VISIT EL PASO ∞ EL PASO LIVE

MARKETING PLAN 2014-2015

VISIT EL PASO ∞ EL PASO LIVE DIVISION

MARKETING PLAN 2014-2015 VISIT EL PASO ∞ EL PASO LIVE

MARKETING PLAN 2014-2015

VISIT EL PASO ∞ EL PASO LIVE DIVISION

MARKETING PLAN 2014-2015 STRATEGIC RESULTS AND PROGRAMS Table of Contents

Introduction PG 4

Strategic Results and Programs PG 8

Visit El Paso PG 10 VISIT EL PASO El Paso Live PG 26

Administrative Division PG 40

Appendix PG 44

EL PASO LIVE ADMINISTRATIVE DIVISION APPENDIX

3 Introduction

Destination El Paso was established to provide convention, tourism, venue and event management services to visitors, clients, and the greater El Paso community so they can enjoy a pleasurable experience that enhances quality of life and generates economic growth. Fiscal year 2014 was one our most exciting years to date, beginning with the implementation of new strategies in conjunction with our current Strategic Business Plan. Additionally, we completed a successful rebranding effort, changing our identities from the El Paso Convention and Visitors Bureau (CVB) and El Paso Convention and Performing Arts Centers (CPAC) to Destination El Paso which is comprised of two operating divisions; Visit El Paso and El Paso Live. The rebrand not only included new names but also modern logos and cutting-edge websites that clearly convey the purpose of each respective division. In fact, the newly redesigned sites have garnered attention on websites dedicated to recognizing dynamic web design and both have also have received numerous awards from advertising associations and hospitality/ destination marketing organizations.

Over the last ten years, Destination El Paso, through the use of focus groups, has discovered that public perceptions of El Paso have been generally negative; whether individuals had or hadn’t actually visited our city. Our new branding efforts, along with several new developments in the works, have helped El Paso grab the favorable attention of those who otherwise may have overlooked the city, assessing us as a “dated, boring, hot, dusty town.” We may always have a warmer climate and a desert landscape, but we’re proud to report that we’re experiencing unprecedented growth and beneficial change unlike any other city in the nation.

With the introduction of the El Paso Chihuahuas Triple-A Baseball franchise this past Spring and several of the $500 million quality of life bond projects already underway, El Paso is on the verge of becoming the Southwest’s next great leisure and business travel destination.

4 As an organization, Destination El Paso is dedicated and committed to leading the charge in changing any negative perceptions and we’ve found that if we get people to our city, we are able to expose them to the dynamic, vibrant El Paso we all know and love. Whether it’s nachos, beer and the jukebox at the Tap; the amazing permanent collection and touring exhibitions at the El Paso Museum of Art; a Broadway show or concert at the historic Plaza Theatre; the oldest operating churches along the El Paso Mission Trail; or roughing it at Franklin Mountains State Park or Hueco Tanks State Park and Historic Site. Visitors are genuinely impressed with the unique experiences and the warm hospitality that El Paso offers and will return home with adventurous tales to share with their friends and families.

We take great pride in our efforts to market El Paso as a viable destination and our ability to improve quality of life opportunities for our citizens by hosting a number of popular touring acts and free community events. We are equally proud of the strong relationships we have cultivated with our tourism partners and look forward to the great opportunities that lie ahead in fiscal year 2015 and beyond.

General Manager Destination El Paso

Bryan Crowe General Manager

5 Department Mission

The mission of Destination El Paso is to provide convention, tourism, venue and event management services to visitors, clients and the greater El Paso community so they can enjoy a pleasurable experience that enhances quality of life and generates economic growth.

Key Objectives and Priorities

Destination El Paso presents its 2014-2015 Marketing Plan to be implemented as the approved City budget permits. In pursuit of its mission and alignment with City Council goals, Destination El Paso will: ●● Meet facility generated revenue goal of $4,600,000 ●● Host 48,000 participants for the United States Bowling Congress 2015 Open Championships ●● Entertain 155,000 ticked patrons in theatre venues and maintain more than 600 event days annually ●● Receive overall service rankings of 4.5/5.0 or better on post-event, post-visit surveys ●● Increase total Hotel Occupancy Tax revenue over prior year and maintain hotel occupancy at 65% or greater ●● Help El Paso receive at least $3 million in editorial impact, on a national level, through print, broadcast and online media coverage ●● Manage facilities efficiently by making necessary upgrades and having less than 5% non- scheduled downtime of physical plant

6 General Manager Destination El Paso

Administrative El Paso Live Visit El Paso Services Division Division Division

O ce of Director/ Physical Plant Tourism Development General Manager Management Program Program Program

Event Support Finance Visitor Services Services Program Program Program

Operation Convention Human Resources Administration Development Program Program Program

Food and Convention Services Beverage Services Program Program

Booking and Event Film Commission Development Program Program

Event Management Program

Venue and Event Marketing Program

Box O ce Program

7 Strategic Results & Programs

Physical Plant Event Support Operations Food Booking Event Event Tourism Visitor Convention Convention Film Office of the Human Finance Management Services Administration & Beverage Development Management Development Services Development Services Commission General Manager Resources

STRATEGIC RESULT 1 - Garner positive imagery on a national level for the City of X X El Paso (City Council Goal C)

STRATEGIC RESULT 2 - Customers and visitors will experience a high level X X X X X X X X X of overall satisfaction and a positive impression of El Paso, our facilities and services (City Council Goal E)

STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination X X X X X X (City Council Goal C)

STRATEGIC RESULT 4 - Continue to positively influence the growth of X X X the lodging industry (City Council Goal C)

STRATEGIC RESULT 5 - Manage facilities efficiently to meet or exceed industry X X X standards (City Council Goal D)

STRATEGIC RESULT 6 - Optimize revenue generated through rentals, parking, X X X food and beverage sales, and ancillary revenue (City Council Goal G)

8 STRATEGIC RESULTS & PROGRAMS Strategic Results & Programs

Physical Plant Event Support Operations Food Booking Event Event Tourism Visitor Convention Convention Film Office of the Human Finance Management Services Administration & Beverage Development Management Development Services Development Services Commission General Manager Resources

STRATEGIC RESULT 1 - Garner positive imagery on a national level for the City of X X El Paso (City Council Goal C)

STRATEGIC RESULT 2 - Customers and visitors will experience a high level X X X X X X X X X of overall satisfaction and a positive impression of El Paso, our facilities and services (City Council Goal E)

STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination X X X X X X (City Council Goal C)

STRATEGIC RESULT 4 - Continue to positively influence the growth of X X X the lodging industry (City Council Goal C)

STRATEGIC RESULT 5 - Manage facilities efficiently to meet or exceed industry X X X standards (City Council Goal D)

STRATEGIC RESULT 6 - Optimize revenue generated through rentals, parking, X X X food and beverage sales, and ancillary revenue (City Council Goal G)

9 PURPOSE STATEMENT The purpose of the Visit El Paso division is to provide destination marketing services to visitors, industry professionals and the greater El Paso community so they can have a pleasurable and memorable experience while positively impacting the city’s economy.

KEY RESULTS: • 5% increase of total direct travel spending from previous year • 10% increase of social and multimedia audiences from previous year • 5% increase in total # of guests to the visitor centers • 8% increase annually in room nights booked through convention and meeting bookings • 90% of survey respondents rate convention services program at 4 of 5 or above • 5% increase in reported economic impact from film production

10 VISIT EL PASO

11 Program: Tourism Development

The purpose of the Tourism Development is to provide brand marketing, positive multimedia messaging, destination promotion and visitor and event support services to visitors, media, local and regional communities, and tourism industry professionals so they can develop and strengthen a positive image of Destination El Paso thereby increasing the economic impact on the community.

