FISCAL YEAR 2020 Marketing Plan
1 2 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
TABLE OF CONTENTS
INTRODUCTION ...... 5
SECTION 01 SITUATION ANALYSIS ...... 12
� TOURISM TRAVEL TRENDS ...... 13
� COMPETITIVE INTEL ...... 18
� BRAND REFERRAL ...... 24
SECTION 02 STATE OF THE BRAND ...... 26
� REFINING THE DEFINITION OF THE CONSUMER ...... 29
� TARGET AUDIENCES ...... 33
� ORIGIN MARKETS ...... 38
SECTION 03 MEDIA STRATEGY AND TACTICS ...... 40 SECTION 04 SALES ...... 48 SECTION 05 COMMUNICATIONS & PUBLIC RELATIONS ...... 58 SECTION 06 ELECTRONIC CONSUMER RELATIONSHIP MANAGEMENT ...... 66 SECTION 07 WEB DEVELOPMENT ...... 70
SECTION 08 PROMOTIONS & STRATEGIC ALLIANCES ...... 74 SECTION 09 RESEARCH ...... 80 SECTION 10 EVENTS...... 86 SECTION 11 MARKETING BUDGET ...... 90 SECTION 12 APPENDIX ...... 94 � LEISURE INITIATIVES ...... 95
� MEETINGS & INCENTIVES INITIATIVES ...... 100
� OTHER SALES SEGMENTS INITIATIVES ...... 104
Please note that sources are listed below appropriate content in light blue and italic.
3 INTRODUCTION
4 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
INTRODUCTION
The Visitors and Convention Bureau (VCB) markets the entirety of St. Johns County (SJC) as a global destination for premier leisure and group travel. The VCB recognizes the breadth of unique travel and tourism experiences available in SJC, and FY2020 activity will be based on attracting visitors to those opportunities. FY2020 will build upon the recognizable, differentiated brand cultivated over the years while simultaneously utilizing strategic methods to optimize the marketing investment. In FY2020, the VCB will allocate $5,286,000 in Tourist Development Tax (TDT) collections to destination marketing (Category 1). This amount represents a slightly larger investment than in FY2019 (5% increase). Consistent with prior years, the VCB’s percent allocation to marketing remains higher than DMOs of similar size nationwide, although investments from destinations such as Tampa and Orlando are considerably larger. The FY2020 plan identifies media and messaging opportunities that will allow St. Johns County to optimize efficiency and effectiveness of its lead generation efforts.
++ Destination branding messages will reinforce the wide range of activities available in Florida’s Historic Coast ®. An evolution of “Our History is Not the Same Old Story” addresses data pointing to travelers’ desire to curate immersive, unique travel experiences.
++ The VCB will continue to work specific strategies and goals to build engagement on FloridasHistorIcCoast.com. This includes continuing with the content activation on the newly deployed website, as well as targeting and optimizing SEO performance to drive organic visitation to FloridasHistoricCoast.com.
++ Travel trend data points to heightened consumer expectations for timely, customized messaging, and the VCB will evolve its digital platforms to better respond to those expectations. The VCB will also look for opportunities to target digital information based on the unique interests demonstrated by visitors to the website.
++ Working with Tempest, the VCB will employ enhancements to the email marketing program. The focus of FY2019 was to create a branded “insiders” template that spoke to specific users, giving them targeted content that complemented the messaging in the monthly consumer deployments. This year the template will be refreshed and more target segments will be added.
++ VCB’s public relations efforts will continue to enhance the value of the brand and attract overnight visitors by expanding awareness of the destination. This will be accomplished by increasing media coverage, driving visitation to the website, and cultivating the destination’s presence on social media platforms that more actively engage followers. Social media will continue to be integrated into the website and email database acquisition.
++ In FY2020, the VCB will launch strategic initiatives that address specific marketing objectives such as driving midweek visitation, daytrip conversion to overnight stays and niche market cultivation. One of the keys to accomplishing these initiatives is to fully understand how source markets differ by demographics and travel behavior. Additionally, the VCB will -- as affordable-- maintain presence in historically productive fly markets and farther afield drive markets to address seasonal opportunities.
5 INTRODUCTION
++ As possible, the VCB will partner with VISIT FLORIDA® and other potential regional destination partners and media entities to form synergies that promote tourism to ... work with potential SJC. These opportunities offer the ability to pool limited media dollars so that reach is extended. sponsors, partners and event producers...” ++ Hispanic marketing initiatives, which began in 2012, will continue to be executed in FY2020. Publicity, advertising, social, promotion, sales and conversion efforts will be better integrated.
++ In FY2020, the VCB Promotions & Strategic Alliances Department will support overall VCB efforts through media promotions, strategic alliances, and new innovative programs which will provide even greater destination lift, occupancy, and revenue during the seasons in which visitation is most needed. These promotions are important because they supplement and extend paid advertising by building awareness of Florida’s Historic Coast at little to no cost.
++ The VCB will expand strategic alliances with sponsors to generate additional resources to help grow the impact of Florida’s Birding & Photo Fest. Furthermore, in FY2020 the VCB plans to work with potential sponsors, partners, and event producers to assist in the successful development and launch of one or more new destination events.
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++ In FY2020, the VCB Sales team will continue to attend the most productive appointment shows and conduct targeted sales missions while more effectively integrating B2B eCRM ...attend the most programs and leveraging appropriate social platforms to capture higher spending groups. productive shows and sales ++ The VCB will participate in joint initiatives with the SJC Parks and Recreation team and missions...” regional players including the Jax Sports Authority, The TaxSlayer Gator Bowl and PGA Tour among others to drive overnight stays in conjunction with sports events. The Sales team will also support regional and amateur sports events by providing lodging information and general communications assistance to event organizers.
++ A joint initiative with the St. Johns Cultural Council and St. Johns County Cultural Events Division was launched in FY2017. The VCB will continue to expand that program, which markets a branded, demand-enhancing collection of events (Sing Out Loud Music Festival) and other activities and benefits to drive overnight visitation in the slow period from mid-August through September. The VCB will continue to leverage Arts, Culture, Heritage (“ACH”), Agri-tourism and other destination marketing opportunities identified by stakeholder organizations.
++ Active engagement with local, regional, statewide and national tourism-related organizations has kept and will continue to keep the VCB connected to the latest trends and in a position to influence them.
++ The VCB will pursue informational presentations to residents of SJC as a means of demonstrating and reinforcing the the significant and positive contribution of tourism to the local economy.
7 INTRODUCTION
KEY OPPORTUNITIES St. Johns County tourism operates in a rapidly changing, competitive marketing environment. FOR ST. JOHNS COUNTY Key opportunities and challenges the VCB will face in FY2020 include the following:
++ Destination Analysts’ latest data indicates that Americans are showing increasing pessimism about travel. Fortunately, scenic beauty and beach destinations/resorts created the highest level of overall destination excitement. Yet, America’s share of the expanding global travel market has continued to shrink since 2015, and that decline is expected to continue. This suggests that U.S. destinations will be exerting increasing levels of competitive pressure on U.S. consumers.
++ Competitive destinations have grown their budgets and developed marketing programs that resonate with the requirements of Boomers, Gen Xers and Millennials as they represent the destination’s most essential target segments. Unique, culturally rich, socially conscious experiences will continue to grow in importance.
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++ Digital travel planning resources continue to proliferate, accessible at both the computer and mobile levels. Online travel agencies (OTAs), review sites, and social media recommendations all compete with destination websites as sources of travel planning information and booking opportunities. Marketing tools must be reevaluated and updated so that consumer requirements for highly responsive, personalized messages can be met.
++ Perceptions of St. Johns County residents that the tourism industry is the cause of the changing quality of life will also need to be countered with an active listening initiative, authentic communication and genuine support for solutions.
The VCB team, its Board of Directors and its vendors will focus on well-researched, economically efficient responses to these and other emerging challenges in order to address the overall mission.
9 INTRODUCTION
Brand and market the destination globally as a premier leisure, convention and incentive destination; communicate the area’s assets and inherent benefits to consumers, meeting planners, the travel trade, media, the local community and constituents; and facilitate the opportunity for partners to promote their individual businesses within that framework. MISSION STATEMENT MISSION 10 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
11 SITUATION ANALYSIS SECTION
12 01 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
SITUATION ANALYSIS TOURISM TRAVEL TRENDS
The information that follows presents a macro-level view of relevant consumer tourism trends that have been considered with respect to St. Johns County FY2020 planning. These broad travel patterns suggest messaging and media placement opportunities for plan deployment.
DOMESTIC LEISURE U.S. Travel Association data presents a cautious outlook for the travel industry. The April 2019 U.S. Travel Barometer reported that 77% of U.S. residents searched for lodging within the U.S. – down from 84% the year prior.
Destinations Analysts’ Winter 2019 edition of “The State of the American Traveler™,” expands on the potential weakening in the domestic travel leisure market by giving insight into early signs of a negative shift in the collective traveler psyche.
January 2019 national survey data shows a degree of pessimism in trip expectations with 33.4% of American travelers expecting to take more trips for leisure in the coming year while 58% expect to take the same amount. Additionally, travel as a budget priority has slipped to 59.6% with travel budgets down 5.6% in the past year.
Despite the uncertainty, travel remains a priority for personal leisure and enjoyment with St. Johns County being uniquely positioned to thrive. In a more cautious and competitive landscape, St. Johns County has more of what travelers want.
Destination and trip attributes that travelers are most interested in include enjoying scenic beauty (40.6%), outdoor activities (35.8%), visits to beach destinations/resorts (37.2%), road trips (28.1%), historical attractions (27.9%), U.S. national parks (27.5%) and cuisine/ food experiences (27.7%). Florida remains a popular vacation destination in North America, identified among the top five hotlist domestic destinations and bringing in a record-setting 126.1 million out-of-state visitors last year. Beach destinations/resorts in particular received the greatest lift in expected number of leisure trips taken at 4.3%.
Research from AARP indicates that Gen Xers (3.8) and Baby Boomers (3.8) will take more trips than Millennials (3.2), although all three generational cohorts are active in the travel category. Importantly, the nature of how and why consumers travel appears to cross generational lines. Unique, meaningful transformational experiences that make lasting changes in their lives and promote personal well-being, these drivers present destinations with opportunities to shift perspective and create deeper connections that can be cultivated throughout the decision- making, destination experience, and relationship management phases.
13 SECTION 01 SITUATION ANALYSIS TOURISM TRAVEL TRENDS
More and more digital travel research is taking place on mobile. Nearly half (48%) of smartphone users in the U.S. are now comfortable researching, booking and planning their entire trip to a new travel destination using only a mobile device, according to Google Consumer Insights. Among travel searches in the fourth quarter of 2018 alone, Sojern found in their Global Travel Insights study that 26% occurred on a mobile device. Mobile use becomes even more prominent once the trip begins with Google Consumer Insights reporting over 70% of travelers agreeing that they “always” use their smartphones when traveling. Most frequent uses for mobile devices are to research activities or attractions, to locate shopping areas and restaurants or to look up directions. THE OPPORTUNITIES ++ Focus on the emotional benefits of a trip to Florida’s Historic Coast while showcasing those trip attributes that are most favorable to travelers.
++ The desire for meaningful travel is common across generational cohorts and should be exploited through all marketing channels.
++ Continue to present a wider range of destination experiences targeted to today’s transformational-seeking travel consumers.
++ Place particular emphasis on mobile opportunities to connect the brand with today’s transformational-seeking travel consumer.
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DOMESTIC GROUP (B2B) The 2019 Global Meetings and Events Forecast from American Express M&E indicates that meeting professionals in North America should expect nominal increases in budget (less than 1%). Small-but-real increases are impacting a number of factors – number and length of meetings, attendance and cost per attendance – resulting in corresponding increases in the overall meetings spend. With expanding scopes and resulting costs, planners will have to focus on desired outcomes to deliver the right attendee experience within budget.
The outlook for trade shows as well as incentive program travel remains optimistic. The Center for Exhibition Industry Research is forecasting moderate growth, according to its Total Index. The 2018 SITE Index, a survey of 572 incentive professionals, notes that more than half of planners predict their incentive travel budgets will grow.
According to a survey administered by Successful Meetings to travel planners, key issues for the industry include: Providing quality meetings on limited budgets (60%), Keeping up with meeting technology (58%), and Creating compelling meeting content (49%).
Although traditional travel agencies have suffered under the rise of OTAs and Google, agents who offer deeper personalized, one-of-a-kind travel experiences remain active, particularly among high-end vacationers. Personalized service that delivers expertise now defines the industry. According to the annual Virtuoso Luxe Report, that focus on personalization includes everything from specific seat number on planes and hotel room numbers to requesting a particular type of rental car.
THE OPPORTUNITIES ++ Consider non-traditional ways to promote the destination to meeting planners.
++ Explore ways to make meeting planners’ jobs easier and more rewarding for meeting delegates against expanding scopes and costs.
++ Continue to promote the destination’s meeting facilities.
++ Ensure that meeting content / messaging is on brand.
++ Reinforce with meeting planners that Florida’s Historic Coast is affordable compared to other Florida resort destinations.
++ Continue to leverage B2B media spending to provide more affordable access to industry trade shows.
15 SECTION 01 SITUATION ANALYSIS TOURISM TRAVEL TRENDS
FLORIDA According to VISIT FLORIDA, the state welcomed an all-time record number of visitors last year with 126.1 million out-of-state visitors, marking the eighth consecutive record year for visitation to Florida and exceeding the previous record by 6.2 percent.
The top origin Designated Market Areas (DMAs) for total domestic visitors to Florida were New York, Atlanta, and Chicago. For auto visitors to the State, the top three origin DMAs were Atlanta, New York, and Chicago. Average length of stay for out-of-state domestic visitors was 4.1 nights. Beach/waterfront, visiting friends/relatives, culinary experiences, shopping and theme/amusement/water parks are the top activities pursued by leisure travelers to Florida according to VISIT FLORIDA.
VISIT FLORIDA data is supported by Mintel, which shows that beach vacations continue to dominate traveler decisions. 65% of past year vacationers report having visited a shoreline in the last 12 months, and an additional 26% stated they would have liked to have done so. Furthermore, 44% of past year vacationers said that weather/climate influenced their decision to choose one destination over another. THE
OPPORTUNITIES ++ Capitalize on the sheer volume of visitors to Florida by providing non-traditional, non-cookie cutter, “more than just a beach” vacation experiences.
++ To the extent it will be offered, continue to leverage cooperative media and promotion programs available through VISIT FLORIDA as a means of extending reach and effectiveness in the marketplace.
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INTERNATIONAL According to a report released by Oxford Economics, the U.S. continued to lose market share even as global travel expanded in 2018. Travel into the U.S. from outside the continent rose only 2%, while global long-haul travel volume rose 6% overall, with Europe and Asia seeing 6% growth and the Middle East seeing 10%. China, Germany, South Korea and Japan registered the biggest drops in travel to the U.S. for the first half of 2018.
