Marketing Parks and the Outdoors to All Americans – and More International Visitors, Too!

MARKETING PARKS AND THE OUTDOORS TO ALL AMERICANS – AND MORE INTERNATIONAL VISITORS, TOO!

October 21, 2014

Packet Contents

This packet contains information on the speakers, responders and organizations involved in the session: Marketing Parks and the Outdoors to All Americans – and More International Visitors, Too! The session was a special part of the National Park Hospitality Association’s 2014 Fall Meeting, held in Washington, D.C. October 20-22. This session took place October 21, and can be viewed in its entirety at http://new.livestream.com/usinterior/events/3466566.

Speaker, Responder, and Moderator Bios - Carlos Alcazar: Managing Director, The Tombras Group - Dave Bratton: Managing Partner, Destination Analysts Inc. - Ken Dowling: Partner, GREYnyc - Jerry Jacobs Jr.: Principal, Delaware North Companies - Jon Jarvis: Director, National Park Service - Stephanie Meeks: President, National Park Trust - John Peters: President, USA TODAY Travel - Chris Thompson: President and CEO, Brand USA

Supplemental Information - National Park Trust: HOPE Crew - Delaware North Companies: Fast Facts - Destination Analysts Inc.: State of the American Traveler - Brand USA: Building on Success - USA TODAY Travel - GREYnyc - The Tombras Group

2 Marketing Parks and the Great Outdoors to All Americans – and More International Visitors Too!

NPHA 2014 Fall Meeting Speaker and Responder Information

CARLOS ALCAZAR – is a media and marketing expert who works with a variety of organizations to engage America’s diverse population. He has produced award-winning work for government agencies such as the Departments of Justice, Transportation, Energy, Agriculture, Health and Human Services as well as NGOs and corporations like LIVESTRONG, AT&T, American Heart Association, Boy Scouts of America, NCLR, Kraft Foods, Epilepsy Foundation and Catholic Charities among others. He is a regular speaker at industry trade shows, conferences and special events related to cross cultural marketing and communications.

Currently, Carlos leads the growth of digital-centric advertising firm The Tombras Group’s Washington, D.C. practice and is founder & chairman of the cross cultural communications agency Culture ONE World.

Carlos has successfully guided education and media companies to achieve growth through corporate strategy, global expansion and business development. As president and CEO of HCN, he built the largest cause marketing and educational media firm targeting U.S. Hispanics. Prior to that, as Vice President at companies like Pearson plc and Viacom, he produced programming through television, publishing and online platforms to millions of people around the world.

He started his career as a marketing and advertising executive for agencies in Los Angeles, New York and Mexico City. Carlos spent two years in South Central Los Angeles as a schoolteacher working with Latino and African American students. He holds a B.A. from the University of California, San Diego and completed Executive Education programs on Corporate Governance from Harvard Business School.

He is a trustee of St. Mary’s College of Maryland and serves on the boards of World Affairs Council and the congressionally chartered National Environmental Education Foundation.

DAVE BRATTON – is the Founder and Managing Director of Destination Analysts, Inc. He is a widely respected DMO industry thought leader. Dave is well known for his creative approach to market research and solving client problems with rigorous, carefully designed research programs. He has been named as one of HSMAI's 25 Most Extraordinary Minds in Sales and Marketing.

Dave spent eight years pioneering new tourism research techniques and e-marketing promotions for the San Francisco Convention and Visitors Bureau as director of electronic marketing and research. His work in market research ranged from in-depth qualitative work, such as brand audits and advertising concept testing, to groundbreaking quantitative studies including return on investment, profiles of San Francisco visitors and large national consumer surveys. His research program won praise for its “best research practices in the nation” by a noted academic publication.

3 Dave’s work in electronic marketing has also been highly praised. He managed the electronic marketing efforts for San Francisco, and his new website allowed the San Francisco Bureau to achieve its goal of dramatically increasing advertising sales, while effectively promoting its membership and carrying forth San Francisco’s brand message to the world. His celebrated Life of Riley email campaign won California Tourism’s prestigious Best Electronic Promotion Award.

In 2003, Dave founded Destination Analysts, Inc. He holds a Bachelor of Science degree in Economics from Iowa State University and a Master of Arts degree in Economics from the University of Arizona. After finishing his graduate work, he spent four years working as an economist for the U. S. Department of Commerce, Bureau of Economic Analysis in Washington, D.C. He specialized in economic modeling and forecasting related to a satellite set of accounts to the Gross National Product. While at Commerce, he managed the work of a team of economists and was a contributor to the noted journal, Survey of Current Business.

KEN DOWLING – is Grey’s resident CPG and food expert. Ken joined Grey in 1999 to lead consolidation of one of Grey’s largest food accounts, ConAgra Foods. Under Ken’s leadership Con Agra grew threefold, adding key new business wins for the following brands: Reddi Wip, Parkay, Fleischmann’s, Egg Beaters, Orville Redenbacher’s, Eckrich, Banquet, and Healthy Choice.

Currently, Ken leads strategy and marketing efforts for the JM Smucker Company, 3M, and the American Egg Board. Most recently, his efforts on JM Smucker have resulted in the consolidation of the Coffee business (Folgers, Millstone) to Grey. A recognized trends forecaster for the food industry, Ken speaks frequently to client and trade groups. His work on all three accounts has won numerous creative and effectiveness awards on behalf of his clients.

Ken’s marketing expertise also extends to Cause Marketing where he leads integrated efforts on behalf of the National Park Service and National Park Foundation for the NPS Centennial in 2016. Ken also leads efforts on behalf of Grey’s signature pro bono account -- the Hole in the Wall Gang Camp -- and has consulted in the past with Harvard University for their Seeding for Success childhood education initiative.

Additionally, Ken is the key architect of the Grey Media Group, working to bring the Media and Channel Planning functions back into the traditional agency structure. This initiative has allowed Grey to continue to innovate its strategic solutions and creative ideas to clients, creating true integration.

Ken’s leadership was recognized in 2008 with his selection to the prestigious WPP program, Maestro, and with his promotion to the title of Partner in 2012.

In his “spare time,” Ken has served as the Director of Community & Culture within Grey, guiding the development of the Grey culture with efforts in sustainability, charitable giving, community relations, employee recognition and employee development.