STRATEGIC RESULT 1 - Garner positive imagery on a national level for greater El Paso

The Tourism Development Program will contribute to the aforementioned strategic result by: ●● Targeting a minimum of 20 freelance bloggers/writers to come to El Paso and produce positive editorial content in multiple outlets ●● Hosting a minimum of two (2) press trips per year and acquire a national PR agency to assist in attracting top national media outlets or freelances with multiple outlets and strong social media presence to maximize coverage and linkage ●● Regularly pitching positive story ideas to national and international outlets, with a goal of 35 stories to be featured in print, television, or online Focus on national travel publications and drive-market outlets to generate readership by the likeliest visitors ●● Attending one (1) national/international public relations conference to network and build strong relationships with media outlets ●● Partnering with Texas Tourism to participate in their annual media sales missions; either nationally or internationally ●● Attending International Pow Wow media tradeshow organized by the U.S. Travel Association in order to make new, international connections in an attempt to garner media attention for El Paso ●● Attending Destination Marketing Association International (DMAI) Annual Convention and participate in their Media Influencer Rally to connect with some of the industry’s top travel writers and bloggers

STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination

We will continue to promote El Paso as a desirable destination by: ●● Working with our advertising agencies of record in the U.S. and Chihuahua to create dynamic, attention-grabbing campaigns and media strategies that will reach our target audiences ●● Continuing to develop well-thought-out strategic media plans to fully determine which publications or online outlets are the best avenues for Visit El Paso in terms of reaching the appropriate business and leisure travel audience

12 VISIT EL PASO ○○We will maintain print and online advertising efforts by targeting, leisure and business travelers who want authenticity and meeting planners and individuals whose interests are compatible with El Paso’s assets and deliverables

■■We will continue to reach out to target audiences in major Texas cities and in drive markets such as Albuquerque, Southern New Mexico, Midland/Odessa and Northern Mexico to increase visitation for activities such as shopping, the outdoors and special events

■■We will continue to advertise in traditional print publications that provide broad exposure to vast audiences, but especially in tried-and-true publications that produce significant amounts of leads in which we are able to reach to individuals who have specifically requested information about El Paso (SEE APPENDIX PAGE ______)

■■This year, we will increase our online, digital advertising presence by running behavioral targeted campaigns and contextual targeting. Different types of campaigns include general brand messaging and promotion of large-scale regional events that have proven their staying power and continue to draw large crowds on an annual basis

●● Continuing to use web and social media outlets to promote and create awareness of El Paso as tourist destination

○○Grow social media networks by 10% over prior year by creating interactive contests and giveaways through various social media networks

○○Utilize analytics to track and optimize efforts on social media interactions with followers, fans, updates and click-thrus

○○Purchase social management platforms to assist in the effectiveness of content distribution

○○Increase Podcast subscriber base by 5% and create monthly pre-programmed content to promote Heritage Tourism and other major events in the community

○○Update and enhance visitelpaso.com to increase new traffic by 5% and encourage repeat visitsEnhance website by developing micro-sites and pop-ups for special events

○○Integrate social media activity into the visitelpaso.com ○○Develop action-packed, captivating videos for visitelpaso.com featuring El Paso’s attractions, main events and things to see and do

○○Attend professional development seminars/webinars to continue to stay abreast of new technology and trends

●● Continuing to develop the Digital Ambassador program to instill a sense of community pride among locals and El Paso expatriates

○○Grow Digital Ambassador database to 5,000 and create a 35% engagement rate on stories shared

○○Continue to employ a part-time Digital Ambassador outreach coordinator

13 ○○Participate in largely attended events throughout the community to educate and encourage enrollment

○○Coordinate an event out of town to increase enrollment among expatriates ○○Purchase and maintain promotional items as incentives to encourage enrollment in the program

●● Attending Conferences and Professional Development Seminars to stay current with industry trends and issues impacting the travel and hospitality industry:

○○Texas Association of Convention and Visitor Bureaus Annual Conference (TACVB) ○○Texas Travel Industry Association (TTIA) Texas Travel Summit ○○Texas Travel Industry Association (TTIA) Travel & Tourism College ○○Destination Marketing Association International (DMAI)

●● Amigo Man will continue to maintain its presence as Visit El Paso’s Brand Ambassador ○○Maintain a study flow of Amigo Man appearances at various events throughout the year. ○○Redesign and update Amigo Man costume by creating a modern look

○○Utilize Amigo Man in social media networks to create excitement and notoriety

STRATEGIC RESULT 4 -Continue to positively influence the growth of the lodging industry

We will continue to positively influence the growth of the lodging industry by producing a 5% increase in total direct spending, over previous year by: ●● Continuing to market El Paso as an overnight destination to audiences within a 300-mile radius (Southern New Mexico, Albuquerque, Midland/Odessa and the state of Chihuahua) ●● Continuing to promote large-scale or key events within a 300-mile-radius through print and digital advertising in the U.S. and in Chihuahua through print, television, digital, radio, and public relations efforts at special events. (SEE APPENDIX PAGE ______)

●● Attending one (1) industry, group travel tradeshow to promote El Paso as a viable destination. This is typically a co-op with the State of Texas Tourism Office and is determined based on proximity to El Paso or agenda.

○○American Bus Association (ABA) Marketplace ○○National Tour Association (NTA) Travel Exchange ○○Go West Summit ○○Texas Tourism Reverse Receptive Missions

14 VISIT EL PASO ●● Partnering with Tourism organizations and local government agencies to increase awareness of the economic impact travel has on El Paso

○○Attend the Texas Travel Industry Association’s (TTIA) Annual Unity Dinner and encourage local and state government officials to participate

○○Participate in the TTIA’s “Converge on the Capital” event that educates legislative leaders on the hospitality industry’s initiatives and issues

○○Participate with the Greater El Paso Chamber of Commerce in the Annual Austin Legislative Days

○○Celebrate and coordinate events throughout National Tourism Week to bring local awareness

○○Strengthen the El Paso Hotel/Motel Association partnerships and continue to support their events

●● Continuing to build strong relationships with organizations that have a potential to draw regional traffic to El Paso

○○Partner with event planners and promoters to assist in the regional marketing efforts of their event

○○Partner with the Heritage and Cultural organizations to increase awareness of El Paso’s historic and cultural sites in the region

○○Partner with industry attractions to create awareness and bring regional traffic to their location

15 Program: Visitor Services

The purpose of the Visitor Services Program is to provide information and education services to visitors, military families, local and regional communities and hospitality industry so they can increase their leisure activities in Destination El Paso thereby enhancing the positive image of the community.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

In order to achieve the strategic result referenced above, we will monitor quality of services provided by Visitor Information Specialists and continue to improve overall satisfaction ratings

●● Visitor Information Centers create a positive first impression of our city. These centers are staffed by professional specialists who welcome visitors to El Paso, and provide information on points of interest in the region.

○○Hire and retain friendly, energetic, well groomed, professionals to work at three (3) Visitor Information Centers

○○Provide Visit El Paso logo brand uniforms for a consistent professional appearance ○○Maintain a monthly professional training program for Specialists to stay up-to-date on new information

○○Conduct monthly surveys at Visitor Information Centers to gather information on overall satisfaction of information received and services provided.

○○Maintain an inventory of collateral materials to ensure centers have the latest brochures to promote the destination

○○Create a modern location by regularly updating the look and feel of each center

●● Visit El Paso has invested in the development of a new App, available on Apple and android platforms, that will allow us to increase our digital footprint and reach and engage visitors throughout the world, 24 hours a day/7 days a week

○○The App will promote self-guided walking/driving/biking tours of El Paso’s cultural and historic sites

○○Maintain a detailed listings of events in the community ○○List dining, accommodations and area attractions with GPS mapping ○○Integrate with Visit El Paso social media outlets

16 VISIT EL PASO ○○Utilize analytics to continuously make enhancements that will better serve the user

●● Continue to provide “Ambassador” training for the hospitality industry to expand their knowledge about what makes El Paso great

○○Provide monthly Ambassador training classes throughout El Paso ○○Maintain and update Ambassador database to communicate with them on a monthly basis ○○Create a monthly newsletter to keep Ambassadors abreast of the latest happenings in El Paso

○○Educate and promote the importance of Heritage and Cultural Attractions

●● Increase visitation to Visitor Information Centers by creating and hosting events to bring awareness of the center’s purpose.

○○Create quarterly events at the centers and invite the community to participate ○○Continue to partner with organizations to bring quarterly programing to the downtown center

○○Participate with the Downtown Art and Farmers Market to create awareness of El Paso’s attractions

○○Continue distribution of walking tour brochures, and other collateral of El Paso’s heritage and cultural attractions

○○Partner with heritage and cultural organizations to create an annual event that will bring awareness to the importance of Heritage Tourism

●● Continue building a strong partnership with Fort Bliss to ensure new soldiers and family are educated on Destination El Paso

○○Maintain and staff a Visitor Information Center at Freedom Crossing ○○Make weekly presentations at Fort Bliss Orientation Welcome ○○Exhibit at USO facilities once a month ○○Conduct at least one community presentation per month among various groups Family Readiness Groups (FRG) Better Opportunities for Single Parents (BOSP), Better Opportunities for Single Soldiers (BOSS) and Fort Bliss Mothers of Preschoolers (MOPS).

STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination

In order to continue promoting El Paso as a desirable destination, our Visitor Services Program will: ●● Enhance visitor experience at all Visitor information Centers by educating tourist on El Paso’s treasures.

○○Maintain quarterly inventory of collateral materials to ensure centers have the latest brochures available in the market

○○Be the clearing house for all tourism brochures throughout the city and region ○○Partner with tourism industry attractions to produce and print collateral as needed

17 ○○Continuously update the city wide calendar of events

●● Monitor sites such as Trip Advisor, on a daily basis ○○Proactively monitor site to acknowledge anyone that have had a negative experience in El Paso

○○Notify hospitality partners of any negative comments related to their respective business so they can rectify any issues

STRATEGIC RESULT 4 -Continue to positively influence the growth of the lodging industry

We will continue to positively influence the growth of the lodging industry by: ●● Participating in travel fairs throughout the region, particularly within Travel 300 markets to generate incremental leisure tourism.