According to the U.S. Travel Association, most overseas travel to the U.S. originates in relatively few markets. In fact, the top 10 overseas source markets account for 58% of all overseas visitors. Though the composition has changed over the years, this high concentration has remained fairly constant and is projected to continue.
TOTAL U.S. TRAVEL 2017
26.3% Canada
20.2 Million
50.6% Overseas 38.9 Million
23.2% Mexico 17.8 Million
Total = 76.9 million
https://www.ustravel.org/system/files/media_root/document/Research_Fact-Sheet_International-Inbound.pdf
17 SECTION 01 SITUATION ANALYSIS COMPETITIVE INTEL
SITUATION ANALYSIS COMPETITIVE INTEL
When it comes to attracting tourists’ dollars to a destination, it is imperative to understand the full operating budget of competitive destination marketing organizations. Operating budgets for the St. Augustine | Ponte Vedra competitive set range from $5 million for St. Augustine | Ponte Vedra to $99.9 million for Orlando in 2019 (unless otherwise noted). These figures do not include other uses such as beach renourishment or capital expenses.
VISIT ORLANDO CVB | $99.9 MILLION ($66.0 MILLION FROM TDT)
VISIT ST. PETE/CLEARWATER CVB | $36.0 MILLION (2018)
MYRTLE BEACH CVB | $23.1 MILLION
EXPLORE CHARLESTON CVB | $16.6 MILLION (2017)
OKALOOSA COUNTY CVB | $14.8 MILLION (FT. WALTON/DESTIN)
VISIT TAMPA BAY CVB | $14.2 MILLION
DAYTONA BEACH/VOLUSIA COUNTY CVBS | $12.0 MILLION
SARASOTA COUNTY CVB | $7.7 MILLION
AMELIA ISLAND CVB | $5.8 MILLION
VISIT JACKSONVILLE CVB | $5.6 MILLION
ST. AUGUSTINE, PONTE VEDRA & THE BEACHES VCB | $5.0 MILLION
While it is not possible to compete for share-of-voice with larger, well-off destinations, St. Augustine | Ponte Vedra’s authentic discovery difference – backed by heritage, uniqueness and charm – will set the destination apart.
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COMPETITIVE SUMMARY In general, coastal Florida and South Carolina destinations employ similar strategic conventions in their digital marketing efforts. Most use highly rational descriptions of a destination experience that delivers both relaxation and fun. Little attention is paid to forging an emotional relationship with consumers by answering the question of “Why we travel?” on a deeper level and connecting it back to what is unique about the destination. Charleston, South Carolina does this to an extent by offering itineraries around reasons why people travel to the area; first timer’s guide, girlfriend getaway, modernist getaway, etc., but they do not promote it.
Most destinations in this competitive set utilize similar photo and video imagery that centers on vacationers involved in recreational activities near water and food. In many instances, photos from one site could be replaced with those from another without notice. Charleston and Amelia Island have pursued a more proprietary style of imagery.
Most destinations in this competitive set function more as clearing houses of categorized vacation products absent a packaging that affords potential visitors a well-defined sense of a unique destination brand. Rather than copy or tag lines that offer a single-minded promise of the destination, DMOs provide menus of events, attractions, cuisine, and beach options. Potentially, this challenges consumers who remain in the shopping phase as many of the destinations appear to offer similar experiences.
The destinations utilize similar web templates, which further clouds the travel consumer’s ability to differentiate between beach destinations. DMOs populate these templates with link-able content about upcoming events, lodging options, and “where to” find specific travel category experiences.
Video content features prominently in most of the websites. Examples include: Amelia Island “video tour,” 360-degree photo/videos of St. Pete/Clearwater brewery, Jacksonville landing page.
19 SECTION 01 SITUATION ANALYSIS COMPETITIVE INTEL
TAMPA VisitTampaBay.com looks to have moved away from the “Treasure Awaits” line that previously adorned the site. The hashtag #unlockTampaBay is used on both the DMO site and social channels. The tagline and hashtag work together to encourage visitors to find their treasure by unlocking the different aspects of the market. Current home page header space speaks to the zoo, the online visitor center and shop, buy ticket and the new official blog, “Takeover Tampa Bay.” The photo images and small sectional copy blocks all depict the destination in contemporary terms – “the hip, urban heart of Florida’s Gulf coast.” While there does not appear to be a unique character or experience to anchor this destination, they promote the CityPASS tickets on multiple pages. The site offers both a vacation guide and a Hot Deals guide.
JACKSONVILLE
This destination describes itself as “Florida’s youngest city – and one of the hippest.” That Millennial-targeted copy is paired with the tagline “It’s Easier Here,” which is carried throughout the site through associations with access by car or plane as well as ease of experiencing a wide range of outdoor recreation, culinary, and event experiences. The website expands upon this “easier” positioning by positing that Jacksonville or “Jax” combines “relaxation with adventure, offering visitors an easier vacation.” The destination’s “easier” position also seems to function as a direct contrast with the crowds and traffic of other Florida vacation destinations. The site offers a visitor magazine and guide, along with a newsletter specific to travel interests – beaches, arts & culture, meeting/business travel.
ORLANDO Visit Orlando has some noticeable differences from other DMO sites in this competitive set. Visitors are met with a large video player featuring an “Imagine Orlando” anthem video, which does not appear to be carried through the full site or on Visit Orlando’s social channels. Immediately following, the DMO brands itself as the “Theme Park Capital of the World ®” with a link to “Win a Trip” right next to the positioning. The balance of the home page’s body copy includes a number of text links to the theme parks, attractions, trip-planning advice, discount tickets/deals, hotels and events. This correlates to the site’s four main sections; explore, stay, plan, deals. The site continues to be highly retail in nature. In lieu of offering a printed visitor guide, the site promotes the Visit Orlando app.
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CHARLESTON, SC
Charleston lives their “Explore Charleston®” tagline as presented on the home page of their CVB site. The site includes a blog by the same name featuring guides, itineraries and articles. Their itineraries are focused on reasons why someone would want to travel and tailor the places to that reason. Lodging, dining and events are recommended. The positioning is carried through to their social channels, as well, with the hashtag #ExploreCharleston used in the majority of the posts. They also feature the line “History Loves Company®” on one of the home page banners, but that line is not explained or used much outside of that banner. There is a Visitors Guide available by filling out a form on the website. As noted previously, they prominently promote their 2018 Conde Nast Traveler Readers’ Choice Award, 2018 Traveler’s Choice Awards Afar Winner, Travel + Leisure World’s Best Awards 2018 and 2019 Southern Living South’s Best designations. They also use the space to solicit votes for the Conde Nast Traveler’s 2019 World’s Best Awards.
FT. WALTON/DESTIN Count On Adventure. It is dolphin cruises, open-air shopping and Gulf-to-Table restaurants. It is family vacations and a romantic spot for couples. It is beautiful beaches and your next adventure. It’s a vacation you can count on – all at Destin, Ft. Walton Beach, and Okaloosa Island. The hero image on the home page is a couple enjoying a fishing trip right off the coast of the beautiful beaches. As you scroll, the sand dunes, emerald green water and sugar white beaches are featured (highlighting a contest to enter to win a free two-night stay). This destination entices people to relax, savor, explore and discover using beautiful, full screen header photography to highlight each. Available online beach cam is fun to watch but not sure of its true value. The website is highly transactional and includes links to vacation guides and vacation planning links.
AMELIA ISLAND
“Island Enchantment. Ever So Slightly Special” continues to be the theme line splashed across this destination’s landing page. On the home page, they use video to set the tone and emotion of the destination’s experiences. A link to the “video tour” of Amelia Island is prominent, encouraging people to click and experience through video. When exploring what there is to do at Amelia Island, it would seem that the destination highlights its top three assets – beaches, dining and festivals – with golf, boating and history as second-tier assets. Special offers and accommodations are easy to find on the site, making it easier to begin planning a trip. “Florida’s Favorite Island. Come for the Beach, Stay for the Experience” appears as copy above the “special offers” link. Though this reads as a second theme line, it does not appear elsewhere.
21 SECTION 01 SITUATION ANALYSIS COMPETITIVE INTEL
SARASOTA “Visit Sarasota. Beaches and Beyond” continues to be the tagline used by this DMO. The message is “Welcome to Sarasota, Florida, soak up the sun along our white-sand beaches. Treat yourself to diverse dining, enriching arts and culture, shopping districts of all sorts and natural Florida fun. In Sarasota, each moment is your own.” The website is fairly static, currently using the home page key visual and copy to promote Savor Sarasota’s restaurant week. The website doesn’t pull you in to explore the breadth of experiences. A vacation guide is not offered on the site. Ultimately, Sarasota appears to be more focused on special events and planning than on the experience.
ST. PETE/CLEARWATER
St. Petersburg/Clearwater positions themselves as an “easy” destination. Website header banners lead with lines like “Easy Beach Escape” and “One Direct Flight Away.” These are supported by the statement that America’s best beaches are only a direct flight away and nearby airports are minutes from the beach. They also promote that the area has TripAdvisor’s best beaches (Clearwater Beach No.1 U.S. & No.7 in World; St. Pete Beach No. 7 in U.S.) Social channels use a #LiveAmplified hashtag in most social posts, which is not reflected on the website. Destination Magazine is available by filling out a form on the website.
DAYTONA BEACH
Daytona Beach. Wide. Open. Fun. Beautiful weather and amazing beaches seem to be their strongest selling point. NASCAR® racing, golf, family fun and history are the pillars of the destination where you can “relax and treat yourself or let the good times go full throttle… unplug, unwind and reconnect with one another.” There is a specific link on Daytona’s home page to “History & Heritage” highlighting African-American heritage. Overall, the site still seems to function more like a clearing house for local attractions.
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MYRTLE BEACH, SC Myrtle Beach, where happiness comes in waves (with home page image of a little girl wading in the ocean). They position themselves as a place where “cherished memories are made along 60 miles of beautiful coastline… fun days at the beach, lush natural wonders, and grand new adventures.” Myrtle Beach also promotes their Southern and coastal cuisine. However, the site immediately shifts gears away from branding to seasonal and event promotions (Springtime) and discounts. The hierarchy of information is less about “why” go to Myrtle Beach, and more about “what” you can do (attractions, beaches, shows & entertainment, watersports, etc.). Many of these web sections address value and affordability. One unique attribute of Myrtle Beach’s site is the sizeable section, on the landing page, devoted to “Favorite Moments from our Recent Guests,” which consists of a gallery of digital content posted by satisfied vacationers. Given the reliance on word-of-mouth recommendations and travel reviews, this is an interesting approach. Myrtle Beach also promotes relocation on their site, encouraging people to explore, enjoy and relocate.
THE OPPORTUNITIES ++ Further evolve positioning so it stands above the competition in both strategy and execution.
++ Embrace opportunities to target niche markets with relevant content about “why” Florida’s Historic Coast.
++ Ensure consistency between website and social channel messaging, including use of taglines/hashtags.
++ Identify opportunities to keep content fresh throughout digital channels, video, trip itineraries.
23 SECTION 01 SITUATION ANALYSIS BRAND REFERRAL MARKETING
SITUATION ANALYSIS BRAND REFERRAL MARKETING
The proliferation of digital travel information – from DMO websites and vacation guides to influencer blogs and videos – has continued to intensify trip planning complexity for the consumer. Destination Analysts’ Winter 2019 data indicates that 40.6% of travelers get inspiration for destinations from online media, 27.5% from friends and relatives on social media and 16.5% from online video.
Consumers continue to invest a considerable amount of time and effort in their trip planning. Research conducted by Nielsen for Google showed that travelers spent an average of 53 days visiting 28 different websites over a period of 76 online sessions. These figures reflect the continued upward adoption trend in the use of leisure travel planning resources, including those delivered by mobile phones.
Even with the upward trend in planning resources, Google Consumer Insights reports that 55% of travelers agree that they have to check too many sources of travel information before making a decision. According to Google, this dichotomy arises from travelers wanting to feel confident as they book their destination of choice with price being the most important factor that they consider.
As mobile use increases and spontaneous trip planning continues to grow, loyalty among travelers is also no longer guaranteed as only 9% of U.S. travelers “always” know which brand they want to book prior to researching. The need for instant gratification highlights the importance of differentiating one’s brand at every opportunity, giving travelers information they need on the fly and proactively suggesting things to do once they’re on their way.
Travelers are also craving personalization in order to simplify their travel decision-making. While trusted referrals from friends and relatives certainly play a role here, brands have their own opportunities to wow travelers and seize opportunities to personalize consumer experiences across the journey. Google Consumer Insights goes on to note that 76% of U.S. travelers would be likely or extremely likely to sign up for a brand’s loyalty program if a travel brand tailored its information and overall trip experiences based on personal preferences or past behavior. Additionally, over one-third would pay more for more tailored information and experiences.
The importance of social media recommendations from friends and family, as noted by Destination Analysts’ Winter 2019 data, is an opportunity for Florida’s Historic Coast. The destination’s Net Promoter Score – a reflection of travelers’ likelihood of recommending the destination to friends and family – was notably high among all travel cohorts.
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THE OPPORTUNITIES ++ Digital provides St. Augustine | Ponte Vedra with opportunities to meet traveler intent and expectations at every turn. The leveraging of a variety of digital channels and a thorough understanding of the traveler’s consumer journey, allows for the development of messaging that speaks to potential travelers at each stage of the decision-making process, meeting their desires for confidence, gratification and personalization.
++ Additionally, Florida’s Historic Coast’s ability to leverage word-of-mouth as a marketing tool increases, exponentially, among families with children aged 10+, the point at which smartphone acquisition rates begin to increase. As children age, parents become more lenient about technology use during trips. This creates a potentially larger group of informal brand ambassadors, across generations, who can post destination photos and videos. This form of marketing would allow St. Augustine | Ponte Vedra to reach potential travelers in the sharing and dreaming stages of their vacation planning in digital formats associated with less competition than OTAs and supplier sites.
25 STATE OF THE BRAND SECTION
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In 2016, the St. Johns County Tourist Development Council conducted a brand perception study to better understand how the Florida’s Historic Coast brand was perceived across the marketplace and relative to its competitors. Findings pointed to a robust brand that significantly outperformed H2R normative measures and was on par with – and occasionally beat – those scores posted by its two closest competitors in the historical and beach spaces.
STUDY HIGHLIGHTS Highlights from that study are as follows:
++ Aided brand awareness was 90%, whereas Savannah has 96% awareness and Charleston has 95% awareness.
++ Market potential measure was at 74% for St. Augustine | Ponte Vedra, versus Savannah at 79%, Charleston at 75% and the overall set average at 67%.
++ Opinion of the area was 80% positive, which is equal to Savannah and beating Charleston’s 74%.
++ Destination relevance measured at 78% and beat Savannah at 74% and Charleston at 69%.
++ Florida’s Historic Coast posted the strongest affinity scores in the set with 32% of people saying they had a “Strong Affinity” for the destination, 32% saying they “Love” the destination and 31% saying they would “Recommend” the destination.
++ Intent to visit the destination scored 51% and beat Savannah at 44% and Charleston at 39%.