A five-time marathon runner and active tri-athlete, Ken thrives in situations that push the physical limits. A new resident of Manhattan, Ken can be found most weekends training in Central Park.

He graduated from St. Lawrence University in Canton, New York, with a B.A. degree in Political Science/Government.

4 JERRY JACOBS JR. – is a principal of Delaware North Companies, one of the most admired and largest privately held companies in the world. Delaware North has revenues of $3 billion and more than 60,000 employees serving half a billion customers on four continents. As a principal of the company, Jerry provides stewardship to the nearly 100-year-old Delaware North and its operating companies, which include industry leaders in food and retail operations at airports and sports venues, sports facility ownership and management, operations of parks and major tourist attractions, hotel ownership and management, and gaming operations both in North America and around the globe. In addition, the company recently acquired Patina Restaurant Group, a leader in the premium segment of the restaurant and catering industry, and operates restaurants and manages catering and food service operations at high-profile venues in New York, California, Las Vegas and Orlando.

In his position, he is responsible for long-term strategic direction, determining mergers and acquisition candidates, positioning the company in emerging markets and working with financial institutions on overall business strategy.

Beginning in high school, Jerry gained experience from virtually every area of the company. After he received his undergraduate degree, he returned in 1986 as director of development for the company’s airport business. He then attended The Wharton School of Business at the University of Pennsylvania, where he received his Master’s degree in Business Administration. He again returned to Delaware North in 1989 as vice president of development. He was named executive vice president of Delaware North in 1991.

Jerry took over the reins of Delaware North Companies Sportservice in 1995 as chairman, representing the third generation of the Jacobs family to head the flagship subsidiary. Under his leadership, Sportservice successfully grew its business to include contracts with some of the world's highest-profile sports clients and venues, including the Milwaukee Brewers’ new Miller Park, St. Louis Cardinals’ new Busch Stadium, the Los Angeles Dodgers, the New York Jets and Giants MetLife Stadium, the 1996 Centennial Olympic Games in Atlanta, London’s Wembley Stadium and the Singapore SportsHub. As chairman, Jerry also successfully developed and launched name-brand initiatives in retail and fine dining.

In 2001, Jerry was named one of the most influential in sports by Street & Smith’s SportsBusiness Journal’s Forty Under 40. In addition to his senior management post with Delaware North Companies, he serves as alternate governor for the Boston Bruins, Stanley Cup Champions in 2011.

Before joining the company, Jerry was a financial analyst with the Money Market Group at Paine-Webber, Inc., in New York City. He received his Bachelor of Arts degree from Georgetown University in 1985 and remains an active alumnus interviewer. In addition, Mr. Jacobs served on the Georgetown College of Arts & Sciences advisory board from 1995 until 2000.

In addition to his professional endeavors, Jerry is very active with a wide variety of civic and philanthropic organizations both in New York and on a global scale. He and his family give millions of dollars to charitable causes including cancer research, neurological research and treatment, education, green initiatives and other community causes. Recently, Jerry donated $1 million to Say Yes to Education. His visionary leadership and philanthropy have been recognized by numerous organizations and associations. In 2012, Jerry and his family were named Outstanding Philanthropists of the Year by two organizations.

Jerry also participates in numerous industry organizations, including the Global Sports Summit and the U.S. Travel CEO Roundtable. Due to his leadership in the travel and tourism industry, he was recently appointed by the Secretary of Commerce to the Department of Commerce Travel and Tourism Advisory

5 Board. The Travel and Tourism Advisory Board advises the Secretary of Commerce on matters related to the travel and tourism industry in the United States, including travel and tourism policies, travel facilitation and infrastructure and the National Travel and Tourism Strategy and its continued efforts to attract 100 million international visitors to the United States by 2021.

Jerry is a member of the Georgetown University Board of Regents, the Nichols School Board of Trustees and the University at Buffalo Foundation Board. He dedicated more than a decade of volunteer service to United Way, including chairing the campaign in 1999 and serving as chairman of the United Way of Erie County Board of Directors from 2003 to 2006. He currently participates on the United Way Advisory Board. Jerry, his wife Alice and his family reside in East Aurora, New York.

JON JARVIS – officially became the 18th Director of the National Park Service on October 2, 2009. A career ranger of the National Park Service, who began his career in 1976 as a seasonal interpreter in Washington, D.C., Jon leads an agency that preserves and manages some of the most treasured landscapes and valued cultural icons in this nation.

As director, the stewardship and care of the national parks, service to their visitors, and expansion of their community programs are his core responsibilities. NPS is an agency of more than 20,000 employees and 140,000 volunteers in 401 national park units and related cultural and natural heritage programs. The day-to-day operation of the parks and the work of the agency’s community assistance programs are accomplished by the dedicated men and women of the NPS who empty the trash, enter the payroll, rescue the lost, clear the trails, help communities, sample the air and water, and tell compelling stories. “The extraordinary employees of the National Park Service are my inspiration,” he says, “and where I draw my strength. Their welfare and safety will always be my top priority.”

Prior to taking the helm as Director, Jon most recently served as the Regional Director of the Pacific West Region, with responsibility for 58 units of the National Park System in Washington, Oregon, Idaho, California, Nevada, Hawaii and the Pacific Islands of Guam, Saipan and American Samoa. He oversaw 3,000 employees with a $350 million annual budget.

Jon moved up through the National Park Service as a protection ranger, a resource management specialist, park biologist, and Chief of Natural and Cultural Resources at parks such as Prince William Forest Park in Virginia, Guadalupe Mountains National Park in Texas, Crater Lake National Park in Oregon and North Cascades National Park in Washington. His first superintendency was at Craters of the Moon National Monument in Idaho and he later served as the Superintendent of Wrangell-St. Elias National Park and Preserve in Alaska from 1994 until 1999. He became the Superintendent of Mount Rainier National Park in August of 1999. In 2001 he completed training in the Senior Executive Service Candidate Program of the Department of the Interior and in September of 2002, became the Regional Director of the Pacific West Region.

Jon served as the 1997-98 president of the George Wright Society, a professional organization that sponsors a biennial conference on science and management of protected lands around the world. He has published and lectured on the role of science in parks at conferences and workshops around the U.S. In his previous positions, Jon has obtained extensive experience in developing government-to- government relations with Native American tribes, gateway community planning, FERC relicensing, major facility design and construction, wilderness management and general management planning.