○○Exhibit at the following regional travel fairs such as: ■■Albuquerque Balloon Fiesta ■■Marfa Lights Festival ■■Silver City Blues Festival ■■Viva Big Bend ■■Whole Enchilada Fiesta ■■Others in the Midland / Odessa Area

●● Continuing to partner with The Texas Association of Convention & Visitor Bureaus’, Team Texas by attending at least one (1) annual consumer tradeshow

○○AARP Consumer Tradeshows ○○Albuquerque Balloon Fiesta

●● Maintaining a strong relationship with visitor centers and tourism offices throughout region ○○Attend Texas Tourism Industry Association’s Travel Counselors Conference and Tradeshow ○○Quarterly visits to Regional Visitor Information Centers ○○Quarterly visits to AA centers throughout the region

18 Program: VISIT EL PASO Convention Development

The purpose of the Convention Development program is to provide hospitality industry sales services to meeting planners, organization executive directors, presidents, boards and/or committees so they can receive a well-executed and enhanced experience that focuses on our affordable destination

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

The Convention Development Program will ensure that customers and visitors will experience a high overall satisfaction rate by: ●● Conducting pre-convention meetings with convention organizers to identify their goals and to ensure delivery of services ●● Assisting in the location and securing of transportation, meeting venues and hotel accommodations as well as other required amenities such as free or reduced-rate facility rental fees ●● Developing micro-sites for qualifying groups in an attempt to market the destination and increase attendance ●● Conducting post-convention meetings to review event details and to encourage return business ●● Providing meeting planner resources through VisitElPaso.com, including a Meeting Planner’s Toolkit

STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination

In order to continue promoting El Paso as a desirable destination, the Convention Development Program will: ●● Place advertising in industry related publications highlighting El Paso as a practical and affordable meeting destination ●● Engage in two (2) direct mail campaigns annually highlighting new attractions, venues or hotel developments/renovations ●● Identify high impact associations and invite them to experience El Paso first hand ○○Host at least two (2) familiarization tours annually ○○Host meeting planners on individual site visits as needed

19 ●● Maintain high visibility within the industry to keep top-of-mind awareness for El Paso ○○Travel to Austin at least 6 times annually for one on one sales calls with targeted association executives

○○Attend high-impact industry trade shows to sustain visibility with meeting planners such as:

■■Connect Marketplace ■■Rejuvenate Marketplace ■■National Association of Sports Commissions ■■Fraternal Executives Association

■■Society of Government Meeting Professionals – Regional Conference and National Education Conference and Expo (SGMP)

■■Texas Society of Association Executives Annual Conference (TSAE) ■■TEAMS : Travel, Events, and Management in Sports Conference and Expo ■■Destination Marketing Association International

●● Maintain membership and attend industry conferences and professional development seminars/webinars to stay current with industry trends and issues impacting the travel and hospitality industry to ensure that staff is knowledgeable in their field and can deliver highly professional services. Conferences may include:

○○Texas Association of Convention and Visitor Bureaus Annual Conference and Mid-Winter Conference (TACVB)

○○ Texas Travel Industry Association (TTIA ) Texas Travel Summit ○○Texas Society of Association Executives Annual Conference (TSAE) ○○Western Association of Convention and Visitors Bureaus Annual Conference (WACVB) ■■Travel on behalf of the destination to campaign and to make bid presentations when required

■■Attend annual conferences, for qualifying groups whom have selected El Paso as a future convention destination, one year prior, in an effort to maximize attendance and build excitement

■■Develop and distribute a variety of collateral materials highlighting the destination and its assets

■■Participate in local, state, regional and national networking and sponsorship opportunities to maximize exposure

■■Host Austin sales blitz and reception to reach at least 30 key contacts ■■Continue our Annual Tamale Drop in Austin in an effort to build relationships with Austin colleagues and show El Paso’s hospitality

■■Sponsor at least six (6) signature events such as the TSAE Celebration Luncheon or SGMPs monthly meeting

■■Participate in five (5) organizations and hold at least three (3) positions on related committees

20 VISIT EL PASO ●● Identify individuals or “Amigos” both locally and around the State of Texas with ties to El Paso and leverage their positions in their respective associations to promote El Paso and its assets.

○○Host receptions or lunches to encourage local participation in attracting convention and meeting activity

○○Communicate with UTEP alumni groups at least two (2) times per year ○○Continue to develop a relationship with various educational institutions in an effort to attract education related groups

○○Continue to develop a relationship with the El Paso Sports Commission to attract additional sports tourism

STRATEGIC RESULT 4 -Continue to positively influence the growth of the lodging industry

In order to meet the above strategic result, the Convention Development Program will: ●● Book 10 conventions with peak room usage of 250+ rooms and 40 small to medium conferences and meetings with peak room usage of between 10-249 rooms

○○Generate 2,000 prospecting actions calls or emails ○○Generate at least 64 incremental leads through networking efforts and sales calls

●● Attend Texas Travel Industry Association (TTIA) Annual Unity Dinner, in Austin, to influence and encourage State legislative leaders to continue to support the travel and hospitality industry’s initiatives and issues ●● Continue to be an active member of the El Paso Hotel Motel Association and the Texas Hotel and Lodging Association

21 Program: Convention Services

The purpose of the Convention Services program is to provide support, preparation, assistance and benefit services to clients so they can experience a well-planned visit or event that exceeds their expectations.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

Qualifying conventions and meetings held in El Paso will have access to services provided by the Convention Services Program, ensuring high level of satisfaction and the potential for return visits by: ●● Conducting pre-convention meetings with convention organizers to identify their goals and to ensure delivery of services ●● Marketing the city’s tourism attractions to convention attendees through a number of methods, including direct mail (for peak room usage of 150 or more) as well as others ●● Coordinating discounted attraction rates and restaurant deals ●● Creating local itineraries for pre- and post-event activity to encourage additional room nights ●● Ensuring all local businesses and organizations are aware of the conference dates, agendas and attendee levels ●● Capture post-event customer service surveys from 100 percent of high-impact bookings ●● Provide qualifying groups with a high level of service such as:

○○Welcome banner(s)

●● Offering Visit El Paso-branded promotional items such as tote bags, lip balms, salsa packets, lapel pins, glasses/mugs, etc. to qualify groups as a token of appreciation for selecting El Paso as a meeting/convention/conference site and also to organizations who work with the Convention Sales staff to host individuals and groups ●● Conduct post-convention meetings to review event details and to delivery of services ●● Offering Visit El Paso-branded promotional items and other services to qualifying groups as a token of appreciation for selecting or considering El Paso as a meeting/convention/ conference site

22 Program: VISIT EL PASO Film Commission

The purpose of the El Paso Film Commission program is to provide film permits, location options, crisis management and crew and production services to film industry professionals so they can complete their project in a timely and efficient manner thereby enhancing the economic impact on the community.

STRATEGIC RESULT 1 - Garner positive imagery on a national level for the City of El Paso

In order to garner positive attention and keep El Paso in the public eye, the El Paso Film Commission Program will: ●● Host at least 30 projects and increase total impact by 5% ●● Continue to reach out to any/all potential leads that are interested in specific locations or unique scenery that El Paso can provide and inform them of state and local incentives. ●● Place El Paso’s desert landscape, authentic culture, and other unique attributes in the public eye with the goal of enticing more productions to film in the area.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

The Film Commission Program will ensure that production crew receives exemplary customer service and individual attention prior to, during and after filming has concluded by: ●● Administering surveys to 100% of leads prior to shooting and to each producer after shooting has concluded, mostly to receive feedback on how the El Paso Film Commission is performing and what improvements must be made for future success ●● Fully evaluating the needs to each production and making sure the filming process is as seamless as possible. This includes working with the City of El Paso to obtain required permits when necessary to make filming in a specific location, as convenient as possible. ●● Providing additional local incentives to producers by continuing to work with local businesses and organizations to offer hotel discounts and coupon booklets containing discounts to a number of local restaurants and attractions. ●● Offering El Paso Film Commission promotional items such as tote bags, lip balms, water bottles, notebooks, pen/pencil sets as a token of appreciation for considering or selecting El Paso as the site of a production.