++ Travelers had a clear understanding of what the destination offers with 72% of respondents saying “historic” and 68% of respondents saying “beaches.”
The study uncovered opportunities, especially regarding barriers to visiting and revisiting the destination. For non-visitors, true barriers included a lack of interest in historic attractions, not offering enough to keep the kids entertained and being too expensive. Lapsed visitors indicated that they felt they had “seen it all” and had other places they’d prefer to visit. They may not differentiate the destination in a way that allows it to reach its full potential, particularly as it relates to newer Millennial audiences.
The “Our History Is Not the Same Old Story” campaign has undergone refinements over the years to keep pace with these changing consumer expectations and keep the work relevant and fresh, ensuring it maintains maximum effectiveness. Though they have generated steady growth for the destination in the past, history and beach associations may not differentiate the destination in a way that allows it to reach its full potential, particularly as it relates to newer Millennial audiences. There is increasing importance of expanding articulation of the brand so that more visitors are able to envision ways to connect with attractions, cuisine, culture, and numerous forms of outdoor recreation.
27 SECTION 02 STATE OF THE BRAND
The most recent evolution provided past and prospective visitors with a broader set of reasons to visit Florida’s Historic Coast, highlighting “hidden gems” and experiences that allow people to find meaningful connections with one another. Insights gleaned from concept testing conducted in 2018 point to a growing appreciation among potential visitors for creative that speaks to this emotional connection to place rather than fact-based storytelling. Specifically, the campaign that was preferred overall highlighted visitors as explorers, with most survey respondents additionally selecting exploring as their #1 reason for leisure travel (77%).
With personal growth now a central goal of many travel experiences, we will continue to build on this insight in our marketing – ensuring that St. Augustine | Ponte Vedra can thrive as a destination by helping travelers enrich their inner lives as they explore outwardly.
The FY2020 Media Plan is currently being developed and will employ tactics to support a 360-degree brand experience, which may include the following:
++ Video content through broadcast, web and over-the-top technology (Apple TV, Amazon Fire TV, Roku, Xbox, etc.)
++ General market and Hispanic market radio
++ Digital advertising for desktop and mobile
++ Print executions
++ Billboards along key routes to the destination
++ Paid social
Gartner Iconoculture 2016 Visitor Profile 2016 H2R Brand Perception Study 2018 BCF Creative Concept Testing
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TARGETING CONSUMER TRUTHS REFINING THE DEFINITION OF THE CONSUMER
The landscape of travel changes quickly; not just the tools and resources that travelers have at their fingertips, but the motivators and drivers that push them to travel in the first place. An understanding of these consumer truths enables more impactful creative development and efficient targeting capabilities.
As recently as two years ago, travel was about collecting experiences and checking places off THE POWER TO TRANSFORM bucket lists. But today’s travelers are taking it a step further: They want to be fully immersed in the destination they choose – and they use their experiences away from home as a way to learn, grow and define themselves.
In fact, consumers who do more leisure travel increasingly identify with self-improvement values like growth, self-actualization, and ambition, while values more traditionally associated with leisure travel, such as relaxation and comfort, do not show the same pattern. For example, the value of comfort is relatively stable across travel frequency, while relaxation and serenity actually rank much lower for frequent travelers compared to non-travelers.
Self-actualization Ambition Growth Purpose Rank importance of value Rank importance of
Frequency of annual leisure trips
Iconoculture “Latitude Adjustment: Understanding Travelers”
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This desire for personal growth through travel also manifests as a hunger for knowledge. More than half of travelers who go on three or more leisure trips per year say they primarily travel “to discover new experiences, cultures, lifestyles, foods and places.” While authenticity certainly drives part of this desire, learning is also a major motivator. These trips are about broadening perspective and worldview through in-person experiences. THE OPPORTUNITIES ++ Engage with potential visitors on a level that triggers an emotional response rather than providing a menu of travel information and offers.
++ Evolve the St. Augustine | Ponte Vedra communications program to speak to this desire for personal growth.
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SEEKING AUTHENTICITY Authenticity continues to be a key value for U.S. consumers as a whole. Out of the 93 values that Iconoculture tracks annually, authenticity ranks third for U.S. consumers – and rises even higher for frequent travelers. This reflects what travelers are looking for on trips: real experiences that immerse them in the destination. But authentic travel can represent a wide range of experiences that can differ greatly among travelers.
“Key to the whole idea of authenticity is understanding passion,” says Susan Black, chief commercial officer of CIE Tours International (TravelWeekly.com). Heritage-seeking travelers, for example, tie authenticity to the discovery of local and even personal heritage. For an exploration-minded traveler, authenticity is more about participating in unique activities and in-depth discovery. For a traveler in search of knowledge, authenticity may be more about understanding the deeper backstory or historical perspective of the places they visit. In this regard, personalization is more important than ever before when considering authenticity as a travel motivator. THE OPPORTUNITIES ++ Explore ways to foster a personal connection to the destination in messaging.
++ Independent travel and tourism operators in Florida’s Historic Coast deliver an abundance of unique experiences that can be promoted by the VCB as “hidden gems” and unexpected experiences available in St. Johns County.
According to Pew Research, Millennials will finally surpass Baby Boomers in size in 2019. THE GREAT GENERATIONAL And while there are some minor generational differences among motivators for leisure DIVIDE (OR LACK THEREOF) travel (adventure being more of a driver for younger travelers, relaxation more important for older gens), the overall pattern suggests more similarities than differences between the generations.
As we seek serenity and discovery, we collectively balance the desire for travel experiences that are both relaxing and exciting.
But beyond that, when forced to make an “either-or” decision, experiences take precedence for all. Skift found that 65% of travelers say they want to come back from a trip having experienced something new, while only 35% say they want to come back rested and recharged.
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Survey Question: Which of the following words best describes your ideal travel experience? Please select up to five words.
Relaxing 6 %
Exciting 55%
Adventurous 47%
Safe 47%
Stimulating 39%
Energizing 8%
Restful %
Calming % The descriptors more closely associated with Thrilling % experiential travel were selected at nearly the same rate as those connoting lower-key Tranquil 8% vacationing (with 51% and 49% of total Other % selections, respectively) indicating a desire for (please specify) diff erent types of travel at diff erent times. Source: Skift “Experiential Traveler Trends 2018”
Where the generations start to diverge is not in motivator or mindset, but in specifi c behaviors. Millennials tend to take more annual leisure trips on average than any other generation, with 12% of them taking seven or more trips per year. These more frequent, shorter bursts of travel keep their wanderlust satisfi ed while not breaking the bank. Millennial parents, driven by a sense of adventure and curiosity that they are equally eager to instill in their off spring, prioritize family travel not just to satisfy their own craving, but to share once-in-a-lifetime experiences with their kids.
Gen Xers and Boomers don’t travel as frequently as Millennials, so they’re slightly more willing to trade up and spend a bit more on the trips they do take. Their newfound freedom in retirement and empty-nest years makes them a prime prospect audience – but they need reassurance that travel can be accessible. THE OPPORTUNITIES + Connect based on common traveler goals.
+ Explore ways to bring both cohorts together by packaging up multigenerational trip experiences.
+ Consider ways to tap into diff erentiating travel behaviors – such as length of stay, accessibility of attractions and activities, activities for kids, and planning resources.
Iconoculture “Latitude Adjustment: Understanding Travelers” Iconoculture “Travel in 2019” AARP 2017 Travel Trends TravelWeekly.com
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TARGETING CONSUMER TRUTHS TARGET AUDIENCES
Optimized return on investment (ROI) will be an overarching goal of Florida’s Historic Coast marketing efforts. Demographic, geographic, psychographic and niche interests will all be considered in the selection of strategies and tactics. Results will be continuously analyzed so that investments can be fine-tuned accordingly.
FAMILIES, COUPLES Millennial and Gen X families and couples as well as Boomer couples will continue to be PRIMARY CONSIDERATION the primary target audiences for the destination. These broad targets will be isolated by demographic factors, such as household income level and geographic proximity to Florida’s Historic Coast. Beyond demographics, PETERMAYER will layer on psychographic elements, including travel behaviors and attitudes, as well as upcoming travel intentions, to identify prospects likely to plan a trip to St. Augustine | Ponte Vedra.
PETERMAYER uses the survey tool GfK MRI to develop consumer personas. MRI’s Survey of the American Consumer is a vast database of media usage, demographics, psychographics, and consumer behavior.
HISPANIC As of 2016, over 4.9M Latinos call Florida home, and nearly one out of every four Floridians (FAMILIES, COUPLES, is Latino. The destination’s Spanish heritage makes it a unique vacation option for Hispanics,
MULTI-GENERATION) and they remain a key target segment. SECONDARY CONSIDERATIONS One important note to make about this group is that they are now the youngest ethnic group in the U.S., with a median age of 28. Realizing their youth will be crucial in understanding what this destination has to offer them, as well as how they can be reached. Their age influences media consumption habits, technology usage, and even the ways they respond to content that reflects their culture. For example, Spanish or English content amplified on digital platforms is more likely to reach younger, U.S.-born Hispanics who are acculturated and/or bilingual, vs. traditional broadcast.
Nationally, Hispanics represent more than $56 billion in leisure travel per year, are more likely to travel in larger, multi-generational groups, and tend to spend more per trip than the general population (NTAonline.com). It is also the fastest growing demographic in the country (currently making up 19.6% of the U.S. population), so it will continue to be an important segment to watch.
Hispanic Federation Florida Report 2016
33 SECTION 02 STATE OF THE BRAND
SECONDARY – B2B B2B prospects include meeting planners, tour operators, travel agents, executive groups, sports, social, fraternal, military, reunions and wedding planners. These target audiences are attractive for a number of reasons:
++ Executive meeting groups often book mid-week, overnight accommodations;
++ The B2B market tends to be first-time visitors from non-traditional origin markets;
++ And, there is potential for “add-on” leisure, overnight stays.
NICHE CONSIDERATIONS The VCB will continue to explore additional niche opportunities to expand St. Augustine | Ponte Vedra’s brand relevance to the experience-seeking mindset of today’s traveling consumer. Some are based on demographics, like the important Hispanic market, while others are based on specific travel-related interests, like history and culture, or lifecycle considerations, like weddings. Niche messaging and media placement will be pursued on the basis of available budget and ROI of advertising investment.
Segments that can find highly unique, rewarding experiences in St. Johns County will be targeted with the expectation that they will share news of their travels with a network of like-minded potential vacationers. Some of the segments under consideration include:
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MULTIGENERATIONAL TRIPS Families with people of all ages and abilities are looking for new and exciting ways to spend time together. According to the 2019 Virtuoso Luxe Report – a survey of more than 1,000 Virtuoso travel advisors – multigenerational travel is this year’s top vacation trend.
Families are going back to their roots – Genealogy trips are a natural for multigenerational groups, and today’s influx of easily accessible genetics-testing services such as 23andMe are making these adventures even more popular. St. Augustine | Ponte Vedra is rich with layered history that many families can relate to – from Native Americans to Spanish settlers to British soldiers.
Kids are getting involved in the travel planning – Parents want to include kids in the decision- making process when it comes to travel, and they are including them in itinerary-planning meetings and brainstorming group activities together. Several Virtuoso tour operators have a cache of family-themed departures, with kid-centric activities, logistics such as daily travel times considered, and dedicated guides who help interpret the natural world through storytelling and crafts. https://www.virtuoso.com/articles/Virtuoso-Communities/Six-Big-Trends-in-Family-Travel-for-2019#
ROAD TRIPPERS According to a recent AAA Travel survey, nearly 100 million Americans – four in 10 U.S. adults – are planning to take a family vacation in 2019, slightly more than last year – and road trips will top many of these families’ vacation plans. About half of traveling families (53%) expect to pack up their cars for a road trip this year, and gas prices have averaged nearly a quarter cheaper so far in 2019 compared with the first few months of last year. While gas prices are increasing now, summer prices are expected to be cheaper than last year. Another recent AAA survey found that 33% of Americans would go on at least one additional summer road trip if gas prices remain low.
The destination has an opportunity to also target homeschool parents who are taking road trips, as the number of home education students in Florida has continued to rise over the past decade – growing by 2.7% in the last year. https://www.travelagentcentral.com/running-your-business/stats-100-million-americans-to-go-family- vacation-year https://www.redefinedonline.org/2018/09/the-number-of-home-education-students-in-florida-continues- to-rise/
Home Education in Florida 2017-2017 School Year Annual Report
35 SECTION 02 STATE OF THE BRAND
FEMALE TRAVELERS With more time, money, independence, and pressures than past generations, Millennial women are now the driving force behind the growing “girlfriends getaway” trend. An increasing number of women are carving out extended periods of time to spend with one another. One survey found that 56% of female travelers had recently taken a women-only trip. For the first time ever, “women-only journeys” ranked as one of the most requested niche and specialty travel categories in Travel Leaders Group’s fall travel trends survey.
Additionally, solo travel is on the rise, especially among female travelers. An estimated 32 million American women travel alone every year, according to the Travel Industry Association. And a new Global Solo Travel Study conducted by British Airways reports that almost 50% of women around the world have taken a vacation by themselves, while 75% are planning a solo trip in the next few years.
https://www.travelagewest.com/Industry-Insight/Business-Features/What-to-Know-About-the-Rising- Popularity-of-Women-Only-Travel
https://www.forbes.com/sites/laurabegleybloom/2019/03/07/exclusive-report-top-20-places-women-are- traveling-in-2019/#7ad1be394135
https://www.forbes.com/sites/laurabegleybloom/2019/03/07/exclusive-report-top-20-places-women-are- traveling-in-2019/#7ad1be394135
HERITAGE TOURISM Heritage tourism is a branch of tourism focused on the cultural heritage of the location where tourism is occurring, and St. Augustine | Ponte Vedra is poised to meet this new traveler desire. It is considered one of the fastest-growing segments in the industry and equates to a $171 billion annual spend. Heritage tourists travel to unique destinations, and their adventures take them to destinations that are off the beaten path. They are in search of authentic experiences and want to learn something new during their travels.