6 A native of Lexington, Virginia, Jarvis has a B.S. degree in Biology from the College of William and Mary and completed the Harvard Kennedy School Executive Program in 2001. He and his wife Paula have two children, Benjamin and Leah.

STEPHANIE MEEKS – is the president and chief executive officer of the National Trust for Historic Preservation, which she has led since July 2010. During this time, the National Trust has developed an ambitious strategic plan designed to increase the organization’s impact by a factor of ten, centered on direct action to save imperiled places and engaging new audiences in preservation.

As part of this re-alignment, the National Trust created a dynamic new program called National Treasures, which identifies significant threatened places across the United States and takes direct action through preservation advocacy, marketing and fundraising to save them. The growing portfolio of National Treasures, which the Trust aims to grow to 100, brings resources and attention to places as diverse as Teddy Roosevelt’s Elkhorn Ranch, the Houston Astrodome and Joe Frazier’s Gym.

The National Treasures program also brings a more diverse and younger group of Americans into the preservation movement. Through cutting-edge use of social media and public outreach, the National Trust is strategically repositioning its portfolio of 27 historic sites to achieve new levels of stewardship, interpretation and financial sustainability. Through this work, the Trust is creating new models of shared use at several of its sites combining commercial and nonprofit uses to create new visitor experiences and new sources of revenue.

Under Stephanie’s tenure, the National Trust has launched an effort to draw more attention to the connection between older buildings and vibrant cities and spearheaded research reflecting the benefits of historic preservation in today’s urban areas. In addition, the Trust has focused on broadening the preservation community and worked to achieve greater racial and ethnic inclusiveness within the organization and the preservation movement.

Stephanie has also championed 21st Century business processes and systems to better meet today’s preservation challenges. The organization has implemented a bold plan to upgrade its technology infrastructure and moved its operations to the historic Watergate building, creating a dynamic, state-of- the-art workplace for its employees. A new leadership development program identifies and trains emerging professionals throughout the organization.

Stephanie has extensive experience in the nonprofit sector. Prior to joining the National Trust, she also held senior executive positions, including chief operating officer, acting president and chief executive officer during her 17-year career with The Nature Conservancy, one of the world’s largest and most influential conservation organizations. While there, she contributed to the protection of several world- class places, from Oklahoma’s Tallgrass Prairie to Brazil’s Pantanal.

Stephanie currently serves as Vice Chair of the Board of the Potomac Conservancy and served as director of Rare, a U.S.-based conservation group that uses social marketing to address environmental challenges in communities around the world. She holds a B.A. degree in English from the University of Colorado and an MBA from George Washington University.

7 JOHN PETERS – joined USA TODAY as President, Travel Media Group, in 2012. John leads the team and efforts around developing, and now implementing and expanding, the new strategy of the Travel vertical at USA TODAY and Gannett. This work includes the development and launch of all the new, multi-platform digital products as well as print publications, events, newspaper and digital product sales, business development, mergers & acquisitions and editorial. John’s team has launched innovative digital products like Experience Travel, a multi-platform travel planning portfolio with titles like Experience Las Vegas, Experience Cruise, Experience Food & Wine and others. They have also launched “The Point,” a custom news and entertainment platform deployed in 450,000+ hotel rooms. John also led the efforts to acquire 10Best.com.

Prior to joining USA TODAY, John was Senior Vice President, Digital Strategy and Business Development, for Rand McNally, where he launched successful programs like “Best of the Road” with Travel Channel. John joined Rand when they acquired Tripology.com, where he was the CEO of the venture-funded interactive travel referral service and its network of 15,000+ travel specialists. Prior to Tripology, John was Vice President of Business Development for Wyndham Worldwide, where he led the launch of Endless Vacation Rentals, representing over 60,000 vacation rental properties worldwide. Earlier in his career, John co-founded Zeus Tours & Yacht Cruises, an international yacht cruise/tour and hotel business. John successfully sold the business in 1999.

John is an adjunct professor at Hilton College at the University of Houston. He was recognized as “Innovator of the Year” by the U.S. Travel Association and is a frequent speaker and moderator at many international conferences.

CHRIS THOMPSON – is president and CEO of Brand USA, the nation's public-private partnership dedicated to increasing international visitation to the United States through marketing and promotional efforts. In this role, Chris is responsible for accelerating the organization’s efforts to build and execute effective marketing strategies to increase U.S. travel exports, create jobs, strengthen the economy, and help enhance the image of the United States with people all over the world. Under Chris’ leadership, Brand USA has nearly tripled its partnership network and more than doubled its partner contributions and program offerings.

Chris has over 30 years’ experience in the travel and tourism industry. Prior to joining Brand USA on November 1, 2012, Chris was president and CEO of VISIT FLORIDA. Under his leadership, Florida realized record growth in international visitation.

He began his career in tourism with the Division of Tourism in the former Florida Department of Commerce in April 1983 and was appointed bureau chief over domestic tourism in April 1986. In November 1988, he joined the Leon County (Florida) Tourist Development Council as the organization’s first executive director, and in April 1991 took leadership of the Tallahassee (Florida) Area Convention and Visitors Bureau as president and CEO. In August 1995, Chris founded MarketServe, Inc., a professional management, marketing and planning services company based in Tallahassee, Florida. Two years later, he joined VISIT FLORIDA as senior vice president, partner development. He was promoted to chief operating officer in May 2003 and named president and CEO in May 2009.

8 Throughout his career, Chris has been honored with a number of industry awards and recognized for numerous accomplishments, including twice being named one of the "Top Twenty-Five Most Extraordinary Minds in Sales & Marketing" by the Hospitality Sales & Marketing Association International in 2009 and 2013.

A Certified Destination Management Executive (CDME) since May 2010, Chris has been a member of and served on the leadership boards of numerous national, regional, state and local trade associations and organizations including the Destination Marketing Association International; U.S. Travel Association; Travel and Tourism Advisory Board to the U.S. Department of Commerce; the Travel and Tourism Advisory Council to the Miami Branch of the Federal Reserve Bank of Atlanta; Association of Travel Marketing Executives; the Southeast Tourism Society; and International SKAL. In addition, Chris is a trustee of the Federal City Council, a nonprofit, nonpartisan organization dedicated to the improvement of the District of Columbia.