23 STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination

To continue to promote El Paso as a desirable destination, we will reach out to producers and encourage them to bring their productions to El Paso by highlighting our key attributes; from landscape and culture to affordability and the variety of available incentives. In order to meet this goal, we will: ●● Increase the total number of film leads generated by 15% ●● Maintain membership with: ○○Texas Association of Film Commissioners (TAFC) ○○Association of Film Commissioners International (AFCI)

●● Attend related industry conferences: ○○South By Southwest annual music, film, and interactive conference in Austin (March) ○○Film Texas Showcase Brunch in Los Angeles (June) ○○Associations of Film Commissioners International Location Expo in Los Angeles (June)

●● Notify every lead of the Texas Moving Image Industry Incentive Program (TMIIIP) ○○Ensure each lead is sent a synopsis of the TMIIIP incentives

●● Produce annual production manual with information on El Paso area services , TMIIIP incentives, filming location photo gallery, and credentials of local cast and crew. ●● Update location photos at least six (6) times annually ●● Update website content at least twice quarterly

STRATEGIC RESULT 4 -Continue to positively influence the growth of the lodging industry

The Film Commission will continue to contribute to El Paso’s lodging growth by: ●● Increasing the number of room nights utilized by out of town productions by 5% over previous year ●● Increasing the number of productions that film in El Paso for multiple days ●● Reach out to leads and ensure that each lead receives a synopses of the TMIIIP incentives ●● Work with the Texas Film Commission on enhancements to State incentives ●● Collect information from leads on the perceived value of State incentives ●● Develop a list and photos of unique local housing open to leasing to production crews and cast ●● Continue to work with the El Paso Hotel Motel Association to provide hotel discounts for cast and crew

24 VISIT EL PASO

25 PURPOSE STATEMENT The purpose of the El Paso Live division is to provide venue management and event development services to patrons, event organizers and the greater El Paso community so they can enjoy quality entertainment and events in facilities that exceed expectations.

KEY RESULTS: ●● 90% of event services ratings at 4 out of 5 or above on post event survey ●● 100% compliance with safety program training requirements ●● 90% of clients rate food and beverage quality and service at 4 out of 5 or above on exit survey ●● 90% of event development ratings at 4 out of 5 or above on exit survey ●● 90% of event coordinator ratings at 4 out of 5 or above on exit survey ●● 90% of tour promoters rate marketing services at 4 out of 5 or above on exit survey ●● 90% of box office performance ratings in post event surveys at 4 out of 5 or above of exit survey

26 EL PASO LIVE

27 Program: Physical Plant Management

The purpose of the Physical Plant Management Program is to provide environmental controls, event utility connections, maintenance & repair services to clients, staff and the public so they can have a positive experience in a safe and comfortable environment.

STRATEGIC RESULT 5 – Manage facilities efficiently to meet or exceed industry standards

In order to meet and exceed our goals, it is important that we continue: ●● Achieving 100% compliance with safety program training requirements ●● Maintaining HVAC systems; life and fire safety systems; information technology infrastructure; implement energy conservation and sustainability programs; and general maintenance of all venues to include the Plaza Theatre Performing Arts Centre, Abraham Chavez Theatre, Judson F. Williams Convention Center, McKelligon Canyon Amphitheatre and Pavilion, Convention Center Parking Garage, Union Plaza Transit Terminal Garage, and the Glory Road Transfer Center Garage. ●● Attending industry related conferences such as the SMG Operations Conference and Tradeshow. Conferences such as this allows us to stay current on industry trends and standards and have a dialogue about facilities maintenance, sustainability, safety, energy management, and other issues and matters that will help us maximize the use of building space. ●● Implementing SMG’s proprietary maintenance program, “Altum.” This program was developed to allow SMG managed facilities to maintain real time tracking and inventory of facility equipment and assets including downtime, efficiency, and cost of repairs. ●● Improving energy efficiency of the facilities as evidenced by the recent lighting retrofit project of the Convention Center meeting rooms. The meeting rooms will be retrofitted with LED light fixtures that will decrease total wattage by 95.6% (57,360 watts annually) and a projected cost savings of $8,604.00 annually with a return on investment of less than nine (9) months. ●● Making our IT system more modern, with server upgrades and an all cloud-based back-up solution.

28 STRATEGIC RESULT 6 - Optimize revenue generated through rentals, parking, food and EL PASO LIVE beverage sales, and ancillary revenue

In order to increase ancillary revenue, it is important that we remain ahead of industry trends by offering robust solutions and options to customers to meet their needs. We will optimize our revenue generated through facility rental, parking, and ancillary revenue in the following ways: ●● Marketing our newly updated all fiber optic network infrastructure which includes an upgraded WiFi system which is capable of handling over 6,000 users simultaneously. ●● Offering convenient and easily accessible parking to all downtown and university events. ●● Offering dynamic and innovative interior décor services for clients, improving customer service, and increasing A/V capabilities and solutions to meet customer demands and needs.

29 Program: Event Support Services

The purpose of the Event Support Services Program is to provide operational development and execution services to staff, clients and the general public so they can have a positive and successful event in a safe, secure and clean environment. In order to achieve our goals, we will:

STRATEGIC RESULT 5 – Manage facilities efficiently to meet or exceed industry standards

In order to meet or exceed industry standards, we will continue to: ●● Proactively develop, implement, and amend a regular cleaning schedule for the interior and exterior areas of all facilities managed utilizing green cleaning products. ●● Offer unique and innovative décor services, ideas and solutions for customers to meet their needs and help our clients events achieve notoriety. ●● Provide safe public assembly facilities utilizing preemptive measures such as weekly fire safety audits, hourly security patrols, and documenting and addressing all incidents.

30 Program: EL PASO LIVE Operations Administration

The purpose of the Operations Administration program is to provide operational support, planning and administrative services to clients and staff so they can produce a successful event in a safe and functional environment.

STRATEGIC RESULT 5 – Manage facilities efficiently to meet or exceed industry standards

In order to achieve these goals, we will: ●● Continue to utilize our preferred pricing with vendors and contractors to provide higher end services at a lower cost to customers ●● Prepare Capital Improvement Plans that will help with long term sustainability of the facilities and a safe environment for public gatherings ●● Continue to, accurately, track all work orders and develop energy efficiency and sustainability plans for the Physical Plant Program to implement

31 Program: Food & Beverage Services

The purpose of the Food and Beverage Program is to provide banquet, concession and event amenity services to guests, clients and patrons so they can enjoy high quality goods and services that exceed their expectations while creating a lasting and favorable impression.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

The Food and Beverage Services Program will strive to receive a 4.5 out of 5 rating on food and beverage services by 90% of clients:

In order to achieve this goal, we will stay current with industry trends by attending/networking at food service industry tradeshows and other industry-related professional development seminars, workshops and conventions ●● In order to operate as efficiently as possible and provide a high-quality product, we will train our staff to the fullest extent, invest in the appropriate technology (such as point of sale systems), food service equipment, premium food and beverage products and other necessary ●● We will continue to purchase uniforms and issue to staff to maintain a professional appearance at all times ●● To assess our strengths and weaknesses, we will survey 100% of organizers of all catered events, social events, civic events, and will survey concession patrons whenever possible. ●● In 2015, we will initiate customer loyalty and new client recruitment programs, in which we will invite our existing clientele and potential clients to attend special tasting events where we will showcase a selection of new menu items

○○We plan to host two (2) tasting events and at the end of each, we will require all guests to fill out a comment card rating the quality of the food, service provided by the staff and also provide valuable feedback on how we can make improvements in both areas

○○We will also host a separate tasting event for potential clients who may be interested in hosting a catered event in one of El Paso Live’s venues.

32 STRATEGIC RESULT 6 - Optimize revenue generated through facility rental, parking, food and EL PASO LIVE beverage sales, and ancillary revenue

In order to maximize revenue through food and beverage sales, especially during the 2015 United States Bowling Congress (USBC) Open Championship, we will:

○○Operate concession stands and sell food and beverages on lane sales in the Convention Center

○○Operate the new “El Paso Live Strike Zone” food truck on Convention Center Plaza ○○Operate the Oasis Bistro and Lounge, on a daily basis during the USBC Open Championships

○○We will also create a small pop-up restaurant in a tent on Arts Festival Plaza, for multi-day Broadway in El Paso performances, as did in 2012 when WICKED was in El Paso.

33 Program: Booking & Event Development

The purpose of the Booking and Event Development program is to provide event development and contract services to clients so they can experience a professional and efficient booking process leading to return business

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

Client satisfaction resulting in 85% of annual clients rebooking facility

●● Due to the challenge of Convention Center non-availability from December 2014 through July 2015, our Sales Department will continue to assist all annual clients in booking other City of El Paso owned, SMG managed venues whenever possible.

○○We will demonstrate creative ways to market other venues under our management by: ■■Presenting alternate layouts for existing venues ■■Offering alternate customized food and beverage opportunities that suit the venues ■■ Arranging and photographing creative set-up demonstrations in alternative venues

○○We will meet individually with all annual clients to walk through the alternate venues and discuss possibilities associated with each venue.

○○We will book all annual clients who have an event capacity within the limits of the alternate venues and, when necessary, we will provide suggestions for other venues outside our management scope that will provide enough capacity for the client.

○○We believe that through marketing our organization as professional, creative, helpful and loyal, 100% of our annual clients will return to the Convention Center in 2016. We will accomplish this goal by:

■■Providing occasional event tickets to annual clients.

■■Providing advice on planning, even when event is not in our venue.

■■Inviting annual clients to prestigious events on our properties.

■■Providing free marketing services for client events, e.g. presence on our digital marquee, social marketing sites, local advertising, website and calendar listings and we offer street teams to deliver flyers and posters to assist with marketing for events.