This is especially relevant for those of Hispanic descent, given St. Augustine | Ponte Vedra’s rich Spanish history. Identifying what makes the destination “unique,” understanding the heritage tourist, and exceeding their expectations with balance for residents and resources will create a positive tourism experience.
https://www.buses.org/news/article/insider-exclusive-heritage-toursim-facts-figures
BRIDAL
Nearly 1 in 4 couples say they consider their wedding to be a type of destination wedding, but only 13% said it took place in a different country. On average, the traditional American wedding costs $35,329. A total of $72 billion is spent on weddings annually in the U.S. and honeymoons
36 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
comprise a $12 billion-dollar-a-year industry, with Florida being one of the most popular destinations. This is a lucrative market for St. Augustine | Ponte Vedra to continue to pursue. When it comes to the Old South, it doesn’t get much older than St. Augustine. Carriage rides through the historic district, art galleries lining narrow, ancient streets, and sights like Castillo de San Marcos provide romantic Old World experiences for newlyweds. https://www.tripsavvy.com/romantic-florida-for-honeymoons-and-romance-1862665 https://go.weddingwire.com/newlywed-report
LGBTQ Lesbian, gay, bisexual, transgender and queer (LGBTQ) tourism continues to experience significant growth – and there are no signs of it slowing down. Although they face barriers, LGBTQ travelers represent a particularly dynamic and lucrative segment. They spend 33% more on travel than non-LGBTQ travelers and travel an average of four to six times annually, according to a report from Community Marketing & Insights, a research firm focusing on the LGBTQ community. Any marketing done for St. Augustine | Ponte Vedra should reassure the LGBTQ consumer that the destination is safe, welcoming and respectful — top considerations among this segment in addition to attributes of the destination itself. https://skift.com/2019/04/02/travel-advisors-serving-lgbtq-travelers-must-know-all-the-nuances/
CULINARY Culinary travel is continuing to rise. Intrepid Travel saw a 51% growth in food-themed trips in North America in 2018. Food is an inherently social and emotional experience, making it an important pillar in any experience-based travel. In 2019, more travelers are planning their trips around food, whether that’s food-based activities such as stomping wine grapes or seeking out the best restaurants a destination has to offer.
Social Media – particularly Instagram – has helped food and drink-based experiences and destinations gain exposure. In 2019, Skift predicts that consumers will be just as likely to see an Instagram post of a handmade Italian pasta dish as a post of an Italian statue. Understanding the role of food and social media in travel will open up inherent opportunities for St. Augustine | Ponte Vedra.
2019 Virtuoso Luxe Report - https://www.virtuoso.com/getmedia/bbd095eb-eb86-4560-bb75- aa0c7264aa29/2019-Virtuoso-Luxe-Report-Release-final.aspx https://skift.com/2018/11/06/five-trends-that-will-shape-experiential-travel-in-2019/ https://www.travelpulse.com/news/features/intrepid-shares-its-2019-travel-trends.html
Forbes.com - https://www.forbes.com/sites/forbesagencycouncil/2019/01/25/how-the-u-s-hispanic-market-is- changing-this-year/#6e3a3a9f64fc
37 SECTION 02 STATE OF THE BRAND
ORIGIN MARKETS
According to data from VisaVue Travel 2018, the top origin markets traveling from outside of Florida are Atlanta (7%), New York (7%) and DC (5%).
Top Originating MSAs in 2018
Washington - Baltimore, DC
Gainesville, FL
Atlanta, GA
New York - Northern New Jersey
Tampa - Saint Petersburg Clearwater, FL
Miami - Fort Lauderdale, FL
Daytona Beach, FL
Orlando, FL
Jacksonville, FL
0% 5% 10% 15% 20% 25%
Percentage Visitors From MSA / Top 9 MSAs
THE OPPORTUNITY + Marketing initiatives should take into consideration the varying demographics, travel habits, proximity, historical performance and advertising costs of origin markets.
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39 MEDIA STRATEGY AND TACTICS SECTION
40 03 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
MEDIA In an era where consumers are supersaturated with advertising messaging, these very same consumers are ever more empowered to control what media they consume, where they consume it and when they consume it. An effective media strategy is one that achieves significant, relevant and measurable consumer impact, while also achieving strong reach, frequency and cost per thousand metrics.
All successful media campaigns lie at the intersection of psychology and data. First, human psychology plays a critical role in truly understanding the needs, motivators and actions consumers leverage when making travel purchase decisions. Travel planning is a complex endeavor and understanding the consumer’s drivers at each step of the way is the first step in developing a successful media plan. It is this understanding of consumer behavior that helps inform the media plan: When are the best times to talk to potential visitors throughout the purchase funnel? What specific messages should be deployed during each stage of the process? How are they using various forms of media?
Media should be approached as both a science and an art. Data drives decisions all the way through the media planning, execution and measurement phases. Leveraging research from multiple sources sheds light on consumer segments that are most apt to visit, spend more money and stay longer. It also provides a better understanding of consumer demographics, psychographics, habits and motivators, geographic market potential, media usage and specific channel preferences as well as the necessary reach/frequency levels and costs to saturate at different levels.
41 SECTION 03 MEDIA STRATEGY AND TACTICS
While research-driven decision making is the backbone of any exceptional media plan, in order to produce an eye-catching, memorable campaign, creativity must also come into play. With out-of-the-box thinking, executions and ad placements, a media campaign can become more than the sum of its parts. To rise above the glut of impressions that permeates consumer lives, PETERMAYER will strive to capitalize on existing or create unique and distinctive media placements to further gain attention.
This year’s media plan will be architected on four foundational pillars:
1. All markets are not created equal. As such, media and messaging should be customized and vary to some degree by market if required.
2. All placements should be effectively and efficiently deliver the stated target audience(s).
3. Placements should be demographically appropriate, contextually relevant, brand-friendly and compatible with the creative strategy and executions.
4. The plan presented should be fluid and dynamic. Performance and new opportunities should drive forward momentum and inform future campaigns.
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MEDIA STRATEGY Grounded in data-driven research and complemented by current advertising and travel industry AND TACTICS best practices, the media plan will aspire to deliver the right message to the right audiences at the right times at the right levels in the right markets for the right price.
Consistent with overall business and marketing objectives, the FY2020 media plan will:
++ Build and maintain awareness of the destination.
++ Promote audience engagement and consideration.
++ Help motivate consumers to act and visit the destination.
++ Continue to grow new visitation to FloridasHistoricCoast.com and other destination websites.
++ Drive organic search from key source markets.
++ Optimize digital placements based on desired consumer activity: lodging page visits, time on site, etc.
++ Provide high quality and high value opportunities for co-op partners.
++ Generate qualified distribution of all visitor guides.
++ Continue to focus on lead generation for remarketing efforts.
++ Improve engagement and conversion from social channels.
++ Incorporate a no-charge added-value program to complement and extend paid efforts.
FY2020 planning will commence with an in-depth analysis of the present (and ever-evolving) media landscape with an emphasis on trends of importance to the travel industry. This audit will help validate media planning and buying decisions as well as identify new opportunities for consideration. The final plan will feature not only proven partners and tactics from previous Florida’s Historic Coast campaigns, but also successful placements and other executions that have worked well for other destinations. Additionally, with an eye on the future, a portion of the budget will be reserved to test new opportunities.
As affordable, an “always on” strategy with “heavy-ups” at key times of the year will be employed to impact as many planning and decision cycles as possible. New people are regularly entering the travel purchase funnel and we need to be in front of them with our messaging. As in the past, the media plan will align strategically with event and promotional calendars as well as historic performance and booking patterns to ensure need periods are met, including the continued support for the critical summer season and boosting exposure during the shoulder seasons. Trip planning timelines will also be an important consideration when scheduling media.
43 SECTION 03 MEDIA STRATEGY AND TACTICS
As the media landscape continues to change, due to both consumer-driven behaviors and distributor innovation, and the increasingly fragmented travel planning process, PETERMAYER will tailor the media plan to reflect these new patterns and channels. Shifts in media consumption provide new opportunities to reach travelers across multiple platforms and devices and also offer the opportunity to target them with the correct message at the most influential moments.
While there will continue to be an enhanced focus on digital media, traditional media channels such as broadcast and print, remain important components of the overall mix. And, the plan will be supplemented with media touchpoints to intersect with audiences in different, distinctive ways to stand out from the competition and broaden exposure.
TARGET MARKETS Several factors will be weighed in the selection and ranking of media markets including, but not limited to, target audience concentration, total population and demographic profile, historical visitation trends, search volume, site traffic origination, geographic proximity, competitive spending and relative media cost. Although not finalized, market priorities will entail a mix of in-state DMAs supplemented by out-of-state areas of opportunity, probably in the southeastern U.S. Each market’s specific plan will be developed to ensure an adequate reach and frequency level for each media type used and well as the overall campaign.
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TARGET AUDIENCES
The target audiences outlined previously in the marketing plan will also be the audiences for media efforts for FY2020.
PRIMARY – FAMILIES, COUPLES Millennial and Gen X families and couples as well as Boomer couples with a high predisposition to travel.
SECONDARY – HISPANIC Millennial and Gen X families and couples as well as Boomer couples and multi-generational travelers historically associated with travel behavior.
SECONDARY – B2B B2B, or business to business, includes travel agents, tour operators, corporate and association planners as well as executive groups, sports, social, fraternal, military, reunions and wedding planners.
Once again, there will likely be niche media opportunities woven into the FY2020 media recommendation. Those specific target audiences such as female travelers, culture and history buffs, culinary and outdoor enthusiasts to name a few, will be pursued based on available budget and ROI on advertising investment. Specific niche targeting will allow for weaving in highly specific messaging in high specific environments.
45 SECTION 03 MEDIA STRATEGY AND TACTICS
MEDIA TYPES The FY2020 plan will entail a true mix of various media to deliver all segments of the existing target, connect with new audiences and expand and enhance both reach and frequency. It will include a strategic combination of mass appeal and niche vehicles to break through the clutter and resonate with the public. In today’s fragmented and diverse media world, a synergistic mix is a necessity – a limited amount of media (television only, for example) cannot reach everyone anymore as it once did.
General media and specific partners will be chosen on multiple criteria including target audience usage and reach, quantitative and qualitative profiles, geographic coverage, attention level/engagement scores, editorial content and cost efficiency. The media plan will maintain emphasis on proven performers like paid search and social, maximize distribution of existing content assets and remain flexible for performance-based optimizations to provide deeper engagement across devices and platforms. While this is not an exhaustive list, the following mediums will be thoroughly vetted for possible inclusion in the FY2020 plan.
VIDEO OUT OF HOME
++ Broadcast Television ++ Printed and digital outdoor
++ Cable Television ++ Place-based
++ OTT ++ Experiential
++ Pre-roll, mid-roll or in-stream ++ Other formats (i.e., transit, taxis, etc.)
++ Cinema
++ Secondary – Hispanic NATIVE CONTENT
++ Original or sponsored content that can be shared digitally or in print media AUDIO
++ Broadcast radio PRINT ++ Digital radio (i.e., Pandora and Spotify) ++ Publications that are demographically, ++ Secondary – Hispanic contextually and geographically relevant
DIGITAL
++ Static, dynamic, rich or video ad units displayed on mobile, tablet or desktop
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SEARCH ENGINE MEDIA ATTRIBUTION MARKETING In the world of digital marketing, having measurable goals is critical to ensure a schedule’s ultimate success. All elements of the FY2020 digital program will be regularly monitored, measured and optimized based on performance versus pre-determined benchmarks to improve the effectiveness of the campaign and build momentum toward its conclusion.
Prior to launch and working in tandem with the VCB, PETERMAYER will identify the goal actions and the weight of their significance in a site visitor becoming a destination visitor.
While reviewing performance, making optimizations, and providing reporting, PETERMAYER will track several performance metrics universal to all partners and some that are unique to specific channels. Two of the more prominent ones will be:
THE CONVERSION RATE (CVR) This is the rate of conversions (site actions) to the clicks received – Clicks / Actions
THE COST PER ACTION (CPA) This is how much actions cost in perspective to media spend – Spend / Actions
The various elements of the campaign (partners, placements, ad sizes & creative, etc.) shall be reviewed and optimized towards driving the targeted CPA.
KEY PERFORMANCE MEASURES
++ Using nSight data quarterly reports, increase destination search and booking behavior from the destination’s key advertising markets by an average of a quarter of a percentage point.
++ Along with other digital performance metrics, utilize Arrivalist data and insights to gauge effectiveness of various digital channels in driving actual visitation to the destination and provide directional aid in the determination of future media partners, media weight and budget allocations.
++ Utilize Google’s Keyword planner to look at average monthly organic searches by specific terms to gauge “brand lift” from target markets. Develop benchmarks and optimize accordingly.
++ Increase visitor guide distribution and views on FloridasHistoricCoast.com by 3%.
++ Optimize digital throughout the campaign to maintain a target cost per acquisition cost below $10. The Cost Per Action will be benchmarked at the start of the campaign with goal of achieving a minimum of 5% improvement over the course of the campaign.
++ Using data provided by Smith Travel Research, increase demand/room nights generated by 3% in the fall, winter and spring and 2% in the summer.
47 SALES SECTION
48 04 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
The VCB sales team promotes St. Augustine, Ponte Vedra & The Beaches throughout the U.S. and abroad. The department deploys various direct sales strategies targeting key meeting professionals, travel agents, tour operators, wedding/event planners, third-party planners and consumers with the goal of keeping Florida’s Historic Coast in the “destination forefront.”
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (sports tourism, ecotourism, heritage tourism, local food and culinary tourism, ag tourism, family- based tourism, wedding tourism).
Leverage tourism investments to improve the overall economic condition of the county (sports capital, target industry conventions).
The Sales Team will continue to combine successful initiatives with innovations to help exceed their FY2020 goals:
++ Drive awareness of the destination with meeting and travel planners through face-to-face meetings at nearly 50 tradeshows and conferences across the country.
++ Reach new planners in group feeder markets through sales missions and hosted events in those markets.
++ Leisure Sales will continue to reach out to diversity groups, especially Spanish-speaking groups wanting to come to St. Augustine | Ponte Vedra.
++ Continue focus on the Sports and Recreation Market through sponsorships, involvement with the JAXSPORTS Council and the TaxSlayer Bowl, and attending sports-related trade shows and other activities.
++ Maximize leverage with the Northeast Florida HelmsBriscoe group and other HelmsBriscoe associates to take advantage of the organization’s focus on CVBs to help them close business.
++ Work with affluent fraternal groups and groups interested in Agritourism and Culinary experiences.
49 SECTION 04 SALES
++ Expand efforts to attract senior visitors and groups by hosting a St. Augustine | Ponte Vedra Expo for residents and group leaders in The Villages and a similar event at The Century Village.
++ Capture Florida visitors by hosting a St. Augustine | Ponte Vedra Takeover Expo at the I-95 Visit Florida Welcome Center.
The sales team room night production goals will be increased by 4% for FY2020 after an adjustment (reduction) of 18,500 room nights to reflect recent confirmation that the St. Johns County Parks & Recreation department does not have facilities or staff to accommodate some of the larger sports groups the sales team pursued in 2018 and 2019. The 4% increase is based on Smith Travel Research (STR) data showing occupancy in the county over the past 12 months down (0.7%) and confidential pace reports from select properties showing group growth in the 3% to 4% range. An increase in room supply of approximately 2.9% was also taken into account. Targets for leads will remain flat reflecting the trend of larger groups overall as well as centralization of lead sourcing. Solicitation task goals will grow 1% after increasing 12% over the past two years.
KEY PERFORMANCE MEASURES
++ The Sales Department group room night goal will be 135,460 (average of 11,288/ month), a 4.0% increase over the FY2019 goals, after the sports goal adjustment noted above.
++ The goal for leads sent to hotel partners will be 390 (average of 32.5/month), the same as FY2019.
++ The solicitation call goal (appointment, phone or e-mail) will increase 1.0% to 2,041 (average of 170/month).