Chris earned his Bachelor of Science degree in Business Administration from the University of Florida in 1980. He and his wife Susan have two grown sons, Christopher and James.

9 One Page Briefing – HOPE Crew

“HOPE Crew” (Hands-On Preservation Experience) is an initiative to train more young people in preservation crafts while helping to protect historic cultural sites on public lands. The program links preservation projects to the national youth corps movement. It brings the potential for thousands of crew members to work on hundreds of sites, learning preservation craft skills while rehabilitating historic places. By partnering with The Corps Network and focusing on National Parks we have been able to launch this program without major investment or ongoing costs. The Trust brings preservation expertise, marketing muscle and partnership convening skills to the process. In a very few months the program has proven its model at the project level and is poised to grow. It is drawing attention from the highest levels of the Park Service and their Concessionaires (who have the ability to direct significant funds to preservation through the program).

Objectives • To authentically and meaningfully engage a new generation in the preservation of historic places. • To engage the public, including veterans and diverse or underserved youth, with an employment training experience and a public service opportunity to preserve, restore, and rehabilitate historic resources. • To galvanize the Trust’s extensive network of preservation professionals in support of this program, using their decades of knowledge as a foundation of each project, passing skills on to a new generation. • To develop and share a new mode of person-centric content for the Trust, with each project an opportunity to tell a story of preservation that is relevant, dynamic and compelling.

Outcomes • In its first six months of existence the program has completed 10 projects at sites across the country, including:

o 700+ people repainted Hinchliffe Stadium in New Jersey o A crew of veterans restored gravestones at Little Bighorn Battlefield National Monument o Restoration of homes at the Martin Luther King National Historic Site in Atlanta • Delaware North has committed $3M of its funds to HOPE Crew projects at the National Parks where they work. • There is a growing interest in HOPE Crew among the Major Gifts fundraisers. October 7th, Monica will speak to a group of donors in New York at an event sponsored by Northern Trust. • Significant media coverage has included a profile of the program on PBS Newshour

Delaware North

FAST FACTS

Delaware North Companies is a global leader in hospitality and food service with operating companies in the lodging, sporting, airport, gaming and entertainment, and 1915 60,000 premium restaurant and catering industries. YEAR FOUNDED ASSOCIATES Among its many assets are world-renowned resorts and Boston’s TD Garden, widely acclaimed as one of the top sports and entertainment venues in the United States. Delaware North began in 1915 in Buffalo, N.Y., where its award-winning global headquarters can still be found. With annual 179 300 200 revenue of $2.9 billion, which is expected FORBES RANK RETAIL LOCATIONS PROPERTIES to exceed $3 billion in 2014, it is one of the largest privately held companies in the world. Each year, its 60,000 associates serve half a billion customers in the United States, Canada, the United Kingdom, Australia and New Zealand. In mid-2014, Delaware North made its return to the Asian market by serving fans at the Singapore Sports Hub, one 500 Million 4 of the company’s newest contracts. GUESTS SERVED CONTINENTS

A global leader in hospitality and food service.

Delaware North

FACTS

YEAR FOUNDED1915

ASSOCIATES 60,000

FORBES RANK179

Delaware North began in 1915 in Buffalo, N.Y., where its award- CONTINENTS 4 winning global headquarters can still be found. With annual revenue of $2.9 billion, which is expected to exceed $3 billion in 2014, it is one of

the largest privately held companies in the world. Each year, its 60,000 associates serve half a billion customers in the United States, Canada, MILLIONS of the United Kingdom, Australia and New Zealand. In mid-2014, GUESTS SERVED 500 Delaware North made its return to the Asian market by serving fans at the Singapore Sports Hub, one of the company’s newest contracts.

FACTS Delaware North

YEAR FOUNDED1915

ASSOCIATES 60,000

FORBES RANK179

RETAIL LOCATIONS A global leader in hospitality and food service. 300 Delaware North Companies is a global leader in hospitality and food service with operating companies in the lodging, sporting, airport, gaming and entertainment, and premium restaurant and catering PROPERTIES 200 industries. Among its many assets are world-renowned resorts and Boston’s TD Garden, widely acclaimed as one of the top sports and entertainment venues in the United States. CONTINENTS 4 Delaware North began in 1915 in Buffalo, N.Y., where its award- winning global headquarters can still be found. With annual revenue of $2.9 billion, which is expected to exceed $3 billion in 2014, it is one of

the largest privately held companies in the world. Each year, its 60,000

associates serve half a billion customers in the United States, Canada, MILLIONS of the United Kingdom, Australia and New Zealand. In mid-2014, GUESTS SERVED 500 Delaware North made its return to the Asian market by serving fans at the Singapore Sports Hub, one of the company’s newest contracts.

Delaware North Delaware North Sportservice Gaming & Entertainment Delaware North Companies Sportservice is one of the most innovative gaming and is the longest-standing name in sports racing operators in the United States, hospitality. Delaware North has served fans specializing in regional gaming venues with for nearly a century and today provides added amenities such as video gaming retail expertise and concessions, gourmet machines, table games, poker rooms, catering and fine dining to sporting, full-service restaurants, retail shops and entertainment and convention center hotels. Delaware North has regional gaming venues in the United States and Canada. destinations in New York, Arizona, Florida, West Virginia, Oklahoma, Ohio and Illinois.

Delaware North Delaware North International Parks & Resorts Delaware North manages the company’s Delaware North Companies Parks & Resorts award-winning operations in Australia, New was founded in 1992 following the company’s Zealand, the United Kingdom, Asia, and winning bid for the largest contract in the at the Singapore Sports Hub. Our special U.S. National Park Service: Yosemite National brand of hospitality and food service can be Park. With Stewardship and Hospitality in found in hotels, resorts, airports, railway Special PlacesSM as its credo, Delaware North stations, sporting and entertainment venues Companies Parks & Resorts is a leader in the and cultural centers – as well as Wembley hospitality sector. In addition, Delaware North Stadium, Emirates Stadium, and the has a portfolio that includes world-renowned Australian Open. hotels and attractions.