34 ○○Our resident organizations, the El Paso Symphony Orchestra, the El Paso Opera and EL PASO LIVE Showtime El Paso will be afforded multiple opportunities not provided for other clients, e.g.:

■■Highly reduced rental rates for rehearsals and performances ■■Unique ticketing structures ■■Equipment storage at no charge ■■Space for board meetings at no charge ■■Office space at highly reduced rental rate (El Paso Symphony)

STRATEGIC RESULT 6 - Optimize revenue generated through facility rental, parking, food and beverage sales, and ancillary revenue

The Booking and Event Development Program will contribute to the Strategic Result above by ensuring that knowledge of services is current and complete in order to offer the client services that enhance their individual events while at the same time contribute to the revenue stream created initially by the first point-of-contact, the Facilities Sales Department.

●● Sales Managers will work closely with the Food and Beverage Department to further develop knowledge in current food and beverage trends. ●● Sales Managers will meet weekly with the department Director to discuss coming events, individual clients, pricing considerations, internal departmental relationships and other items that will benefit from group discussion ●● Training for Sales Managers will be provided to assist with sales tools, e.g. creative thinking skills, establishment of positive relationships and sharpening follow-up skills. We will accomplish this by:

○○Offering attendance to sales seminars ○○Offering attendance to corporate training programs ○○Offering consistent mentoring

●● We will aggressively market the El Paso Live brand featuring city-owned buildings to potential local, regional and national clients and promoters by:

○○Creating/updating brochures to be used as sales tools that display all properties to their best advantage while explaining potential uses for all properties.

○○Employing the use of a minimum of three email blasts per week to our database of 33,000+ to provide event and facility information.

35 ○○Employing daily use of social media including Facebook, Twitter, Pinterest and all other available social media outlets to promote events and facilities. ■■Event announcements ■■Event information and activity ■■Contests to win tickets using Rignite software at a cost of $400 per year ■■Facilities information – current and historical

○○Attending regional and national membership meetings, e.g. Pollstar, Billboard, International Entertainment Buyers Association where opportunities allow for promoter and agency interaction and potential engagement of promoters and/or events new to El Paso. These meetings are essential in the advancement of relationships with major players in the entertainment industry, e.g. Creative Artist Agency and William Morris Endeavor.

○○Creating and producing advertising that promotes our entertainment venues for placement in the most credible national entertainment media, i.e. Pollstar and Venues Today.

○○Reporting attendance and gross receipt information to national entertainment media. This activity will assist us in our marketing efforts by: ■■Allowing us to be major contendors for national industry awards

■■Providing opportunities for us to consistently be on the national radar screen of artists, tours and agencies

○○We will maintain an inventory of El Paso Live branded promoter gifts as incentives and appreciation for bringing name acts to our venues.

■■Shoulder packs with water bottles, stadium blankets, sunglasses, chapstick

○○We will maintain an inventory of El Paso Live branded promotional items to give away to the public at events to increase brand presence. Typical items will include:

■■Sunglasses, key chains, chap stick, fans

○○We will maintain an inventory of El Paso Live branded items to be given to touring artists who perform in our venues.

■■Framed photos, fountain pens

36 EL PASO LIVE ●● Sponsorship of facilities, digital marquee and events will be aggressively pursued and sponsorship relations will be integral to the operation of all events but will be essential for us to maximize our presence in the El Paso community by offering outreach programs and entertainment at no charge to the public. We will accomplish this goal by:

○○Senior staff networking to build and/or maintain positive relationships with businesses that are likely to engage in sponsorship opportunities

○○Building presentations that define the mission of El Paso Live and describe the specific need for sponsorships

○○Engaging appointments with key officials to present opportunities, persuade and engage sponsorship partners

○○Once engaged, sponsorship partners will be offered opportunities to attend various events whenever possible and staff will work to retain all sponsor partners through meetings, entertainment and constant contact opportunities.

37 Program: Event Management

The purpose of the Event Management Program is to provide Event Consultation & Coordination services to the general public, clients, promoters, and performing artists so they can achieve a successful and positive event experience.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

Our goal will be to exceed the Strategic Result by receiving an overall rating of event coordination of 4.5 out of 5 or higher on post event survey: ●● 100% of Event Staff employees will be certified as “Trained Crowd Manager, “prior to their first work assignment. ●● 100% of Event Staff employees will be required to attend training that deals with all aspects of working at public events, e.g. appropriate dress, behavioral coaching, problem resolution, safety and security, use of fire suppression equipment, use of building and event equipment and customer relations. ●● 100% of Event Staff employees will be provided with casual and formal uniforms as well as equipment to provide them with the tools necessary to effectively manage their assignments. Uniform and equipment costs will be approximately $2,000 during the year. ●● Professional development opportunities will be offered to all Event Managers as they become available, e.g. training programs in crowd management, conflict resolution, outdoor events and weather-related emergencies and best practices in customer service.

Event Managers who are responsible for event coordination will meet weekly with department Director to prevent and/or resolve problems being encountered with each client. This weekly meeting is a proactive measure intended to train, mentor and assist the Event Managers as they continuously strive to provide the best service with the best attitude and the best result for all of our clients.

Event Managers will meet with the Operations group weekly to discuss past and coming events to resolve any internal concerns or issues at hand.

Event Managers will meet with every client who has engaged an event in any of our buildings. These planning meetings ensure that the event is well-planned, even when inexperienced event planners are involved.

38 EL PASO LIVE

39 ADMINISTRATIVE DIVISION

PURPOSE STATEMENT The purpose of the Administrative Division is to provide leadership, support and information to the department so it can achieve its strategic and operational results.

KEY RESULTS: • 95% of strategic and operational results achieved • 95% of city official inquiry responses provided within 24 hours

40 ADMINISTRATIVE DIVISION

41 Program: Finance

The purpose of the Finance Program is to provide financial management and reporting services to city and department leadership so they can receive accurate and timely information to make decisions.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

The Finance Program will continue its professional development by doing the following:

●● Conducting an independent audit on an annual basis, which ensures compliant reporting ●● Director of Finance attends SMG Corporate Finance Conference, once a year, to receive important updates and review compliance with overall policies and procedures. Any new financial changes or changes to policies and procedures are addressed in trainings ●● Hosting visits from regional finance directors, for review of facility finance department, which encompasses audit of internal procedures and discussion of any issues

42 Program: ADMINISTRATIVE DIVISION Human Resources

The purpose of the Human Resources Program is to provide information, guidance and support services to the department so it can have the resources available to achieve the department’s mission.

STRATEGIC RESULT 2 - Customers and visitors will experience a high level of overall satisfaction and a positive impression of El Paso, our facilities and services

The Human Resources Program will ensure that staff is satisfied and that morale remains high by: ●● Hosting several team-building, morale-boosting events ●● Hosting monthly safety meetings/staff luncheons ●● Providing tips on overall wellness to include healthy eating, stress relief, and fitness

STRATEGIC RESULT 3 - Continue to promote El Paso as a desirable destination

The Human Resources Program will continue to market El Paso as a desirable destination and will recruit top talent to work at our facilities by:

●● Finding innovative ways to announce vacancies at Destination El Paso ●● Continuing to use job recruitment sites such as monster.com and Zip Recruiter to post jobs and reach a large number of qualified candidates locally and out of town

43 Appendix

Research Presentation from Sanders Wingo PG 45

Fiscal Year 2015 Media Plan At-a-Glance PG 58

United States Bowling Congress 2015 Open Championships Marketing Plan PG 65

Destination El Paso Staff Directory PG 71

Advisory Board PG 72

City of El Paso Mayor, Council and City Management PG 73

City of El Paso Organizational Structure PG 74

44 Research Presentation APPENDIX from Sanders Wingo

OVERVIEW: Who, What, How

Consumer Snapshot • Millennials • Gen X • Leisure vs. Business Travelers • Families • Travel Mindset

Market Review • Competitors • “Best in Class” Examples

Media Profile

45 Consumer Snapshot: Millennials

The Rise of Independent Social Travel Millennials want a travel experience that is curated by themselves as much as possible, combining a spectrum of people, places and events that cannot be replicated. “The ultimate travel aspiration for Millennials: Highly personalized experiences shared within larger connected networks of like- minded travelers— both real and virtual.”

Sources: The Rise of the Millennial Traveler, Skift Report #9, CEB Iconoculture Consumer Insights, November 2013

Consumer Snapshot: Gen X

Work has the potential to be leisure, and leisure can be work. Breaking down preconceived definitions and formality allows travelers to mix up their to-do list and create a personal, balanced agenda that works best for them. • An opportunity to blend downtime with work time turns any business trip into an opportunity to create a meaningful experience. • With health an wellness increasingly a priority, and a heightened awareness of too much screen time, consumers are beginning to understand the importance of unplugging. • Categories like food, health and retail are welcome in the hospitality space, as long as they don’t interrupt or force-fit into the consumer’s stay.

Source: Iconoculture

46 Consumer Snapshot: Leisure vs. Business Travelers APPENDIX

Leisure travelers seek travel inspiration online, anticipate more family travel, and want to stay connected while traveling.

