersinvolvedwiththeActivities,Dining,andShoppingsectors.Ongoingpersonalrelationshipsandcommunicationalongwithexcellentservicehasprovenveryeffectiveincommunicatingprogrambenefitsandadvertisingoptions.ContinuouslyinformingStakeholdersandencouragingfeedbackregardingtheLMD’smarketingwillbecriticaltofurtherstrengtheningrelationshipswith,andsupportfromtheStakeholders.SuccesswillonlybeachievedifkeypartnersandStakeholdersaremotivated,totallyunderstandthebrand,knowhowtouseit,andgenuinelywanttosupportit(Source:DestinationBrandingforSmallCities:TheEssentialsforSuccessfulPlaceBranding,BillBaker,2007.)OthermethodsofeffectiveStakeholdercommunicationsthatwillbeemployedinclude:a.Planandhostfun,relevantandinterestingmeetingeventsforStakeholdersb.LaunchaprofessionalandinformativeeNewsietterforstakeholdersc.CreateanddistributeaStakeholdersurvey,analyzeresults,communicateresults,andwhereappropriate,makechangesbasedonfeedbackd.Directlyinvolvekeystakeholdersinrelevantactivities,especiallyasitrelatestothedestinationbrandingprocesse.Createaninformative,interactiveanduser-friendlymemberpage170