Delaware North Delaware North Travel Hospitality Boston

Delaware North Companies Travel Delaware North Boston is one of Hospitality Services is one of the world’s America’s premier providers of world-class leading airport food service and retail entertainment and hospitality experiences. companies. Through contracts at major U.S. As the owner/operator of TD Garden, the airports and toll plazas, Delaware North company serves more than 2.5 million visitors manages more than 300 restaurants and each year – more than 200 days a year. The retail stores, serving more than 350 million home of the NHL’s Boston Bruins and NBA’s customers each year. Boston Celtics is also a frequent stop for the world’s top music entertainment acts.

Delaware North Delaware North Travel Hospitality Boston

THE STATE OF THE

AMERICAN TRAVELER Volume 16, July 2014

Sponsored By Leisure Travel Expectations

Remain Stable Americans’ leisure travel expectations continue to be strong and stable. July results from our biannual national Average number of leisure trips taken (past 12 months) survey show optimism about upcoming leisure travels continues on pace with last summer. The percent of leisure travelers expecting to travel more in the upcoming year (compared Travel Volume Stable SNAP SHOT to the previous year), while down 5 0 Americans planning to 4.7 4.8 4.6 4.6 4.8 4.8 4.7 minimally from increase leisure travel 32% spending in the next levels recorded 12 months (continued on page 2...)

JAN 11 JUL 11 JAN 12 JUL 12 JAN 13 JUL 13 JAN 14 JUL 14 In the past twelve (12) One 24.8% months, how many trips Two 24.9% Three 14.4% have you taken of more Four 10.4% than 50 miles one-way for Q: In the next 12 months, do you expect to travel more Q purely leisure or personal Five or more 25.5% or less for leisure than you did in the most recent 12 AVERAGE 4.7 trips reasons? month period? Strong Travel Zero 41.2% Expectations How many of these One 20.4% leisure trips were day trips Two 15.6%

(no overnight stay)?

Three 7.1%

60.2% 57.9% 56.9%

Four 3.8% 55.9% 55.1% 53.8% 53.5% LESS

Q 49.8%

Five or more 11.9%

SAME

AVERAGE 2.5 trips

34.2% 15.0% 32.7% 32.3% 30.2% 16.6% 33.6% 12.2% 29.2% 11.9% 10.8% 10.6% 11.9% MORE 26.9% 27.5% Zero 14.8% 23.4% How many of these One 26.7% JAN 11 JUL 11 JAN 12 JUL 12 JAN 13 JUL 13 JAN 14 JUL 14 leisure trips were primarily Two 21.3% by automobile? Three 11.1% Four 7.0% Q Five or more 19.0%

AVERAGE 3.2 trips Q: In the next 12 months, do you expect to spend more or less for leisure travel than you did in the most recent 12 How many of these leisure Zero 51.2% month period? trips included air travel? One 22.7% Spending Two 14.9% Expectations Stable Three 4.8%

Four 2.7%

Q Five or more 3.7%

AVERAGE 1.1 trips 55.3% 54.4% 53.2% 53.7% 53.8% 51.7% LESS

48.6% 47.9%

SAME

Zero 77.3% 19.4% How many of these leisure 18.3% 32.5% 14.8% 33.4% 33.1% 32.5% 31.1% 14.3% 31.5% 14.5% 13.7% 13.2% MORE One 14.7% 27.1% 26.9%

trips included travel 25.1%

Two 4.4% outside the United States? Three 1.3% Q Four 0.5%

Five or more 1.6% AVERAGE 0.4 trips 16

Leisure Travel Expectations Reasons for cutting back on leisure travel Remain Stable (continued from page 1...) last summer, remain strong. In our latest survey, the proportion of leisure travelers planning to travel more fell to 29.2 percent, down from 30.2 percent at the same point one year ago--a statistically insignifi difference. Spending expectations show stability, with 31.5 percent expecting to increase their GAS TOO PERSONAL AIRFARE TOO SAFETY EXPENSIVE FINANCIAL EXPENSIVE CONCERNS leisure travel spending in the coming year. This compares with 31.1 percent of travelers planning to increase their leisure travel JANUARY 2010 41.6% 56.6% 31.8% 12.0% spending at the same point 12 months ago. JULY 2010 40.7% 55.9% 36.0% 8.4%

JANUARY 2011 39.3% 54.6% 34.9% 11.0% Strong traveler fi es and modest gas prices continue to support this enthusiasm. In the latest edition of our survey, fewer JULY 2011 53.6% 48.9% 38.9% 8.9% travelers again reported that either personal fi concerns JANUARY 2012 45.9% 49.1% 35.2% 7.8% or high gas prices had kept them from traveling more than they would have otherwise preferred in the past 12 months. Only 36.8 JULY 2012 46.6% 47.6% 30.2% 8.6% percent of travelers said that “personal fi reasons” have JANUARY 2013 40.7% 40.9% 32.9% 9.7% kept them from traveling more, compared to 38.6 percent last summer. Similarly, only 32.4 percent said that high gasoline prices JULY 2013 39.5% 38.6% 27.1% 9.5% have had a similar effect, down from 39.5 percent in July 2013. JANUARY 2014 32.9% 41.1% 25.6% 9.5%

In the past year, Americans have shown a signifi diminished JULY 2014 32.4% 36.8% 24.0% 9.9% interest in travel deals and discounts. As we have discussed in previous editions of this report, in recent years we’ve seen a steady decline in traveler interest in saving money through In the past 12 months, which (if any) of the following discounts. In our most recent poll, fewer than half (43.4%) kept you from traveling more for leisure than you would said they would be looking for such ways to save money. To have otherwise preferred? (Select all that apply) illustrate this dramatic change, in January of 2010, fully 63.1 Personal financial reasons 36.8% percent of travelers said they would be actively seeking out Gasoline was too expensive 32.4% deals and discounts. Airfare was too expensive 24.0% I was too busy at work 17.6% Will actively look for travel discounts or Q I didn’t have enough vacation time 11.7% Safety concerns 9.9% bargains in the next 12 months Health/Illness 9.9% Weather 7.5% Lack of availability 1.9% 60% (at hotels, golf courses, spas, etc) 58%