50 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
LEISURE SALES OBJECTIVES Throughout FY2020, the leisure sales team leader will continue to focus her efforts on increasing awareness of the destination’s products and services, with emphasis on the unique brand attributes attractive to domestic and international families, couples, adults traveling together, and organized motor coach and packaged tours.
++ Exceed the targeted number of lead room nights from previous year among tour operators, wholesalers, travel agents, educators and other travel influencers.
++ Generate 135 leads capable of producing 29,172 leisure group room nights.
++ Due to changes with Receptive Tour Companies (mergers, staff and policy changes) it is no longer possible to obtain consistent wholesale room night production data for the destination. As a result, while the leisure sales team will continue to develop this market, they are no longer able to report this data.
++ Leisure Sales will continue to maintain a presence at major travel trade shows, organize sales missions, travel expos, and make sales calls to include and support our travel industry partners on Florida’s Historic Coast.
++ Continue to upgrade and maintain the quality of the VCB travel trade database and CRM programs (ongoing updates, archiving, etc.).
++ Strengthen relationships with key travel partners such as AAA counselors, luxury travel agents, group leaders, golf tour operators and receptive operators.
++ Leisure Sales will continue to reach out to Diverse Groups, especially Spanish-speaking groups to explore their heritage here in St. Augustine | Ponte Vedra.
51 SECTION 04 SALES
TARGETED LEISURE Retail travel agents, especially luxury agents, emphasis on domestic group tour/motorcoach SALES SEGMENTS operators, U.S.-based receptive operators, international tour operators/wholesalers and residents of The Villages and Century Village Retirement communities.
STRATEGIES ++ Generate leads for industry partners by attending travel-trade shows, sales missions, soliciting tour operator membership directories and researching on the internet.
++ Host one St. Augustine | Ponte Vedra Expo for residents & group leaders in The Villages and one in Century Village to include interested VCB partners.
++ Continue assisting domestic group operators and receptive tour operators with itinerary development.
++ Continue developing relationships with high-performing operators, travel agents and wholesalers in key markets; research and participate in their product launches to travel agents (either via attendance or via marketing materials/promotions).
++ Conduct site visits for receptive tour operators throughout the year to increase awareness of the destination and build alliances, when feasible.
++ Continue supporting tour operator co-op programs to increase number of hotels used, and in turn, increase room nights.
++ Although there will be reductions on some international initiatives due to political climate and VISIT FLORIDA budget cuts, staff will continue to serve on the IITA Board of Directors to maintain relationships with Receptive Tour Operators.
++ Continue monitoring the SJC Online Travel Agent Academy which creates a database of knowledgeable travel agents who will sell SJC.
52 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
CONFERENCE SALES OBJECTIVES Continue to focus efforts on increasing awareness of the destination’s products and services with an emphasis on our unique brand attributes attractive to senior executives and meeting professionals in the corporate, association, incentive, financial, medical, and other business market segments.
SALES ++ Generate 90 leads capable of producing 62,296 group lead room nights.
++ Focus on higher-rated business from medium-sized corporate groups (150-250 attendees) with weekday business patterns, while cultivating awareness among larger associations for the larger group properties.
++ Focus on FL, GA, NC, VA and DC for corporate and state and regional association business.
++ Update the VCB meeting planner website with partner information/promotions and booking incentives, making it a more effective tool and resource for meeting planners.
++ Offer travel and tradeshow opportunities to industry partners, when appropriate.
++ Provide attendance, booth share and brochure distribution at trade shows, sales missions and site visits for VCB partners, when appropriate.
++ Grow while maintaining the quality of the VCB meeting planner database/CRM programs (ongoing updates, archiving, etc.).
53 SECTION 04 SALES
TARGETED CONFERENCE National, Regional and Southeast State Associations, Corporations, Insurance, Technical, SALES SEGMENTS Financial and Medical organizations, plus third-party and independent meeting professionals.
STRATEGIES ++ Participate in national and regional booth trade shows, Hosted Buyer one-on-one appointment shows, industry events with buyers, meetings, and special events to promote the destination and produce lead room nights.
++ Maintain memberships in FL Society of Assn Execs (FSAE), GA Society of Assn Execs (GSAE), and Assn Execs of NC (AENC) in order to attend selected buyer/seller opportunities throughout the fiscal year.
++ Target southeast state and regional associations by making solicitation calls, sending periodic e-communications, and attending trade shows to maintain top-of-mind awareness in the market segments.
++ Continue to enhance and maintain content on MyFloridaMeetings.com, VISIT FLORIDA and Cvent websites.
++ Manage RFPs, distribute hotel leads, and maintain follow-up contact through transaction closure.
++ Participate with VISIT FLORIDA in their trade show and other opportunities.
++ Host two to three high value meeting planners and C-level executives during THE PLAYERS Championship.
++ Manage Group Closing Fund to help properties close business for SJC.
EXECUTIVE GROUP, SPORTS, OBJECTIVES REUNIONS, MILITARY, The sales and services manager will focus efforts on increasing awareness of the SOCIALS, WEDDING, destination’s products and services, with emphasis on the unique brand attributes attractive SPECIAL EVENTS to small meetings (executive groups), family and social reunions, military gatherings, wedding/special events, and amateur or regional sports and recreation events.
++ Generate 165 leads capable of producing 43,992 group room nights.
++ Attend both consumer and appointment-based trade shows, conduct destination site visits and market-specific FAM tours, and encourage repeat business, as well as enticing new business, to the destination.
++ Focus on higher-rated weekday business and drive business to underutilized sports and unique venues throughout the destination.
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++ Continue to support the quality of the VCB database and CRM programs (ongoing updates, archiving, etc.).
++ Continue offering educational sales and marketing orientations, travel, and trade show opportunities to industry partners.
++ Continue to maintain relationships with VCB partners regarding their own venue or service enhancements in order to promote their businesses more effectively to meeting and event planners when sourcing leads.
++ Continue to find value in promoting sales services to assist planners with their needs prior to and during their programs to include, but not limited to, collateral, presentations, welcome letters, shipping, etc.
++ Provide attendance, booth share and brochure distribution at trade shows, sales missions and FAM tours to VCB partners.
TARGETED EXECUTIVE The sales and service manager will handle executive groups with 50 rooms, on peak, GROUPS, SPORTS & or fewer. All other market segments are open to pursue based on available destination RECREATION, MILITARY, inventory. Increased added-value with event service support continues to offer additional SOCIAL, EDUCATIONAL, opportunities for VCB partners. REUNIONS, FRATERNAL, WEDDING, SPECIAL STRATEGIES EVENTS SEGMENTS ++ Maintain memberships in Meeting Professional International - Tampa Bay Area Chapter, St. Augustine Wedding & Event Association Society of Government Meeting Planners, Military Reunion Network, National Association of Sports Commissions, and International Gay and Lesbian Travel Association.
++ Actively participate in monthly membership meetings, appointment shows and consumer trade shows, and make sales calls targeting executive groups, sports and recreation programs, social, military, educational, reunions, fraternal, wedding and special events.
++ Manage and source RFPs to appropriate VCB partners which include both lodging, unique venue and service leads. Conduct destination site visits and maintain customer contact to end of said meeting/event.
++ Conduct FAM tours targeting specific market segments throughout the year to enhance awareness of each market opportunity.
++ Assist marketing coordinator in maintaining partner accounts within the iDSS Sales program to ensure sales leads are accurately sourced out.
++ Assist marketing coordinator in conducting quarterly iDSS training sessions for VCB Partners in order for them to understand how to respond to distributed sales leads.
++ Assist marketing coordinator in updating the Celebrate Guide and Group & Meeting Guide, scheduled to be reprinted every other year and maintained in an e-version.
55 SECTION 04 SALES
GROUP CLOSING FUND PURPOSE (GCF) Offset a competitive disadvantage by providing funds to qualified meeting groups.
BACKGROUND This initiative was originally created by the VCB Conference Sales Committee in response to what the committee thought was a competitive disadvantage when meeting planners compared the time and cost of ground transportation to/from Jacksonville Int’l Airport to St. Johns County hotels, and between hotels and venues, to other destinations they were considering. In order to offset this disadvantage and secure more room nights, hence more bed tax dollars, properties could request funds on behalf of the meetings group to help offset their ground transportation costs. It was believed this would level the competitive playing field and it would certainly be in the public’s interest to drive more group business to Florida’s Historic Coast.
As requests began to arrive at the VCB, it was discovered that ground transportation was not always the major issue for a meeting planner when comparing proposals to other destinations’ properties.
Based on past actual usage and existing GCF commitments, the VCB is projecting a $43,000 allocation for FY2020.
56 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
REQUIREMENTS & The requirements for a property to offer Group Closing Fund dollars as an incentive DOCUMENTATION to help win business are as follows:
++ Payments from the Group Closing Fund will be made after the meeting to determine final qualifications.
++ Group must have a minimum of 200 total room nights to qualify, as documented by the host property.
++ Group Closing Fund Request Form plus an e-mail requesting the type of credit must be sent to the VCB allowing five (5) business days for a decision.
++ Dollars approved must be less than the anticipated VCB portion of the bed tax collected from the program. (37.5% of 4% TDT on consumed room-nights.)
++ Funds will be allocated on an annual basis. Payments are limited by the availability of funds remaining in the program.
++ Should more than one hotel in St. Johns County be competing for the same program, all of those properties will receive the incentive to include in their proposals.
++ Once agreed, neither group, their designated planner, or the property has authority to revise the dates or terms of the incentive, without written approval from the CEO of the VCB.
KEY PERFORMANCE MEASURES
++ Convert at least 25% of proposals which include a GCF offer. (Lower conversions will suggest that the program may not be a decider for planners.)
++ No over commitment of available funds.
57 COMMUNICATIONS & PUBLIC RELATIONS SECTION
58 05 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
The mission of the VCB’s Communications department is to effectively manage the public relations efforts to enhance the value of the brand and successfully attract overnight visitors to Florida’s Historic Coast. Objectives focus on reaching potential visitors with meaningful messages in locations where they are, inspiring them to engage with the destination.
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (sports tourism, signature events, ecotourism, cultural and music tourism, heritage tourism, local food and culinary tourism, ag tourism, family-based tourism, wedding tourism).
Maintain a high level of brand awareness and feeder market sensitivity
EXPAND DESTINATION In FY2020, the VCB Communications department will continue to measure and report on AWARENESS BY earned media impressions for digital, print, broadcast, local, national and international INCREASING MEDIA coverage. Media coverage will highlight attributes of the destination including culinary, COVERAGE music and entertainment, beaches, ecotourism and water related outdoor activities, golf, culture and the arts, and what’s new in the destination.
OBJECTIVES ++ Increase awareness of the destination through media coverage.
++ Expand reach and engagement of VCB social media channels.
++ Inspire heritage travel by Hispanic visitors through increasing destination awareness with the Hispanic market.
STRATEGIES ++ Host media (traditional and influencers) in destination, both domestic and international.
++ Create media familiarization trips, and participate in partner and stakeholder generated familiarization trips.
++ Provide media with information and digital assets to increase coverage by various types of media and influencers.
++ Attend media missions and conferences to publicize the destination, make new contacts, and strengthen relationships between the VCB Communications team and the media.
++ Coordinate public relations to support advertising, sales, and promotions initiatives.
59 SECTION 05 COMMUNICATIONS & PUBLIC RELATIONS
Florida’s Historic Coast® Media Impressions FLORIDA’S HISTORIC COAST® MEDIA IMPRESSIONS
FY 2020 16 Billion
45.5 Billion FY 2019 16 Billion through March 2019 extreme
13.6 Billion FY 2018 16 Billion
18.7 Billion FY 2017 16 Billion
Actual Goal
KEY PERFORMANCE MEASURES
++ The FY2020 media goal is 16 billion impressions, flat to the FY2019 goal. (Anticipated growth in coverage is on par with previous years. An anomaly occurred in March 2019 that drove a significant increase in media impressions for the year which was mostly attributed to the increase in coverage of THE PLAYERS Championship with the change in date, popularity of players, and several holes-in-one.)
++ In addition to hosting individual journalists and influencers in FY2020, the Communications department will host, or participate in, up to four organized media familiarization tours, each with four to 10 participants (this reflects one less familiarization tour than last year). Should there be a sunsetting of VISIT FLORIDA or a major cut to its budget, which contributes to these tours, the VCB’s FY2020 familiarization tour opportunities will diminish. The FY2020 goal is for two VCB- initiated familiarization tours, one focusing on the outdoor, adventure and sports, and the other focusing on food influencers. (It is anticipated that VCB partners may organize media familiarization tours that the VCB will assist with, as in years past.)
++ With the launch of the VCB’s new website, the online press room and press kit will be updated to include news releases, fresh story ideas, and more multimedia assets including photos and video.
++ In FY2020, the department will participate in up to six media missions/conferences to build relationships with domestic and international press. Preliminary plans include IPW Las Vegas (with Hispanic PR Agency), New York IMM, STS Media Marketplace, TBEX or NATJA, SATW (Texas), and desk-side media visits in targeted feeder markets.
Note: In March 2019, there was an anomaly of an exceptional high amount of national and international news coverage due The PLAYERS moving from May to March and multiple record-breaking plays occurring during the airing of the tournament. Impressions were also boosted in March by a St. Augustine travel feature in The New York Times, which picked up multiple outlets, and several newsworthy destination accolades including St. Augustine Beach being named a Top 10 Beach in the country by TripAdvisor.
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61 SECTION 05 COMMUNICATIONS & PUBLIC RELATIONS
EXPAND REACH AND Social media has transformed the travel industry in just about every way including being ENGAGEMENT OF VCB highly effective in increasing awareness of the destination, inspiring travel, and consumer’s SOCIAL MEDIA CHANNELS decision making.
STRATEGIES ++ Continue to create photography, video, digital, live content, and adopt other new technology that social media channels offer to keep the VCB’s social channels engaging and competitive.
++ Continue to use content that engages followers through questions, polls, insider tips, deals, sweepstakes, and giveaways.
++ Work with and host social media influencers, and pursue partnerships with businesses, organizations or media outlets.
++ Provide professional development opportunities to partners.
++ Continue to work with social media consultants.
62 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
KEY PERFORMANCE MEASURES
++ Create a minimum of 24 new videos for use across all social media channels. This goal is flat from last year, with an anticipated increase in cost for video production.
++ Increase Facebook followers .5% from 504,000 to 506,500, coupled with an average 5% engagement rate (industry standard for an audience of this size). With the election year, organic growth will be diminished by the increase in overall traffic on Facebook, especially paid advertising. VISIT FLORIDA has previously driven traffic to the VCB’s Facebook channel by creating posts about Florida’s Historic Coast and by sharing the VCB’s Facebook posts. Should there be a sunsetting of VISIT FLORIDA or significant reduction of its budget, the VCB’s growth on Facebook will be affected.
++ Conduct a total of 12 Facebook Live sessions (which includes Florida’s Birding & Photo Fest).