Source: The 2013 Traveler, Google

Travelers across segments seek value and frequently comparison shop

Source: The 2013 Traveler, Google

Travelers conduct a variety of activities across the web

Source: The 2013 Traveler, Google 47 Consumer Snapshot: Families

“Young Agents” As Gen We’s position of power in family decisions grows, kid opinions have climbed up to big-ticket purchases like vacation packages. Kids now expect to be able to voice their opinions, and Millennial and Gen Xer parents outright ask. Position your offering to parents as a partnership that alleviates the burden of providing around-the-clock family fun.

Consumer Snapshot: Travel Mindset

LEVERAGE YOUR UNIQUE OFFERINGS During the past three years, travel writers and travelers have increasingly equated a sense of “authenticity” or “local experiences” with things “not found in a guidebook.” On Google, references to such phrases have increased by 344% from 2009 to 2012.

Market Review: Industry Landscape

“The Destination Marketing Organization Model in Tourism Is Broken” 4 KEY DISRUPTORS

1. The collaborative economy Also known as the peer-to-peer (P2P) movement, we are now seeing individuals taking steps to creating their own travel ecosystem. Many have heard of AirBnB, HoweAway, Wimdu or Couchsurfing, yet there are countless sites now enabling people to rent out a room, a sofa or the whole apartment or house, either through home-swapping schemes or via transactional sites. Vacation rentals are one of the hottest segments in the travel sphere, with listings increasing both in the key markets as well as emerging economies, demonstrating its universal appeal. But while this opportunity (or threat, depending on your point of view) is often associated with accommodations, truth is it impacts every aspect of the travel experience once at the destination: Thus, the collaborative economy presents as much potential as it is a threat to the DMO model right now, since none of these new players will tend to become members and partake in marketing efforts for the destination. It is also hurting accommodations who do bother to follow regulations yet get bypassed by these new and aggressive competitors.

48 2. The rising importance of UGC and social platforms APPENDIX Social media and the incredibly fast adoption rates of smartphones and tablets by today’s travelers have made the information-seeking process much faster and complex. Conversations about a future, ongoing or past trip are taking place simultaneously on numerous platform, for example when someone checks- in on Foursquare while connected on Twitter, or by taking an Instagram pic that’s automatically shared via a person’s Facebook’s feed. Leading DMO have embraced sophisticated tools to monitor the chatter, with an active presence on all key platforms: Pinterest, Instagram, Tumblr, Google+, Linkedin, Foursquare, Tripadvisor, Facebook, Twitter, not to mention various forums where a brand may be mentioned, i.e. WikiVoyage, Google Reviews, etc. But a majority of destinations are struggling with this challenge, where monitoring these conversations is a daunting task, let alone trying to chime in and engage with potential travelers or those at the destination having questions or complaints. As for user-generated content (UGC) sites, their importance keeps growing, surpassing the age-old influencer that parents & friends were traditionally. Indeed, more and more studies and research tend to demonstrate that we trust peer reviews or reviews from strangers more than those from friends or colleagues. Yet, few destinations incorporate a tactical plan with Tripadvisor, for example, as part of their digital marketing strategy.

3. The dominance of OTAs in the distribution system Here’s a question for you: Should a DMO have a booking platform on its website? When was the last time you ever went to a destination’s web site and booked your accommodation from there, perhaps along with your flights and some attractions or activities to complement it all? Never, that’s right… Okay, so maybe I’m exaggerating a bit here, but this example highlights another age-old question: what should the role of the DMO be in the distribution system right now? Big hotel chains, and independent hotels in particular, are struggling against the ever-growing dominance of online travel agencies (OTA), in particular Expedia and Booking. But since many travelers start with a destination in mind before they shift over to the accommodation options, how could the DMO steer more bookings towards hotel members directly, rather than onto third parties?

4. Mobile, mobile, mobile The last major disruptor is the omnipresence of mobile, through smartphone or tablet devices. In June 2013, it was esteemed that more than 40% of all online research for travel came from a mobile device – up from 25% at the end of 2012! Yet, the greatest challenge this brings to the DMO is in the real-time access, how we can engage with the traveler while at the destination.

Source: Skift.com

49 Market Review: Competitive Landscape

FINDINGS: • Most competitor cities include a free, downloadable or digitally viewable visitors and/or meeting planners guide to the city. If they are not available for download/digitally, they offer to mail them to you for free. • The Meetings Planner Guide request page does not follow UX best-practices. It asks for a lot of information up front. Consider trimming and/or supplementing with a downloadable planning guide. • A majority of the sites offered subscription options for newsletters and deals. Great way to capture e-mail leads.

WEBSITE IMPROVEMENT SUGGESTIONS: UX best practices for forms suggest you: • Use top-aligned fields (like the example to the right) • Give your fields space, don’t crowd together • Clearly indicate which fields are mandatory • Reduce the number of fields *The more mandatory fields, the fewer conversions

The example to the right, taken from Austin’s travel website, is a great example of the most information you should seek to capture. The address would allow you to send physical materials (in this case, a guidebook), while having an e-mail will allow you to reach them digitally. It’s standard information that won’t make users feel averse to giving it up. In the absence of physical materials, you might ask for no more than their Name, Zip Code, and E-mail. This will let you see where your leads are coming from and still allow you to reach them.

For optimizing purposes, you might consider asking how the user found your site, as in the example to the right. While your advertising tactics may be set up to send them there directly, not all users fall into the funnel every time.

50 APPENDIX Market Review: Competitive Landscape

Travel across all segments is a highly connected, social experience

Elevate your social media sites from a simple presence to an engagement tactic. • Increase the amount/consistency of content you generate and share. • Increase the number of people you follow, ideally following those with high travel interests. The beauty of social media is that it extends your reach globally; you don’t need to limit yourself to your region. • Ensure your social presence has flow: direct people from one place to another in a relevant way based on what we know about their online habits. If your goal is to get people to your website, target accordingly. FOLLOW MORE FOR MORE FOLLOWERS

Market Review: “Best in Class” Examples OKLAHOMA

THE GOALS • Drive economic impact for Oklahoma • Identify the optimal advertising media mix • Increase website visitation and pages viewed per visitor THE APPROACH • Divert 20% of summer campaign budget from television to YouTube TrueView THE RESULTS • TrueView-only performed best at 486% year over year growth in website visitation • Oklahoma was the number one state tourism website visited for that month • New markets are valuable sources of potential visitors

51 Market Review: “Best in Class” Examples Four Seasons

To engage with customers early in their planning process, Four Seasons introduced Pin.Pack.Go, a new trip-planning service that re-imagines the way travelers share and receive travel recommendations. By getting in from the beginning, Four Seasons became part of the adventure from the very first pin.

Four Seasons is a great example of how to encourage and share user-generated content to lend an air of authenticity and allow audiences to experience the brand rom the guests’ point of view.

More than one in six visitors to travel sites are also Pinterest users. Because of its visually oriented interface, Pinterest has been touted as having more promise for travel marketers than other emerging social media sites (and even some of the established ones) (eMarketer.com, 24 January 2013)

Media Profile: Digital

The internet is as essential for inspiring new travel as it is for planning travel

Source: The 2013 Traveler, Google

52 APPENDIX Media Profile: Digital

Once at a destination, 58% of leisure travelers rely on online sources to evaluate local activities

Source: The 2013 Traveler, Google

Are you there when travelers are looking for you?

Source: The 2013 Traveler, Google

53 Media Profile: Digital

Ads on smartphones help travelers remember marketers and take action

Source: The 2013 Traveler, Google

Business and Leisure Travelers Use Mobile More

• Consumers use mobile for last-minute. Top OTA brand research shows hat between 60-70% of mobile bookings are same day.

• Tablets are growing fast, with 75.6m US users.

• Tablets fuel “couch and pillow” commerce. They offer the ability to reach consumers when they’re most likely to research and book travel: during down time.

• Tablet users spend 21% more than desktop users and 54% more than smartphone users, per purchase.