55%

Which of the following are you likely to do given the 52% 51% 50% overall economic climate (including gasoline prices, travel costs and your personal financial situation)? (Select all that apply)

43% 43% Look for travel discounts or bargains 43.4% Travel closer to home to save money 28.4% JAN 11 JUL 11 JAN 12 JUL 12 JAN 13 JUL 13 JAN 14 JUL 14 Q Visit generally less expensive destinations 20.5%

Reduce the number of leisure trips I will take 19.3% INTEREST IN DISCOUNTS STABILIZES Take at least one “staycation” (a vacation spent 14.4% The free fall in traveler interest in bargain hunting may have abated. at home) rather than traveling

In recent years, fewer and fewer American leisure travelers say they

would be actively seeking travel discounts and bargains. Down from METHODOLOGY: The State of the American Traveler Survey is conducted every six months by Destination Analysts, Inc, a San Francisco-based tourism industry research company. The a high of 65.6 percent in 2010, in the last two survey waves only survey is conducted online amongst a nationally representative sample of adult Americans. about 43 percent of Americans say they will be so inclined this year. From June 16th to 20th, 2014, surveys were collected from a group of respondents who were then screened by their leisure travel behavior. Only those respondents who had traveled at This appears to be another sign that consumer psychology has least once in the past 12 months for purely leisure or personal reasons were interviewed. This travel must have been of at least 50 miles one-way — the standard distance threshold shifted away from a recessionary mentality and toward what would used in the tourism industry to signify that a “trip” has been taken. In total, 2,025 leisure travelers completed the survey. With this sample size, the top line data presented here can be be considered normal in periods of economic stability and growth. considered to have a reliability of +/- 2.2%. This information is provided “as is” and intended for informational purposes only. It should not be relied upon for operational, marketing, legal, technical, tax, financial or other advice. Destination Analysts is not responsible for your use of the information contained herein (including errors, omissions, inaccuracy or non-timeliness of any kind) or any assumptions or conclusions you might draw from its use. 17

THE STATE OF THE AMERICAN TRAVELER GENERATIONS EDITION, 2014

Millennial Travelers Driving New Technologies

A major challenge of the modern DMO is to market new technologies in the travel space. Their use of mobile effectively to many audiences. Of course, understanding devices and social media far outpace usage by older how these diverse groups plan their travel is of paramount generations. More traditional planning resources like travel importance. The infographic below illustrates the major magazines, newspaper travel sections, traditional travel differences that exist between younger and older travelers. 1agents and even DMO websites are much more evenly used Millennials are the clear driving force behind the success of between the generations.

10 Used a mobile phone 2 to plan travel

Used a DMO website Used iPad or tablet to access travel info Millennials 71.6%

Millennials 34.7% Generation X Millennials 50.1% 53.2% Generation X 34.4% 9 Generation X 31.1% 3 Baby Boomers 30.1% Baby Baby Boomers 19.3% Boomers

Millennials 25.5% Read a newspaper 17.5% Downloaded a travel section for trip travel-related app planning Generation X Millennials Gen.X Baby 14.4% 11.0% 8.9% Boomers Age strongly Baby Boomers 16.6% influences 4.2% mobile device Millennials 19.2% Millennials 47.6% and social 8 Generation X 30.5% 4 Generation X 18.4% media usage Baby Boomers 22.0% Baby Boomers 13.2%

Ordered a printed Used Facebook visitor guide from a (for travel planning) DMO

Millennials 19.7% 7 Generation X 8.9% 5 Baby Boomers 1.1%

Read lifestyle or 6 Used Twitter travel magazine for (for travel planning) trip planning

Used Instagram (for travel planning)

18 Psychographic Profile: The Generations How they differ in their travel styles Destination Analysts’ Traveler Psychographic Intensity IndicesTM show that Millennials are highly connected travelers with a bent toward authentic urban culture and culinary experiences. Baby Boomers are relatively more BABY BOOMERS interested in less active, rural experiences that yield a sense of exploration. GEN X The key difference with GenX? Concern about their pocketbooks. MILLENNIALS

LESS IMPORTANT MORE IMPORTANT

ACTIVITY SEEKERS 50.0

Prefers active vacations 5

57.9

CONNECTIVITY 53.7 Connected during leisure travel 61.1 and its planning

66.3

58.7 TRAVEL PLANNING INTENSITY Intensively plans leisure travel 61.5

61.7

NATURE LOVERS 63 .9

Desires rural over urban travel experiences 59.7

59.0

CULINARY INTEREST 62.8

Food & cuisine driven traveler 66.2

71.2

AUTHENTICITY 64.2

Wants the real destination vs. commercial TR 64.5 tourism product UE 68.7

64.8 CULTURAL INTEREST Wants to engage a destination's arts 67.4 and culture assets 73.2

70.5 PRICE SENSITIVITY 71.6 Concern about pricing drives demand for leisure travel experiences 69.3

71.6 EXPLORATION HUNGRY 69.8 Gains pleasure from exploration while traveling 69.2

Average Traveler Psychographic 40 50 60 70 80 IntensityTM Index score

Destination Analysts’ proprietary Traveler Psychographic Intensity IndicesTM uses a series of related seven-point scale questions to measure the strength intensity in a traveler’s feelings about aspects of leisure travel. For each psychographic category, every survey respondent is given a score of 1-100--with high scores indicating high levels of intensity or importance.