++ Grow the number of Twitter followers from 12,422 to 12,546, a 0.1% increase. Twitter has been losing users in the last 12 months, with little growth projected on the VCB’s Twitter account. VISIT FLORIDA has previously run monthly Twitter Chats which has increased the VCB’s Twitter followers. Twitter followers will be impacted by changes at VISIT FLORIDA.
++ Expand the number of Instagram followers 40% from 20,000 to 28,000. Instagram is growing at a faster pace than any other social media channel. More time and energy will be spent on Instagram this year because of the growth potential and desirable target audience.
++ Post at least four new Instagram stories each month. Stories are becoming more popular on Instagram and the VCB adopted the use of Instagram stories in 2018.
++ Increase YouTube lifetime views by 1% from 304,722 to 305,027. As with Facebook, traffic driven by the election year will greatly increase on YouTube, making it more difficult for the VCB to attract viewers. VISIT FLORIDA has previously created YouTube video content of Florida’s Historic Coast each year. Should there be a sunsetting or budget reduction at VISIT FLORIDA, the VCB’s growth on YouTube will be negatively affected.
++ Develop promotional programs with four social media influencers, including those that specialize in culinary, LGBTQ, and ecotourism including fishing and other water related activities.
++ Host three professional development workshops on social media for local industry partners.
++ Host a minimum of six sweepstakes promotions on social media channels. This is an increase of 50% over the FY2019 goal.
++ In FY2020, generate 260 LinkedIn followers, a 15% increase over the prior year.
63 SECTION 05 COMMUNICATIONS & PUBLIC RELATIONS
INSPIRE HISPANIC The Hispanic traveler remains an important potential visitor for Florida’s Historic Coast. HERITAGE TRAVEL BY The destination’s Spanish history will continue to be capitalized upon and leveraged in INCREASING DESTINATION FY2020, paving the way for more Hispanic visitors. The in-state Hispanic market will be AWARENESS AMONG THE the primary consumer, with Hispanic visitors from Atlanta, New York, and Chicago identified HISPANIC MARKET as secondary markets.
STRATEGIES ++ Hispanics are heavy users of social media because it creates authentic engagement. While still attracting traditional media coverage, social media will be an equal part of the VCB’s FY2020 Hispanic public relations work.
++ In FY2020, the VCB will work with social media influencers to generate more awareness of the destination in the social space and increase followers and engagement on the VCB’s Spanish Facebook and Instagram channels.
64 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
KEY PERFORMANCE MEASURES
++ Create new photo, video and digital assets in a bi-lingual format to support both the VCB’s social media channels, digital and traditional media. ... work with social ++ Realize Hispanic media coverage of 100 million impressions. media influencers to generate more awareness ++ Partner with two social media influencers for paid, unpaid, and/or sponsored of the destination in promotions, in addition to traditional hosting in FY2020. the social space and ++ Enhance Viaja San Agustin’s organic content on Facebook and Instagram with increase followers and paid advertising. engagement... ++ Increase followers from 7,200 to 10,000 on the Spanish language Facebook page, an increase of 38%, and increase engagement to an average of 3% (aligns with industry standards).
++ Increase followers on the newly created Viaja San Agustin Instagram channel from 330 to 450, a 28% increase.
65 ELECTRONIC CONSUMER RELATIONSHIP MANAGEMENT SECTION
66 06 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
FY2020 PROGRAM GOALS AND STRATEGIES
For FY2020, the VCB will focus on building engagement with, and fostering growth within, the email marketing database. The focus of FY2019 was to address list fatigue resulting from multiple touchpoints deployed to the full database over FY2018 and FY2019. Since scaling back to a single, targeted send in the spring of 2019, engagement with the email campaign has increased, and recipients have positively responded to focused, curated messaging, with a seasonal hook.
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (sports tourism, signature events, ecotourism, cultural and music tourism, heritage tourism, local food and culinary tourism, ag tourism, family-based tourism, wedding tourism).
Maintain a high level of brand awareness and feeder market sensitivity (feeder market analysis, continuous marketing impact analytics, target market understand and marketing approach).
In FY2020, the VCB will continue to improve upon insights gleaned from subject line and content testing, leveraging email marketing to support branding and advertising efforts to build awareness for the destination as a whole. The VCB will also:
++ Refresh the consumer email template
++ Identify opportunities to incorporate additional, targeted email deployments
++ Segment subscribers into custom deployment lists
++ Periodically review email database and purge disengaged subscribers
67 SECTION 06 ELECTRONIC CONSUMER RELATIONSHIP MANAGEMENT
68 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
The FY2020 email program will continue with the 12 monthly consumer deployments, with additional messages crafted on an as-needed basis. The VCB’s eCRM partner will identify the top-performing topics and content for each particular month, complementing advertising and branding efforts for various VCB campaigns.
KEY PERFORMANCE MEASUREMENTS
++ Increase open rate to 7.0% (currently 5.0%)
++ Maintain strong average click-through rate on opens of 25% (currently 25%)
++ Increase subscribers by 10% (currently 6% increase YOY)
FY2020 PROGRAM STRATEGIES GOALS & STRATEGIES To improve engagement performance, the VCB and Tempest will execute the following optimization strategies:
++ Create additional custom deployments segmented by interest. Utilizing the qualified subscriber list, users will be segmented and targeted with custom deployments designed to support ongoing marketing and advertising efforts led by the VCB.
++ Continue with list cleansing. As the list gets older and people remain on the list for longer periods, interest tends to drop off. A list cleanse and removal of anyone that has been subscribed for 12 months and hasn’t opened an email will be conducted.
++ Continue with A/B testing of subject lines. Subject lines will be tested to see what types receive the highest engagement. For example, recent deployments have shown strong engagement with list-based subject lines and content that highlights the VCB’s local travel planning expertise. Campaign engagement will be analyzed and findings will drive future content testing efforts.
69 WEB DEVELOPMENT SECTION
70 07 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
FY2020 PROGRAM GOALS & STRATEGIES
For FY2020, the VCB will leverage the newly deployed user experience on FloridasHistoricCoast.com to engage visitors at all phases of the travel planning process.
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (sports tourism, signature events, ecotourism, cultural and music tourism, heritage tourism, local food and culinary tourism, ag tourism, family-based tourism, wedding tourism).
Maintain a high level of brand awareness and feeder market sensitivity (feeder market analysis, continuous marketing impact analytics, target market understand and marketing approach).
71 SECTION 07 WEB DEVELOPMENT
KEY PERFORMANCE MEASUREMENTS
Changing trends in user behavior and digital engagement have dramatically shifted ... KPMs that will allow us visitor engagement trends on DMO websites. As our website content diversifies to measure the website’s over time and builds performance in organic search, we effectively become better ability to capture visitors, at responding to visitors’ needs as they plan travel to the region. Because site visitors assist travel planners, no longer have to hunt through website pages to find the information they are seeking, time on site and average pages per visit naturally decrease. Because of and provide a positive these trends, Tempest recommends evolving our key performance measurements to visitor experience. respond to changes in how visitors engage with website content, focusing instead on KPMs that will allow us to measure the website’s ability to capture visitors, assist travel planners, and provide a positive visitor experience.
++ Increase sessions from organic search by 25%
++ Increase links to partner websites by 20%
++ Increase email subscribers captured by the website by 30%
++ Increase percentage of visitors achieving 50% scroll depth to 40%
72 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
FY2020 PROGRAM STRATEGIES GOALS & STRATEGIES ++ Continue with the search engine optimization program, which has diversified content performance and increased the VCB’s overall audience base.
++ Coordinate strategic planning with VCB team.
++ Coordinate content development with the VCB team to craft new website content that addresses website content gaps and engages Internet users planning travel to the region.
++ Continue to examine how users interact with website content, identifying opportunities to improve user engagement through advanced storytelling and user experience.
++ Monitoring user engagement online is critical to ensuring the success of a destination website. The VCB will monitor standard engagement metrics such as time-on-site and bounce rate to ensure visitors are successfully navigating to core areas of the website, particularly business and event listings. Our main goal will be to increase engagement with local stakeholder websites, which will be measured by the number of outbound clicks on local websites generated on FloridasHistoricCoast.com.
73 PROMOTIONS & STRATEGIC ALLIANCES SECTION
74 08 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
In FY2020, the VCB Promotions and Strategic Alliances Department will support overall VCB efforts through media promotions, strategic alliances, and new innovative programs which will provide even greater destination lift, occupancy, and revenue during the seasons in which visitation is most needed. The Department will also support community advocacy through providing ongoing communications.
The departmental budget for FY2020 is $100,000. Key components of the FY2020 promotions and strategic alliances plan include:
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (sports tourism, signature events, ecotourism, cultural and music tourism, heritage tourism, local food and culinary tourism, family-based tourism).
Maintain a high level of brand awareness and feeder market sensitivity.
MEDIA PROMOTIONS - Media promotions supplement and extend paid advertising by building awareness of PARTNER AND VCB-FUNDED Florida’s Historic Coast. They also build destination awareness at little, or no cost, to the VCB SWEEPSTAKES through partner-funded sweepstakes that provide prizing. The majority of these leveraged promotions also include lead-generation e-mail opt-ins for the VCB and lodging partners.
Leveraged promotions are secured through aggressive negotiation of PETERMAYER’s paid media buys with television, digital, print, and radio stations. This yields significant incremental exposure in the form of “Win a Trip” sweepstakes that are measurable and complementary to specific advertising messaging throughout the year.
Promotions are negotiated with the media partners offering the most efficient media rates for reaching targeted audience segments, while also including a robust, value-added promotional support package. The goal is to negotiate as much incremental value-added media value as possible, without impacting the integrity of the media buy.
For FY2020, a budget of $60,000 covers prize development and fulfillment, with a 15:1 return on investment, representing at least $15 in promotional media for each $1 of VCB costs incurred.
75 SECTION 08 PROMOTIONS & STRATEGIC ALLIANCES
KEY PERFORMANCE MEASUREMENTS
++ Secure a minimum of $900,000 media value, a 50% increase from FY2019, based on a minimum ROI of 15:1.
++ Develop at least four promotional campaigns that supplement and leverage PETERMAYER’s paid media per broadcast buy.
++ Develop and participate in VISIT FLORIDA® promotional opportunities. Minimum goal: one promotion per year; more if available. Should there be a sunsetting of or significant budget reduction at VISIT FLORIDA, the VCB’s promotional opportunities will be impacted.
++ Develop and execute promotions that support the Northeast Florida Regional Airport (NRFA) and any new non-stop air service providers (there are currently no commercial air service providers; however, discussions continue with prospective carriers). Minimum goal: two annual promotions, per carrier, per origin market, for any new air service providers in FY2020.
++ Develop a themed promotion for Easy Season® and for the annual Nights of Lights.
STRATEGIES ++ Leverage PETERMAYER’s advertising buys and media partners for additional destination promotional value.
++ Maintain relationships and communication with VCB/PETERMAYER media partners to ensure incremental VCB promotional support.
++ Validate promotional messaging and creative is consistent with VCB advertising and branding.
++ Confirm promotional timing effectively supplements the VCB’s paid advertising schedule (e.g., pre-flight, post-flight, or overlap).
76 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
VCB PROMOTION AND From time to time throughout each year, the VCB is presented with attractive exposure STRATEGIC ALLIANCES opportunities that require marketing or production support in order to secure the project or to maximize the destination’s inclusion in it. Most common are TV production and film opportunities which involve working with media outlets such as Scripps Networks International (Travel Channel, Cooking Channel), A&E Network, The Weather Channel, PBS, WSB-TV ATL, and others to bring them into market for filming opportunities. In addition to broadcast, there are many other multimedia programs which will also be considered.
Similarly, the VCB wants to explore and develop strategic alliances with prospective sponsors such as the National Audubon Society, Best Buy, and Nikon to generate additional resources to help position Florida’s Birding & Photo Fest for future oversight by an event management company (note that Guy Harvey was added as a sponsor in FY2019). Furthermore, in FY2020 the VCB plans to work with potential sponsors, partners, and event producers to assist in the successful development and launch of one new destination event, as described in the Innovation Programs section below.
KEY PERFORMANCE MEASUREMENTS
++ Utilize the budget to provide marketing or production support to secure a valuable in-market filming opportunity. Any unused funds as of June 1, 2020 will be reallocated to the 2020 Easy Season paid media.
++ Secure one or more new corporate sponsors for Florida’s Birding & Photo Fest, as well as multiple sponsors for any new FY2020 innovation programs, without cost to the VCB.
++ The VCB promotions and strategic alliances activation budget is $15,000. Both the VCB promotions and communications departments will collaborate and maintain oversight for TV and film opportunities for Florida’s Historic Coast.
STRATEGIES ++ Continue outreach, maintain existing relationships, and seek new collaboration with producers and syndicators of location-based productions.
++ Develop new strategic alliances for Florida’s Birding & Photo Fest as well as new FY2020 event programs.
77 SECTION 08 PROMOTIONS & STRATEGIC ALLIANCES
INNOVATION PROGRAMS: Events are short-term, live attendance activities, whether stand-alone, series, or festivals, EVENTS all of which are capable of attracting significant and measurable incremental overnight visitation. While there are many events that can serve as an added value for our visitors, the VCB’s role is to focus on those that generate room nights. In addition, with the move of THE PLAYERS Championship from May to March in 2019, continued new program development for May 2020 is in order to stimulate demand and generate room nights which previously were driven by THE PLAYERS Championship.
A new prospective event for May 2020 is a Ponte Vedra Beach Music festival. This event will be a collaboration to include partners and sponsors such as the St. Johns County Cultural Council, the Ponte Vedra Concert Hall, and event production/management companies.
A “seed” budget of up to $20,000 is allocated for development of this event, or a similar event, with advertising funds coming from event producers and the VCB advertising budget.
KEY PERFORMANCE MEASUREMENTS
++ Development of one viable and sustainable event which will generate room nights for May 2020 and which will set the benchmark for future years.
++ Success in securing venues and participation from VCB partners, local governments, and event production/management companies.
STRATEGY ++ Assist in the development and launch for a targeted event of interest to our key audience segments in order to generate significant room nights throughout May 2020.
78 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
VCB COMMUNITY The VCB, to comply with its obligation to raise awareness of the benefits of tourism to OUTREACH St. Johns County residents, conducts an ongoing speaking tour that brings relevant information to the community by booking the VCB CEO and board members with appropriate neighborhood, business, public, and private organizations. The presentations include data, research, general information, and custom content relevant to each group. An accompanying three- to four-minute video is updated each May with current data unveiled at the VCB’s annual State of the Tourism Industry event. The community outreach program averages one presentation every four to six weeks, based on schedules and demand.
KEY PERFORMANCE MEASUREMENTS
++ Produce a State of the Tourism Industry event attended by approximately 300 tourism and hospitality leaders, community influencers, and public officials.
++ Produce a summary presentation of the event to serve as speaker support for presentations to a variety of community groups throughout the year.