54 Media Profile: Digital APPENDIX

Online travel videos: usage is increasing and they are key throughout the travel funnel

Source: The 2013 Traveler, Google

Travelers engage with all types of travel videos

Source: The 2013 Traveler, Google

55 Media Profile: Digital

Travelers engage with all types of travel videos

Source: The 2013 Traveler, Google

Travel videos influence and prompt action

Source: The 2013 Traveler, Google

56 APPENDIX Media Profile: Digital

Travelers not only consume online video content, they create it

Source: The 2013 Traveler, Google

57 Fiscal Year 2015 Media Plan At-A-Glance

Print – Tourism Development

Spirit Magazine Spirit Magazine is the official seatback publication of Southwest Airlines and features a wide array of topics including pop culture, travel, business, technology, sports, health, food and drink. Southwest Airlines serves 72 cities in 37 states, and offers more than 3,100 flights per day. • Frequency: 12x/year • Circulation: 480,328 • Past Placement: 1/3 page 4C • Recommendation: 6x/year, 1/3 page 4C • Added value: ○○Discounted rate ○○Companion web banners ○○Inclusion in Texas editorial section (April)

Texas Highways Texas Highways is the state’s official travel magazine, published by the Texas Department of Transportation. Each issue includes stories about exciting destinations, ideas for fun with the family, timely travel tips, history/culture and an events calendar. • Frequency : 12x/year • Circulation: 198,656 • Past Placement: 1/3 page 4C • Recommendation: 3x 1/3 page 4C

58 See Texas First APPENDIX See Texas First is published by the Texas Travel Industry Association (TTIA) and is a high-profile newspaper insert targeted to select households in Texas and contiguous states, providing TTIA members with direct access to travelers and typically generates in excess of 300,000 responses. • Frequency : 2x/year • Circulation: 1.1MM+ • Past Placement: ½ page 4C

• Recommendation: 2x ½ page 4C Spring and Fall

Texas State Travel Guide The Texas State Travel Guide, also published by the Texas Department of Transportation, is an annual guide that features information about each region of Texas. From annual events to maps and local attractions, the State Travel Guide provides a snapshot of all there is to experience in Texas. • Frequency : 1x/year • Circulation: 900,000 • Past Placement: ½ page 4C • Recommendation: 1x 1/3 page 4C

Texas Tour & Meeting Guide Texas Monthly’s annual Texas Tour and Meeting Guide which is mailed to a targeted, nationwide list of travel professionals with a history of doing business in Texas. The comprehensive guide assists travel-trade professionals with planning meetings, tours, and packages to the state of Texas; featuring region-by-region city profiles, suggested itineraries and key travel information. • Frequency : Annual • Circulation: 95,000 • Past Placement: ½ page 4C • Recommendation: 1x ½ page 4C

59 Bliss Now Bliss Now! is a free magazine published by Fort Bliss Morale, Welfare, and Recreation that is distributed at more than 20 locations on post. This 40 page, full color, quarterly publication highlights ongoing activities and seasonal events, encompassing the social and recreational life of the Fort Bliss and El Paso community. • Frequency : 3x/year • Circulation: 255,000 • Past Placement: Full page 4C • Recommendation: 3x Full page 4C back fold ad

Local IQ Local iQ is Albuquerque’s the most-read, free entertainment publication, featuring news, film, music, art, food, blogs, personals and event calendars. • Frequency : 26x/year • Circulation: 28,000 • Past Placement: Full page 4C • Recommendation: 10x Full page 4C • Added value: ○○Discounted rate offered

Texas Meetings + Events Texas Meetings + Events is aimed at the professional meeting planner as well as all levels of professionals who plan meetings and events. • Frequency : 4x/year • Circulation: 10,000 • Past Placement: ½ page 4C • Recommendation: ○○4x 1/3 page 4C ○○1x direct stand-alone email

60 Texas Meeting Planner Guide APPENDIX This new publication is committed to branding Texas partners to Collinson Publishing’s active audience and help destination sales managers expedite the sales process. • Frequency : 1x/year • Circulation: 25,000 • Past Placement: n/a • Recommendation: 1/3 page 4C • Added value: ○○Discount of $500 based on Rejuvenate placement ○○Bonus distribution at Marketplace events ○○$250 credit for Visit El Paso at Marketplace events

Rejuvenate Rejuvenate is the only independently produced magazine for planners and suppliers of faith-based events. • Frequency : 6x/year • Circulation: 5,500 • Past Placement: ½ page 4C • Recommendation: ○○2x 1/3 page 4C ○○1x ½ page 4C w/matching editorial • Added value: ○○Discounted rate ○○Bonus editorial

Connect Connect is the fresh voice in the professional, specialty, and sports association meetings industry. • Frequency : 6x/year • Circulation: 10,100 • Past Placement: n/a • Recommendation: ○○2x 1/3 page 4C ○○1x ½ page 4C w/matching editorial • Added value: ○○Discounted rate ○○Bonus editorial ○○Distribution at Marketplace events

61 Connect Sports Facility Guide Connect Sports is an annual resource guide that will help planners/ organizers in the sports industry be exposed to destinations and facilities available to their use. This guide complements Connect Sports, which brings this audience together at live events - Connect Sports Marketplace and Connect Sports Advisory Council meetings. • Frequency : 1x/year • Circulation: 5,500 • Past Placement: ¼ page 4C ad + Facility listing • Recommendation: ¼ page 4C ad + Facility listing • Added value: ○○Discounted rate ○○Bonus distribution at Marketplace events

Digital Recommendations

Digital Banner Campaign Our digital banner campaign will target internet users by focusing on their on-line search and purchase behaviors. and Connect Sports Advisory Council meetings. • Frequency : 12x/year • Reach: 16+ million guaranteed impressions • Recommendation:

○○Fine-tune the existing banner placement on the custom-created channel of websites

■■Focus on the 728x90 banner (leaderboard) making it expandable

○○Introduce behavioral targeting

■■Standard flash banners in 160x600, 300x250, 728x90

• Introduce keyword search • Benefits: ○○Quick changes can be made ○○Targeted ○○Measurable

62 APPENDIX Regional Event-Driven Banner Campaigns Our event-specific digital banner campaigns will target internet users by focusing on their on-line search and purchase behaviors. • Frequency : 12x/year • Reach: 2+ million guaranteed impressions per campaign • Recommendation: ○○Fine-tune banner placement on best performing networks in drive market ○○Behavioral targeting ○○Standard flash and static banners in 160x600, 300x250, 728x90 • Benefits: ○○Quick changes can be made ○○Targeted ○○Measurable

Go-Travel Sites – Texas/New Mexico Go Travel Sites have been extensively promoting travel and tourism online since 1997. • Frequency : 12x/year • Reach: 50,000+ • Recommendation: Featured Destination • Benefits: ○○Steady lead generation ○○Low cost per lead ○○Strong traffic to the Go-Travel site

Tour Texas - tourtexas.com At TourTexas.com, online visitors will find a wealth of free information on Texas Travel Destinations. • Frequency : 12x/year • Reach: 1MM+annually • Recommendation: Continued placement of a featured page with two sub-pages • Benefits: ○○Strong lead generation ○○Low cost per lead

○○Top listing in search engines when keywords “Texas Travel” are searched

63 Chihuahua FY 2015 Media Plan

Print

○○ El Heraldo de Chihuahua ○○ El Diario de Chihuahua ○○ Enfiestate

Guides/Brochures In lieu of producing seasonal Visitors Guides, we will create an annual or biannual El Paso Shopping Guide to distribute in Chihuahua City, Torreón, and Durango

Television: 20 second commercials to air on the following stations: ○○ Cablemas Canal 9 ○○ TV Azteca ○○ Televisa

Radio 20 second radio spots to air on: ○○ Radio Loco ○○ Imagen ○○ Multimedios

Billboards: We will continue to place two billboards in high traffic areas near malls and restaurants in Chihuahua

64 APPENDIX United States Bowling Congress Open Championships El Paso, Texas 2015 Marketing Plan

CONTENTS

COMMUNITY INVOLVEMENT PG 66

MARKETING PG 68

FOOD & BEVERAGE PG 70

65 COMMUNITY INVOLVEMENT

GOAL

Position the 2015 USBC Open Championships as a premier event to local organizations and individuals in efforts to optimize the visitor experience in El Paso.

KEY STRATEGY

1. Communicate within the community, including El Paso residents, businesses and organizations, to promote awareness and generate support for the 2015 USBC Open Championships.

Implementation:

A. Create a local outdoor marketing campaign that will include, outdoor billboards, airport and downtown banner signage, which will inform locals of 2015 USBC event as well as celebrate the participants during their arrival, during their stay and their departure. ●● August 2014 -- Meet with the El Paso International Airport and Downtown Management District in efforts to collaborate on outdoor banners that will have a unified message greeting USBC attendees. The banners will be used in strategic areas that are located outside of the Airport and in Downtown El Paso. ●● August 2014– Coordinate with the El Paso Sports Commission and Clear Channel Outdoor on donations of local boards (2) that will be dedicated to “Welcoming the USBC” visitors. Boards should be located on I-10 going West between Airways and the Downtown exit to ensure attendees see them. ●● March 2015 – Outdoor digital billboards need to be ready on all donated local outdoor boards. ●● January 2015 – Coordinate with El Paso International Airport and the Downtown Management District to hang outdoor banners prior to USBC visitors arriving to El Paso. ●● March 2015 to August 2015- Display banners Downtown.

B. Educate niche organizations throughout the community of the impact and importance of the 2015 Open Championships to El Paso. ●● By February 28, 2015 – Conduct Ambassador Training Classes every month during December to February in various locations throughout El Paso.

○○Classes will include Taxis, Car Rental Agencies and Hoteliers in efforts to prepare front-line staff for the arrival of USBC visitors.

○○Classes will cover El Paso tourism destinations, attractions, restaurants, etc. ○○Classes will be during winter 2014-2015 to avoid outdated information and frequent turnover rate.

66 APPENDIX 2. Encourage local organizations to participate in ongoing efforts and integrated programs designed to add value to visitors stay in El Paso during the 2015 USBC Open Championships.