Travel Media & Technology Technologies, Resources and Services Used to Plan Leisure Travel In the past 12 months, which of these Internet technologies or services have you used to help plan Q your leisure travel? (Select all that apply)

41.3% used user-generated content 40.1% used social media for travel planning

40.6%

31.0%

27.6% 28.4%

23.7% 20.9% 19.7%

9.2% 7.5% 8.5% 7.5% 3.6% 6.6% 5.0%

User- User- User- User- Used Used Used Used Became a Social Social book- DMO Mobile iPad or generated generated generated generated Facebook Twitter Instagram Google + friend/fan of photo marking website phone/PDA tablet reviews travel reviews of travel destination sharing websites to access computer of hotels reviews restaurants itinerary on social websites travel info of desti- or activities or blog media nations website

59.1%

49.1% used print resources

33.6%

20.5% 18.7% 16.3% 13.4% 12.3% 8.9% 8.9% 9.7% 9.7% 2.5% 0.7% 5.5%

Travel- Mapping Online Audio file/ RSS feeds Opinions Travel Travel or Newspaper Commercial DMO Direct Travel Travel- related site videos podcasts of friends, related lifestyle travel guidebook print mail agent related e-mail colleagues, programm- magazine section publication piece radio newsletter or relatives ing on TV program

Desired Video Resources

At what point in your travel planning would you When planning a Activities and things to do 58.3% want to use video travel content? trip, which types of Hotels and/or other lodging 40.7% (Select all that apply) travel videos would Destination inspiration— you generally be content focused on why I should Q Q most interested in visit and/or getting me excited about visiting 36.1% watching? Scenic video or beauty shots 22.9% Planning activities or things to do on my trips 44.1% (Select the three Practical travel tips for visiting Destination inspiration or ideas on where to go 41.4% most interesting) the destination 18.2% Hotel, lodging or accommodation information 41.0% Insider information from locals 15.2% Current news about the destination 13.9% Fun, humorous videos about the destination 6.4%

20 RECENT VISITATION AND LIKELY FUTURE VISITATION Destination (Selected Domestic Leisure Destinations) VISITED LIKELY TO EITHER (Past 3 years) VISIT VISITED Hotlists (Next 3 years) OR LIKELY TO VISIT UNAIDED DESTINATION Las Vegas, Nevada 26.8% 34.1% 45.2% INTEREST New York, New York 25.6% 28.7% 40.5% WHAT ARE THE DOMESTIC DESTINATIONS Los Angeles, California 25.8% 24.8% 39.3% THAT YOU WOULD MOST LIKE TO VISIT IN THE San Francisco, California 18.7% 23.5% 35.3% UPCOMING YEAR? (Write in up to five) Orlando, Florida 19.2% 25.2% 33.9% Las Vegas 29.9% Washington, DC 17.0% 21.7% 31.5% New York City 25.2% Chicago, Illinois 18.6% 21.9% 30.5% Orlando (Disney World) 16.4% Napa County, California 15.6% 21.4% 30.0% Chicago 11.4% Boston, Massachusetts 15.3% 19.2% 27.1% Washington D.C. 10.3% New Orleans, Louisiana 9.0% 19.9% 24.4% San Diego 10.1% Miami, Florida 12.2% 17.3% 24.0% Los Angeles 9.4% Lake Tahoe Area (California/Nevada) 11.2% 16.9% 23.8% San Francisco 9.0% Seattle, Washington 9.6% 17.6% 23.3% Seattle 7.4% Philadelphia, Pennsylvania 14.4% 14.4% 23.0% Boston 6.8% Denver, Colorado 10.9% 16.7% 22.7% Miami 6.4% Niagara Falls, New York 10.3% 15.0% 22.5% New Orleans 5.7% Newport Beach, California 10.2% 14.8% 22.4% Grand Canyon N.P. 5.6% Nashville, Tennessee 11.5% 14.3% 22.0% Anaheim (Disney Land) 4.1% Sonoma County, California 11.0% 15.3% 21.8% Atlantic City 4.1% Atlanta, Georgia 12.2% 13.7% 21.2% Denver 4.0% Atlantic City, New Jersey 11.8% 14.7% 21.1% The Florida Gulf Coast 11.3% 15.5% 21.1% WHAT ARE THE FOREIGN COUNTRIES THAT YOU WOULD MOST LIKE TO VISIT IN THE UPCOMING Dallas, Texas 10.9% 14.2% 20.2% YEAR? (Write in up to five) Tampa, Florida 10.9% 10.9% 20.0% United Kingdom 28.0% San Antonio, Texas 8.5% 12.8% 18.1% Canada 25.8% Baltimore, Maryland 11.0% 11.0% 18.0% Italy 22.8% San Diego, California 8.7% 11.8% 17.5% France 20.3% Santa Barbara County, California 6.5% 13.2% 17.5% Mexico 19.9% Portland, Oregon 7.0% 13.0% 17.2% Ireland 10.4% Phoenix, Arizona 9.2% 11.0% 17.2% Japan 9.8% Anaheim/Disneyland, California 6.8% 12.0% 16.8% Australia 8.7% St. Louis, Missouri 9.1% 10.5% 16.7% Spain 8.7% Savannah, Georgia 6.6% 11.8% 16.6% Germany 7.1% Reno, Nevada 7.8% 11.0% 16.1% China 6.0% Anchorage, Alaska 4.4% 12.4% 16.0% Jamaica 5.2% Houston, Texas 8.2% 10.9% 16.0% Bahamas 4.3% Austin, Texas 7.0% 11.4% 15.5% Greece 4.2% Branson, Missouri 6.6% 11.0% 15.5% Brazil 3.7% Memphis, Tennessee 6.8% 10.0% 14.8% New Zealand 3.5% Clearwater/St. Petersburg, Florida 6.8% 10.4% 14.4% Minneapolis, Minnesota 8.1% 9.2% 14.3% Pittsburg, Pennsylvania 8.5% 9.0% 14.3% Kansas City, Missouri 7.8% 9.0% 14.2% Louisville, Kentucky 7.5% 8.4% 13.4%

21 Building on Success BRAND USA

22 TheBrandUSA.com • 1 About Brand USA

Brand USA is the destination marketing organization In addition to promoting the United States as for the United States. a premier travel destination through consumer advertising, co-op marketing programs, and travel Established by the Travel Promotion Act in 2010 and trade outreach, we work with the Federal government now in our third year of operations, we are delivering to communicate U.S. entry and security processes on our promise to enhance the image of the USA and that will help make the international visitor’s journey fuel the nation’s economy by delivering programs and to and into the United States easier and more platforms that inspire the world to experience all that welcoming. the United States has to ofer.

8 markets*

1.1 million visitors

in visitor spending

23 2 • TheBrandUSA.com Building on Success

Brand USA has made notable progress toward its • Building the nation’s largest international mission of increasing international visitation to the representation network. United States—and we’ve done so by working with • Doubling our contributions and expanding our nearly 400 partners that represent leading brands partner base from 87 core partners in FY12 to both within and outside the travel industry. 339 in FY13, while earning a 97% partner Highlights over the past year include: retention rate.