++ For FY2020, VCB outreach is estimated to cost $5,000 which includes production needs during the year to keep the presentation timely and relevant. Production needs may include video, editing, graphics, and collateral.
STRATEGY ++ Develop and maintain relevant and engaging presentation(s) applicable to various audiences.
79 RESEARCH SECTION
80 09 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
FY2020 BRAND RESEARCH Supports St. Johns County’s TDC Strategic Plan Goal(s):
Maintain a high level of brand awareness and feeder market sensitivity (feeder market analysis, continuous marketing impact analytics, target market understand and marketing approach).
In 2016, the TDC through H2R Market Research, conducted its own research into the destination brand among a sample of 804 likely visitors in Atlanta, Raleigh, Orlando and Tampa. The results verified the success of the campaign messaging by underlining the strength of Florida’s Historic Coast as a brand moniker and the high awareness and positive perceptions of St. Augustine | Ponte Vedra among potential visitors.
In FY2018, a new/evolved campaign was launched. It was designed based on qualitative and quantitative research conducted by MMGY Global Insights to determine what visitor prospects understood and wanted to see in destination advertising. (The research methodology was a monadic exposure of a representative sample of prospective visitors with household incomes of $75K+. The entire sample size was 3,200, half in Florida and half in Georgia, the two largest state contributors of visitors to St. Johns County.)
A new campaign is being developed leveraging the previous successful messaging and incorporating certain proven elements of recent programs. The follow-up study of the status of the brand moniker awareness and perceptions, as well as acceptance of the creative messaging compared to alternative creative approaches, demonstrated the effectiveness of the Florida’s Historic Coast moniker and suggested improvements to the campaign messaging. The current moniker will be retained, but primary images and visitor experiences depicted will be updated, replaced and repackaged.
VISITOR PROFILE, VISAVUE In October 2011, the TDC, in collaboration with the VCB, began fielding a new and ongoing AND ECONOMIC IMPACT visitor profile survey (VPS) to capture actionable data on St. Johns County visitors. In FY2013, RESEARCH a full cycle of data had been collected, resulting in a longitudinal picture of FHC visitors, their experiences, and their spending and destination consideration behavior. In FY2014, a new collection and compiling tool was integrated into the VPS, allowing more granular analysis of data directly controlled by the TDC office. This data was being used to better target marketing efforts and to develop tourism services and facilities relevant to enhancing visitors’ experiences. In FY2015, the VCB continued to work with the TDC to refine the capabilities of data analysis to provide even keener insights into the destination’s visitors. Sampling concerns, however, began to suggest more source market data was needed. In late FY2015,
81 SECTION 09 RESEARCH
VisaVue spending and source market data was purchased by the VCB to add a layer of highly dependable, large volume insights into where SJC visitors are coming from and how they are spending while on Florida’s Historic Coast.
At this writing, visitor profile data and economic impact data is being collected by Downs & St. Germain, a reputable tourism research company. For the purpose of FY2020 planning, VisaVue will continue to be used to verify source market and some spending data.
Arrivalist® visitor monitoring solution began being used to track visitation to Florida’s Historic DIGITAL AD CONVERSION Coast by those exposed to VCB digital advertising in October of FY2019. The Arrivalist data AND DEMAND will be used in FY2020 to optimize digital ad buys and messaging for actual conversion to PERFORMANCE visitation.
Meanwhile, the VCB will continue to use nSight for Travel™ reports which compile past 30 days and future 60 days online destination search and booking information for St. Augustine and Ponte Vedra Beach. These reports have evolved since the VCB began investing in this service in 2015. Currently, tracking monthly demand progress helps identify periods which may need more marketing effort to boost search compared to selected competitors.
Smith Travel Research monthly Trend Reports will continue to be used to monitor traditional LODGING AND SECONDARY lodging performance for St. Johns County, but in 2016, the VCB purchased an enhanced RESEARCH RESOURCES weekly report from STR which allowed the VCB to compare lodging performance at the daily and weekly level to examine event and holiday performance year over year. As alternative lodging (Airbnb, VRBO, etc.) grows in St. Johns County, the VCB will add a vacation rental performance monitoring service to report on Occupancy, ADR and other criteria so that the VCB can stay on top of the demand this vital segment of the lodging industry generates.
Additionally, secondary travel industry resources such as State of the American Traveler® from Destination Analysts, informs the VCB of changes affecting the tourism business and customer behaviors in the current year and looking forward. Meetings Today Trends Survey™ and Business Travel Index™ will inform the VCB about the planning behaviors and trends among meeting planners, travel agents, tour operators, and wholesalers.
82 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
83 SECTION 09 RESEARCH
84 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
ATTRACTIONS FY2020 will be the fifth year in which the VCB gathers and reports on attendance from a PERFORMANCE MEASURES sampling of area attractions to better understand the link between lodging and attraction performance for this very important aspect of the visitor experience. With continued cooperation of the sample group, this data has been incorporated into the tourism industry reporting by the VCB.
OBJECTIVES ++ Monitor consumer awareness and acceptance of the FHC brand.
++ Accurately determine the origin markets, pertinent demographics, consideration set and process, media use, visitor spend, relevant in-market behavior of visitors to Florida’s Historic Coast.
++ Monitor consumer and destination meeting planner selection motivations and intensions.
++ Monitor SJC and its competitive set’s lodging performance monthly.
++ Monitor demand for FHC among online travel planners and purchasers.
KEY PERFORMANCE MEASURES
++ Monitor online demand for FHC relative to selected comp set destinations.
++ Continue to deliver monthly reports on lodging (traditional and alternative) and attractions industry performance to VCB stakeholders and TDC.
++ Report on relevant research findings to the VCB stakeholder base as available.
STRATEGIES ++ Review the TDC visitor profile survey data when available to assure that messaging and product development is relevant to visitors to Florida’s Historic Coast.
++ With the help of Destination Analysts, PETERMAYER and key travel industry associations, collect relevant secondary research results related to travelers’ and meeting planners’ motivations and influences.
++ Continue to receive Smith Travel Research reports and vacation rental reports on monthly lodging metrics.
++ Continue to collect and report on attractions’ attendance monthly.
++ Conduct monthly – at least – evaluations of online search demand for FHC and its key competitors.
++ Conduct quarterly – at least – evaluations of digital media conversions to visitation.
85 EVENTS SECTION
86 10 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (signature events, ecotourism).
Since 2003, the VCB has produced and nurtured Florida’s Birding & Photo Fest, one of the great events of its kind in the country. Now entering its 18th year, the festival enjoys a strong following of serious photography enthusiasts, and serves as a powerful statement for the appeal of our destination to the ecotourism market.
This signature event features more than 110 expert-led seminars and field trips and hosts more than 600 attendees, largely overnight visitors with a stay of three to five nights. Satisfaction levels are consistently high and, among those interested in birding and wildlife photography, it elicits tremendous respect for our destination.
Following each festival, participant surveys are analyzed and findings are applied to the development and marketing of the next year’s plans, addressing such matters as curricula, pricing, geo targeting, demographic trends, and subject matter preferences.
Here, as examples, are data pulled from the FY2018 survey, used in planning of the recently concluded FY2019 event, followed by objectives, strategies and key performance measures for FY2020.
++ 86% said that Photo Fest was their primary reason for visiting FHC
++ 87% said that they are likely to return to the festival
++ 89% of attendees participated two or more days
++ 63% spent two or more nights in paid accommodations
++ 51% in hotels/motels, campgrounds, condominiums, or bed and breakfast inns
++ 90% dined out
++ 41% visited the historic district
++ 35% visited the beaches
++ 41% visited state parks
++ 20% visited Ponte Vedra Beach
++ 12% visited the outlet malls
++ 16% visited museums/paid attractions
87 SECTION 10 EVENTS
FY2020 OBJECTIVES ++ Increase overnight stays.
++ Showcase the natural attributes and photographic opportunities in the destination.
++ Expand opportunities to build the brand through PR and promotions.
++ Maintain festival standards and impact while reducing demand on VCB staff time.
KEY PERFORMANCE MEASURES
++ Increase event attendance and in-market per capita spend, each by five percent (at this writing, the final FY2019 figures are not available).
++ Recognizing the VCB marketing plan as a living document, the FY2019 survey results will be added upon receipt and analysis.
FY2020 STRATEGIES ++ Maintain e-mail marketing campaign (eCRM) to existing database of 3,727 past Birding & Photo Fest attendees.
++ Appeal to a wider audience by continuing to expand the focus from solely birding/wildlife photography by offering instruction on different genres of photography such as macro, portrait, night photography, etc.
++ Motivate lodging partners to offer special rates to festival attendees; all participating partners will be listed on the festival’s website and in collateral materials.
++ Continue to pursue a multi-year strategy that will reduce the VCB staff’s project management demands by selling or transferring the event to a qualified event producer capable of delivering continued growth of the event, as well as further enhancement of the FHC destination brand, among nature and photography enthusiasts.
88 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
89 MARKETING BUDGET SECTION
90 11 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
Supports St. Johns County’s TDC Strategic Plan Goal(s):
Diversify the range and type of experiences available to visitors (sports tourism, signature events, ecotourism, cultural and music tourism, heritage tourism, local food and culinary tourism, ag tourism, family-based tourism, wedding tourism).
Maintain a high level of brand awareness and feeder market sensitivity (feeder market analysis, continuous marketing impact analytics, target market understand and marketing approach).
Leverage tourism investments to improve the overall economic condition of the county (sports capital, target industry conventions).
The Category 1 (Destination Marketing) net bed tax allocation (VCB’s total public sector budget) for FY2020 is $5,286,000, excluding reserves and SJC Indirect Fee. While that’s 5% above last year’s figure of $5,031,848, the last two years reflected no growth. With this increase in total available dollars and tight control of overhead (which is projected to increase only 2.1%), the marketing portion of the budget increases 6.1% over projected FY2019. As a percent of the total budget, Marketing remains a strong 75%.
The available funds have been allocated to reinforce the strategies that will accomplish the VCB objectives:
++ Advertising remains the largest portion of the budget at 57.2%, 7.3% higher than FY2019 (projected).
++ Web development and eCRM allocation declines by 41% as the new website will be completed in FY2019.
++ Public Relations investment was increased by 3.3%.
++ Non-salary Sales spending increased by 9.3%.
++ Fulfillment & Collateral Distribution is expected to increase by 15.7% due to increased demand, postage and handling costs.
++ Research more than doubles with the addition of new vacation rental and advertising tracking systems.
++ Combined Marketing Spend is up 6.1%, but as a percent of the total, it remains a very healthy 75% which is eight points higher than the average of Florida DMOs and 18 points higher than like-sized DMOs nationwide.
91 SECTION 11 MARKETING BUDGET
FY2020 % CHANGE FY2020 % OF TOTAL FY2019 % OF TOTAL BUDGET ALLOCATION TO FY2019 (PROJECTED)
ADVERTISING $3,021,790 57.2% 7.3% $2,817,242 56%
MEETINGS & TRAVEL INDUSTRY $190,000 3.6% 0.0% $190,000 3.8% (This figure is included in Advertising above)
PROMOTIONAL SEED FUNDS $100,000 1.9% 25.0% $80,000 1.6%
WEB DEVELOPMENT & ECRM $118,000 2.2% -41.0% $200,000 4.0%
PUBLIC RELATIONS (includes all of SJC Public Relations Services and $243,000 4.6% 3.3% $235,277 4.7% portions of In-House, Trade Shows and Travel)
SALES (includes all of Sales Missions and portions $249,250 4.7% 9.3% $228,027 4.5% of In-House PR, Trade Shows and Travel)
FULFILLMENT & DISTRIBUTION $164,500 3.1% 15.7% $142,200 2.8% (includes Inquiry Services, Brochure Dist, Postage and JIA VIC)
RESEARCH $65,000 1.2% 103.1% $32,000 0.6% (includes Professional Fees)
TOTAL MARKETING $3,961,540 74.9% 6.1% $3,734,746 74.2% RELATED SPEND
REMAINING OVERHEAD $1,324,460 25.1% 2.1% $1,297,102 25.8%
GRAND TOTAL (Excluding Reserves and $5,286,000 100.0% 5.0% $5,031,848 100.0% County Indirect Fees)
92 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
OBJECTIVES ++ Optimize available resources to maximize activities directly impacting marketing efforts.
++ Maintain industry co-op spending on destination advertising including meetings and conventions.
++ Increase investment in sales team presence at trade shows and outreach.
++ Hold a small advertising allocation to support airline launches and route maintenance at JIA and NFRA.
KEY PERFORMANCE MEASURES
++ Achieve budget allocation proportions reflected in the chart on the previous page, protecting the total spend on marketing based on the projected TDT collections for FY2020.
++ Maintain partner co-op spending (including in-kind) to promote Florida’s Historic Coast.
STRATEGIES ++ Continue to find savings via increased efficiencies in operations.
++ Continue to negotiate aggressively for best possible pricing on all VCB purchases.
++ Redeploy only the most attractive promotional and co-op opportunities supported by stakeholders.
++ Conduct a large advertising workshop in September for stakeholders to learn about co-op opportunities.
++ Continue to challenge our expert partners, PETERMAYER, Camelo Communication, and NetWeave Social Media, to make the most efficient purchasing decisions possible.
++ Maintain as much flexibility as possible to move resources to the best performing marketing tools during the year.
93 APPENDIX SECTION
94 12 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
APPENDIX A
DOMESTIC LEISURE VA/NCMA/MCASC TBD INITIATIVES This Annual Appointment Show is a great opportunity in the motor coach group travel industry to develop packages which bring motorcoach groups from Virginia, North Carolina & South Carolina to FHC. Travel industry sellers from all over the United States get together for one-on-one tour itinerary planning. The multi-day event also features business training and professional development seminars. Motorcoach groups in the destination means less vehicles in the historic area and more weekday business.
Expected attendance 500
GMOA/AMA/SCMA TBD
This Annual Appointment Show is a great opportunity in the motor coach group travel industry to develop packages which bring motorcoach groups from Georgia, Alabama & South Central Motorcoach Assn. to FHC. Travel industry sellers from all over the United States get together for one-on-one tour itinerary planning. The multi-day event also features business training and professional development seminars. Motorcoach groups in the destination mean less vehicles in the historic area and more weekday business.
Expected attendance 300
NATIONAL TOUR ASSOCIATION FT. WORTH, TX
NTA and the United Motorcoach Association have combined their annual Convention and Expo. Travel Exchange – one show that puts the full spectrum of North American travel buyers and sellers on the same floor. Motorcoach groups in the destination mean less vehicles in the historic area and more weekday business.
Expected attendance 2,800
TAP DANCE BRANSON, MO
Travel Alliance Partners, LLC is a member-owned organization of premier tour operators in the United States and Canada. Each is a regional expert with new and unique itineraries. The Travel Alliance Partners (TAP) hold an annual conference which brings tour operators and selected suppliers together for networking and appointments.
Expected attendance 230
95 SECTION 12 APPENDIX
AMERICAN BUS ASSOCIATION OMAHA, NE
ABA is the premier business event for the leisure group travel industry. The appointments are the core of the show, which allow buyers and sellers to meet face-to-face in prescheduled seven-minute appointments.