Implementation:

A. Utilize the city’s marquees as an avenue to communicate, show appreciation and hospitality to USBC visitors. ●● December 2014 – Compile a list of all marquees available within the city that can be used to welcome the 2015 USBC Open Championships. ●● January 2015 – Create and send out letter of solicitation to all marquee operators available within the city in an effort to get a unified message to welcome USBC participants. ●● February 2015 – Send out relevant information to all participants on what should be on the marquee. Examples: ○○El Paso Welcomes the 2015 USBC Open Championships ○○El Paso, home of the 2015 USBC Open Championships

B. Solicit donations from local organizations to add value to the stay of USBC officials. ●● November 2014 – Speak with organization to obtain VIP gifts. Speak with local entities such as: Helen of Troy, El Paso Chile Company, El Paso Saddleblanket, Luchesse Boots, etc.

○○List of VIP names will be provided by USBC prior to arrival.

●● March 2015 – Visit El Paso Servicing Department will focus on purchasing, assembling and delivering VIP Gifts to Host Hotel (Ask Greg M.) for placement in guest rooms.***

C. Create standard shirts for Destination El Paso staff as well as other interested partners to wear during the 2015 USBC Open Championships in efforts to create a unified welcome to create awareness of the important of the event to the city as well as to welcome bowlers. ●● August 2014 – Acquire pricing and approvals for all shirts that will be used during the event by Visit El Paso, El Paso Live, Visitor Information Centers, etc.*** ●● January 2015 – Finalize all details and sizes for shirts in which participating organizations can purchase. Second order February 2015. ●● January 2015 – Order all shirts. ●● February 2015 – Deliver shirts.

D. Communicate with industry related organizations to keep them informed of the USBC happenings that may affect their services within the community such as airlines, hospitality partners and other local organizations. ●● August 2014—Contact all airlines providing service to El Paso International Airport to review USBC schedule for 2015. The amount of people flying in and out of El Paso in 2015 will increase dramatically therefore we need to address this with airlines.

67 ●● September 2014 – Contact all hospitality partners to review USBC schedule for 2015 and discuss hotel blocks and car rental needs. ●● January 2015 – Conduct a meeting with businesses located Downtown (entertainment, restaurants, night clubs) that will be directly effected by the USBC event and discuss extended hours during the months of March – July.*** ●● December 2014 to March 2015 - Conduct Visitor Information Training Classes to prepare volunteers for the arrival of USBC visitors.

MARKETING

GOAL

Develop a dynamic and engaging marketing campaign to promote the 2015 USBC Open Championships through Public Relations, Web Site and Advertising.

Key Strategy

1. Create a local public relations campaign that will inform the community of the 2015 USBC Open Championships. The campaign will consist of newsletters, media events and community involvement.

Implementation:

A. Create a series of media and community events that will commence 6 months prior to event. The events will promote and create excitement on a local level for the 2015 USBC Open Championship event. ●● October or November 2014– Hold a news conference and rally, “Countdown to 2015” to get community excited about event. ○○Invite the community at large, local dignitaries, as well as the local Bowlers’ Association. ○○Create photo opportunities, as well as special interview opportunities.

●● January 2015 – In an effort to create excitement amongst locals, we will create photo opportunity for media with special tours demonstrating the preparation stage of the championships. ○○Tours will coincide with the time schedu;e of the facilities staff.

●● February 2015 – Destination El Paso will develop a VIP list for the USBC Officials to approve and invite to the press conference and opening ceremonies. ●● March 2015 – Coordinate with USBC Public Relations Department and hold a press conference and ribbon cutting the first day of tournament on March 7, 2015.

68 2. Establish an online presence that educates visitors and promotes the 2015 USBC Open APPENDIX Championship in El Paso, Texas.

Implementation:

A. Create a link from www.visitelpaso.com to www.bowl.com. Obtain approval from USBC. B. Create a website landing page (visitelpaso.com/elpasostrikesagain) that will provide bowlers with all the necessary El Paso information such as attractions, dining, shopping, accommodations, etc. C. Continue to develop and enhance the El Paso Strikes Again Facebook page by providing accurate up-to-date information as well as fun El Paso facts, giveaways, event information, etc.

3. Construct a dynamic and engaging advertising campaign through well-produced messages and strategies, both for internal and external audiences that will inform all audiences of the 2015 USBC Open Championships in El Paso.

Implementation:

●● August 2014 – Create and start promoting USBC-specific messaging and collateral materials such as banners to stir up excitement and support for the event locally and with the bowlers. Generate heavy promotion of the new “Official Visit El Paso App”. ●● January 2015 to February 2015 – Begin full USBC promotional efforts to include placement of welcome banners, desktop easel signage, table tents, window decals, etc.Obtain approval from USBC.

A. Research and implement creative locally. ●● August 2014 – Coordinate with the El Paso International Airport, Visit El Paso and the Mayor’s office to create a special welcoming video message and audio welcome messages that will be aired continuously at the Airport. ●● February 2015 – Create a special video and audio welcome messages geared toward USBC Open Championships participants. ●● February 2015 – Distribute collateral pieces to local hospitality industry partners such as hotels, restaurants, cab companies, etc. Collateral pieces will feature a welcome message and will include desktop easels, table tents, buttons, window decals, coasters, etc.

69 FOOD & BEVERAGE OPERATIONS

GOAL

Provide exceptional services to the 2015 United States Bowling Congress participants in order to heighten their experience while in El Paso

Key Strategy

A. Develop and implement strategies for the Food and Beverage department in efforts to have high client satisfaction and an increase in revenue during the event. ●● Provide options for breakfast, lunch, dinner, snacks and beverages ●● Within the Judson F. Williams Convention Center, we will operate concessions stands and also sell food and beverage on lane ●● Operate the new “El Paso Live Strike Zone” food truck on the Convention Center Plaza ●● Return to operating the Oasis Bistro & Lounge on a daily basis ●● Offer daily discounts and specials to include happy hour, discounted food items with beverage purchases and sell special souvenir glasses or commemorative keepsake mugs.

70 Destination El Paso APPENDIX Staff Directory

Bryan Crowe, General Manager – 915-534-0667

Veronica Castro, Director of Tourism Development – 915-534-0693

Pat Genera, Director of Finance – 915-534-0602

Carol McNeal, Director of Facility Sales & Marketing – 915-534-0654

Mauro Monsisvais, Director of Operations – 915-534-0644

Mike Patterson, Director of Food & Beverage – 915-534-0639

Brooke Underwood, Director of Convention Development – 915-534-0692

Advertising & Communications Office – 915-534-0655

Facility Sales Office – 915-534-0609

Film Commission Office – 915-534-0648

Human Resources Office – 915-534-0690

Downtown Visitor Information Center – 915-534-0600

Airport Visitor Information Center – 915-534-0658

Fort Bliss Visitor Information Center – 915-534-0657

Toll-Free Number – 800-351-6024

Security Office (in case of emergency) – 915-534-0626

71 Advisory Board 2013–2014 and 2014-2015

Ret. General Dick Behrenhausen, Paso Del Norte Group

Bill Ketcherside, Fort Bliss Morale, Welfare and Recreation (MWR)

Jay Pritchard, Sun Bowl Association

Danny Padilla, Hyatt Place

Irene Silva Pistella, Price’s Creameries

Mica Short, Texas Gas Service

Pifas Silva, Courtyard to Radisson El Paso Airport

72 City of El Paso Mayor, Council and APPENDIX City Management

Mayor

Oscar Leeser

City Council 2014–2015

Ann Morgan Lilly, District 1

Larry E. Romero, District 2

Emma Acosta, District 3

Carl L. Robinson, District 4

Dr. Michiel Noe, District 5

Claudia Ordaz District 6

Lily Limon, District 7

Cortney Niland, District 8

City Manager

Tommy Gonzalez

Deputy City Manager

David Almonte

Interim Chief Financial Officer

Dr. Mark Sutter

73 City of El Paso Organizational Structure

Citizens of El Paso

Boards & Commissions

Mayor and Council City Attorney

Regional Bodies

Executive Assistant/ City Manager Human Resources Chief of Sta

Chief Financial Ocer Communications & Financial Services Public A airs Tax Purchasing Internal Audit Utility Franchise Oversight OMB Information Technology

Deputy Mobility Planning Deputy City Manager Deputy City Manager City Manager Regional Mobility for for Public & for Transportation & Authority Liaison Development & Tourism Metropolitan Planning Community Services Public Works Organization Liaison

• Department of Transportation Police • City Development Tourism & • International Bridges Fire Cultural Affairs • Mass transit - Sun Metro Municipal Clerk •Community Development • Museum & Cultural A airs • Engineering & Construction Environment Services • Convention & Performing Management Public Health • Airport Arts Centers • PSB Coordination Parks & Recreation • Zoo • General Services Library

74 APPENDIX Notes

75 One Civic Center Plaza | El Paso, TX 79901 Phone: 800.351.6024 | Fax: 915.534.0687 visitelpaso.com | elpasolive.com

Proudly Serving El Paso 76