• Expanding our consumer brand campaign to 10 • Keeping our administrative costs to approximately key markets. 10% a year—ensuring that the vast majority of

• Expanding our digital presence to include 45 our budget is spent on marketing the United channels in 10 languages, as well as a social States as a premier travel destination. community comprised of 4.6 million unique By all accounts, Brand USA’s marketing eforts are visitors, 3.6 million fans, and impressive positive working—efectively and efciently. In fact, according sentiment in the 90% range. to a recent study by Oxford Economics, in the eight

• More than doubling our program oferings with markets where we fully deployed our marketing cooperative marketing opportunities that add or initiatives during 2013 (consumer, co-op, and trade), create demonstrated value for our partners. Brand USA had a signiﬁcant and positive impact on U.S. international arrivals—generating 1.1 million • Working directly with the international travel incremental visitors to the USA and realizing a 47:1 trade in 20 top travel markets. return on our marketing investment.

24 TheBrandUSA.com • 3 Overview of Markets

As the nation’s destination marketing organization, we To date, we have fully deployed our marketing currently have marketing initiatives in more than 30 outreach eforts in 10 of these markets with an markets that we believe have the highest potential for efective combination of our consumer brand growth—a combination of emerging and established campaign, co-operative marketing programs and markets that currently generate 90% of all inbound platforms, and travel trade outreach. travel to the United States.

Argentina Germany Russia Australia Japan Australia Hong Kong Singapore Brazil South Korea Austria India Spain Canada Mexico Belgium Ireland Sweden China New Zealand Brazil Italy Switzerland Germany United Kingdom Canada Japan Ta i wa n Central America South Korea United Arab Emirates Chile Mexico United Kingdom China Netherlands France New Zealand

25 4 • TheBrandUSA.com The Path to 100 Million Visitors

These 10 international markets generate 75% of A driving force for us is a goal established in the inbound travel to the United States. Every 1% increase National Travel and Tourism Strategy to welcome 100 in travelers from these markets to the United States million annual visitors to the United States by 2021. results in: It’s a lofty goal, but one we know we can accomplish • 500,000 more travelers by concentrating our marketing eforts in the right • $1 billion more in travel-related spending combination of emerging and established markets, and by working with our partners—including U.S. • Unlimited business opportunities for partners suppliers and international buyers of travel, our Looking ahead, we will build on current program and Federal partners, and the many organizations outside platform successes while strategically expanding our of the travel industry who have a vested interest in outreach eforts in those markets where research has increasing international visitation to the United States. shown will yield the greatest return on investment.

26 TheBrandUSA.com • 5 How We Engage with Partners

Brand USA ofers a variety of marketing-driven Consumer Marketing Campaigns cooperative programs to amplify our partners’ These campaigns are fundamental to Brand USA’s international reach, inspire inbound visitor travel aim to create awareness and inspire travel to the to the United States and drive tourism dollars to United States. And they provide a number of communities in all 50 states, the District of Columbia opportunities for partners to reach international and the ﬁve territories. Our programs include travelers through a combination of any or all of the consumer, co-op and trade outreach opportunities following: broadcast, out of home, print, digital and that add and create value for our partners. event marketing strategies.

27 6 • TheBrandUSA.com

Co-op Marketing Programs These programs provide partners with an array of marketing options to increase awareness, visitation and spend.

• Brand USA Originals: Brand USA Originals are marketing programs developed and ofered exclusively by Brand USA. They include proprietary programs developed by Brand USA and those created in partnership with inﬂuential travel media and major travel and lifestyle brands.

• Brand USA Afnity Programs: Afnity programs are programs that Brand USA has developed with media, OTAs or other travel-related publishers to advertise and promote U.S. destinations, experiences, attractions and other travel opportunities. They are a particularly valuable way to highlight partner ofers and inspire USA travel experiences. Trade Outreach

• Market Speciﬁc Programs: Through market • Travel Trade: Brand USA currently works with its speciﬁc programs, Brand USA connects partners expanding network of international representatives, with its in-country experts to ensure co-op Visit USA committees, and travel and tourism marketing eforts are deployed in the right advisory boards to support participation in markets. Programs are designed for either numerous trade activities, including: partner launch or expansion in established or • Trade Shows emerging markets. • Sales Missions • Road Shows Media & Public Relations • Themed Events Brand USA works with media outlets to provide • Training Initiatives opportunities to increase our partners’ global • MegaFams • Advisory Boards reach. Brand USA has access to journalists, online newsrooms and—coming soon—a national event Brand USA’s strategic marketing outreach with the calendar that will allow partners to promote events travel trade provides ample opportunities to elevate happening in their communities. our partners’ global presence.

If you’re already a Brand USA supporter, we thank you. If not, we welcome you to join the efort in marketing the United States as a diverse, exciting destination. Together, let’s invite the world to discover this land, like never before.

28 TheBrandUSA.com • 7 1725 EYE STREET NW • SUITE 800 • WASHINGTON, DC 20006 • 202-536-2060 WWW.THEBRANDUSA.COM • WWW.DISCOVERAMERICA.COM

29 USA TODAY TRAVEL

USA TODAY Travel just concluded a ten-part video series on national parks hosted by Ken Burns. Each installment in the series featured a video interview, footage of the parks and an accompanying article. Parks covered in the series include Yellowstone, Yosemite, Rocky Mountains, Great Smoky Mountains, Glacier, Shenandoah, Volcanoes, Arches, Redwoods and the Grand Canyon. An example can be found at http://www.usatoday.com/story/travel/destinations/2014/07/28/ken-burns-yellowstone- national-park/13269525/ and is pictured below.

30 GREYnyc

The National Park Foundation hired Grey New York to help with rebranding and marketing the National Park Service ahead of the Park Service’s 100th birthday. Grey’s efforts on the NPS Centennial Campaign have produced a new logo, fantastic images and an aggressive marketing campaign all designed around “Find Your Park,” beginning in the first quarter of 2015.

Ken Dowling, a partner at the Grey Group, said that part of the challenge was introducing millennials and other new communities to the national parks without alienating loyal park-goers.

While the iconic arrowhead will still be prominently featured in the logo and is not going away, the revamped design shows the connection between the National Park Service and the National Park Foundation.