Expected attendance 2,760
THE VILLAGES GROUP LEADERS EVENT - SPRING THE VILLAGES, FL
The VCB will put together an event at The Villages with partners to promote Florida’s Historic Coast for their Club outings. Includes a two-day initiative with calls at AAA offices along the way.
Expected attendance 310
THE CENTURY VILLAGE - FALL WPB, PEMBROKE PINES, DEERFIELD BEACH, BOCA RATON, FL
The VCB will put together an event at The Century Village with partners to promote Florida’s Historic Coast for their Club outings. Along the way they will call on travel agencies including AAA offices.
Expected attendance 210
PLAYERS CHAMPIONSHIP TOURNAMENT FAM TOUR FLORIDA’S HISTORIC COAST
Using this tournament as an incentive to visit and tour the destination, the VCB will invite qualified golf tour operators, receptive tour operators and meeting planners to attend. They will site the appropriate hotels, attractions, etc., to familiarize themselves with the destination so they can better sell the properties.
Expected attendance Five Tour Operators/Receptive Tour Operators/Meeting Planners
STUDENT & YOUTH TRAVEL ASSOCIATION WINNIPEG, MB CANADA
SYTA Annual Conference offers a relaxed yet business-focused setting for tour operators, group travel planners and business partners to meet, learn and connect with each other. Over 900 attendees will gather together at the only conference and showcase dedicated to the student and youth market in North America.
Expected attendance 900
96 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
CONNECT TOUR (NEW INITIATIVE) TBD
This is a new motorcoach tour operator travel show designed to address industry needs. It combines the right timing for product development, a unique format that creates an efficient and effective environment to expedite the sales process and close business, and a robust educational track to inspire and inform industry leaders in a rapidly evolving market.
Expected attendance 350
CONNECT DIVERSITY SUMMIT 2020 TBD
This Summit will bring multicultural meeting and event planners together with destination representatives for networking, education and intelligent conversation about the meetings industry. At the Diversity Summit, they will help bridge the gap between multicultural meeting planners, hotel and destination representatives by discussing industry standards around the planning process, and the value they place on multicultural meetings.
Expected attendance 300
INTERNATIONAL LEISURE IPW (FKA INTERNATIONAL POW WOW) LAS VEGAS, NV INITIATIVES U.S. Travel Association’s IPW is the travel industry’s premier international marketplace and is the largest generator of USA travel. There are three days of intensive pre- scheduled business appointments. At IPW, buyers and sellers are able to conduct business that would otherwise be generated only through an exhaustive number of around-the-world trips.
Expected attendance 2,500
FLORIDA HUDDLE JACKSONVILLE, FL
This show brings tour operators who target international travelers who have more leisure time, travel more, stay longer, and have a higher discretionary income together with Florida suppliers. Visitation often peaks in shoulder months and stays extend through softer weekday periods. Hosting this show in SJC in the past brought international attention to the destination and educated buyers and media that attended this show.
Expected attendance 500
97 SECTION 12 APPENDIX
CONNECT TRAVEL 2020 ORLANDO, FL
This is a relatively new international tour operator travel show specifically designed to address industry needs. It combines the right timing for product development, a unique format that creates an efficient and effective environment to expedite the sales process and close business, and a robust educational track to inspire and inform industry leaders in a rapidly evolving global market.
Expected attendance 350
IITA ANNUAL SUMMIT ST. PETERSBURG, FL
Returning to this conference to continue building relationships with U.S.-based receptive tour operators and assist them in promoting Florida’s Historic Coast to their tour operator clients in prospective countries. This will also encourage them to continue reporting room nights booked and consumed in the destination to VCB Sales staff. The Summit Conference includes the IITA Marketplace and its 10-minute business appointment format. Representatives from the top receptive tour operator companies meet one-on-one with supplier members to learn about the products suppliers can provide to meet receptive operator needs.
Expected attendance 100
INTERNATIONAL INBOUND TRAVEL ASSOCIATION (IITA) BOARD RETREAT DURANGO, CO
This annual retreat allows VCB staff to assist and interact with receptive tour operators while they plan their next year’s initiatives, discuss the importance of DMOs, and how to use them. It includes work on board development, orientation, training, strategic planning, making changes to adjust to economic conditions and business models and planning for major/ critical Issues.
RELIGIOUS INITIATIVES CONNECT FAITH GRAND RAPIDS, MI Rejuvenate Marketplace gives our team the opportunity to meet face-to-face with preset appointments with qualified planners of faith-based meetings. Planners are very carefully prescreened and only those who book meetings that can be moved around the country and that utilize at least 300 hotel rooms are invited to marketplace. This show continues to provide opportunities for booking religious meetings, retreats, etc. Consistency is important with this market.
Expected attendance 900
98 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
RELIGIOUS CONFERENCE MANAGEMENT ASSOCIATION (RCMA) IRVING, TX
This association holds a three-day event called EMERGE which provides a two-day trade show, featuring nearly 300 unique venues, destination, and event-based products and services. The 2020 program features four engaging keynote sessions, 30 educational sessions, and 19 micro-education sessions. Expected attendance 800
CHRISTIAN MEETINGS AND CONVENTIONS ASSOCIATION TBD
The CMCA is an association of religious meeting planners which holds an intimate Christian showcase for the hospitality industry with programs that feature faith-based devotions, prayer, and music. Their membership is open to planners, regardless of for whom the planner works. Membership includes people who plan for corporations, associations, local church retreats, ministries, denominations, and third-party planners.
Expected attendance 450
FAMILIARIZATION TOURS & SITE VISITS TBD
Meeting Planner Site Visit
Pre-Florida Huddle Fam Tour, Jan. 26-28, 2020
Pre-qualified pop-up site visits
Sales Missions: Orlando, NYC and Long Island. VCB Partner Opportunities
99 SECTION 12 APPENDIX
APPENDIX B
MEETINGS & INCENTIVES FLORIDA ENCOUNTER PANAMA CITY, FL INITIATIVES Florida Encounter is a hosted buyer one-on-one appointment trade show produced by VISIT FLORIDA focusing on the corporate, association and incentive markets. Invited planners must have current RFP or history of booking business in Florida. VCB Partner Opportunity
Expected attendance 225
IMEX AMERICA (INTERNATIONAL INCENTIVE & MEETING EXCHANGE) LAS VEGAS, NV
International booth and appointment show for incentive travel and meetings. IMEX has produced excellent RFPs in the past. The largest hosted buyer program in the meetings industry, predominantly attended by corporate, third-party and incentive planners. The show is sponsored and endorsed by MPI, DMAI, PCMA, ASAE and SITE. Participation will be in cooperation with VISIT FLORIDA.
Expected attendance 13,500
SMALL MARKET MEETINGS GREEN BAY, WI
A one-on-one appointment trade show for meeting professionals of all market segments who predominately book second and third tier destinations. This show has produced RFPs for our partner hotels the last six years.
Expected attendance 300
CONNECT MARKETPLACE / CORPORATE NEW ORLEANS, LA
Produced by Connect Meetings, Marketplace is a one-on-one appointment show for corporate meeting and event organizers. Networking events give suppliers excellent opportunities to meet as many planners as possible. This show has a proven track record of producing RFPs.
Expected attendance 3,000
SITE SOUTHEAST EDUCATIONAL SUMMIT (NEW INITIATIVE) POINT CLEAR, AL
SITE Southeast is part of a global professional organization dedicated to creating motivational experiences that produce business results within the meetings and incentive industry. This event gives suppliers an opportunity to meet with planners from throughout the Southeast.
Expected attendance 240
100 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
INDEPENDENT PLANNER EDUCATION CONFERENCE ST. PETERSBURG, FL
Produced by Northstar Media, this is a one-on-one appointment trade show and educational conference for meeting professionals of all market segments who have current RFPs. Northstar events reliably present excellent networking opportunities with planners, and we have seen excellent production over the years.
Expected attendance 240
XSITE TRADE SHOW TALLAHASSEE, FL
Xsite is one-on-one appointment trade show for state association, corporate, government, independent and third-party meeting professionals. Excellent opportunity to network and build relationships with this audience.
Expected attendance 200
CONNECT FL ST. PETERSBURG, FL
Produced by Connect Meetings, this will be the third year for this one-on-one appointment show for corporate, incentive, and independent meeting planners interested in booking events in Florida. Suppliers visit qualified planners in pre-set appointments. Like Connect Corporate, this show has produced a number of RFPs for higher-rated weekday corporate business.
Expected attendance 160
CONNECT FINANCIAL TBD
Produced by Connect Meetings, this will be the second year for this one-on-one appointment show for corporate, incentive, and independent meeting planners focused on financial meetings.
Expected attendance 180
PLAYERS CHAMPIONSHIP TOURNAMENT FAM TOUR FLORIDA’S HISTORIC COAST
Using this tournament as an incentive to visit and tour the destination, the VCB will invite qualified group meeting planners to attend.
Expected attendance Two to Three Planners
101 SECTION 12 APPENDIX
DESTINATION SOUTHEAST KISSIMMEE, FL
Produced by Northstar Media, this show has consistently produced RFPs in the past. This is a one-on-one appointment trade show and educational conference for meeting professionals of all market segments who have current RFP or history of booking group business in Florida.
Expected attendance 150
ELITE MEETINGS ALLIANCE TBD
Hosted buyer one-on-one appointment show now produced by Cvent with former EMA leadership still in a consulting role. They bring in higher-end corporate planners with a focus on top-tier resorts with one-on-one scheduled appointments for a variety of corporate meetings, including incentive groups.
Expected attendance 130
SMART MEETINGS EAST TBD
Hosted buyer one-on-one appointment show produced by Bright Media, bringing in planners from all market segments for pre-arranged one-on-one appointments. VCB Partner Opportunity.
Expected attendance 180
ASSOCIATION EXECUTIVES OF NORTH CAROLINA ANNUAL CONFERENCE TBD, NC
Annual conference for association management professionals and meeting planners from association, corporate, government, educational, and medical organizations, plus independent and third-party planners.
Expected attendance 250
HELMSBRISCOE ANNUAL BUSINESS CONFERENCE TBD
As a valued partner we have enhanced our online and booking engine presence with HelmsBriscoe for greater penetration and visibility to the third-party and independent planner segment. The Annual Business Conference is for HelmsBriscoe associates and valued partners only. The trade show gives suppliers an opportunity to network and strengthen current relationships, as well as meet new associates.
Expected attendance 2,200
102 ST. AUGUSTINE | PONTE VEDRA MARKETING PLAN FLORIDA’S HISTORIC COAST FISCAL YEAR 2020
MEETINGS TODAY LIVE! SOUTH CLEARWATER, FL
This is a one-on-one appointment show for hosted buyers from primarily corporate groups looking to book in the Southeast. The sales team has had great success earning RFPs from attending one-on-one appointment shows and expect this trend to continue.
Expected attendance 150
FLORIDA SOCIETY OF ASSOCIATION EXECUTIVES MONTHLY MEETINGS TALLAHASSEE, FL
Attend three monthly luncheons, months TBD.
Monthly attendance 60-80
FL SOCIETY OF ASSOCIATION EXECUTIVE (FSAE) ORLANDO, FL
Annual convention of Florida association executives and planners.
Expected attendance 1,800
GA SOCIETY OF ASSOCIATION EXECUTIVES (GSAE) SAVANNAH, GA
Annual convention for Georgia association executives and planners.
Expected attendance 450
103 SECTION 12 APPENDIX
OTHER SALES APPENDIX C SEGMENTS INITIATIVES
EXECUTIVE GROUPS LUXURY MEETING SUMMIT (LMS) GEORGIA AND FLORIDA These are one-day appointment shows for the VCB. An innovative event matching suppliers with qualified meeting planners for one-on-one appointments in a fast and professional show setting.
Expected attendance 100
MEETING PROFESSIONALS INTERNATIONAL (MPI) TAMPA BAY AREA CHAPTER TAMPA, FL
Staying active and involved by attending monthly MPI meetings is crucial in maintaining our visibility, strengthening current relationships, and building new ones. Each luncheon provides educational topics related to our industry, as well as networking time with the planners.
Expected attendance 50
MEETING PROFESSIONALS INTERNATIONAL GLOBAL MEETINGS INDUSTRY DAY JACKSONVILLE, FL
Continuing our strong presence and membership at MPI, this one full-day of trade show provides just that. The benefits include, showcasing the destination and services, strengthening current relationships, and meeting new planners.
Expected attendance 120
GOVERNMENT SOCIETY OF GOVERNMENT MEETING PLANNERS (SGMP) GAINESVILLE, FL Attending monthly SGMP meetings is crucial in maintaining our visibility in Alachua County (University of Florida), strengthening current relationships, and building new ones. Each luncheon provides educational topics related to the industry, as well as networking time with the planners.
Expected attendance 30
SOCIETY OF GOVERNMENT MEETING PROFESSIONALS EDU-CON DAY GAINESVILLE, FL
This initiative continues to provide successful network opportunities with government and third-party planners who book government meetings. This event attracts planners from across north Florida. It is a full day of educational workshops and trade show.
Expected attendance 48
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UF MEETING PLANNER WORKSHOP (NEW INITIATIVE) GAINESVILLE, FL
The University of Florida Conference Department hosts an annual Meeting Planner Workshop which includes industry experts speaking on topics such as trends in technology, tourism, Convention and Visitor Bureau, finance, contracts and grants, and best practices from both suppliers and planners perspectives. This initiative also includes an exhibitor component for additional exposure.
Expected attendance 200
GOVERNMENT
VISIT FLORIDA I-95 WELCOME CENTER WINTER FESTIVAL YULEE, FL
The VISIT FLORIDA Yulee Welcome Center is the first welcome center I-95 drivers pass when entering the state. Over the past eight years this one-day booth exhibit consumer show has captured the drive market by promoting our attractions and local events. Each year visitation has increased. VCB Partner Opportunity.
Expected attendance 4,500
INTERNATIONAL GAY & LESBIAN TRAVEL ASSOCIATION ANNUAL CONFERENCE TBD
The IGLTA Annual Global Convention is the world’s premier educational and networking event for LGBTQ tourism professionals. The 36th edition of the conference will connect gay, lesbian, and gay-friendly travel and tourism suppliers and buyers through its hosted buyer and scheduled appointment program, numerous educational workshops and networking receptions.
Expected attendance 1,000
CM’S LGTBQ TOURISM FORUM (NEW INITIATIVE) TBD
Community Marketing & Insights (CMI) partnered with Destinations International to bring together leading industry professionals to share learnings about the LGBTQ market. Designed for marketing and sales executives of tourism boards, CVBs and DMOs, this event offers a variety of networking and educational sessions.
Expected attendance 200
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MILITARY REUNION NETWORK (MRN) TBD
Formerly known as the Reunion Friendly Network. The VCB has attended the past nine years. This is a two-day appointment and conference show welcoming military reunions of all branches to consider our destination. Conference includes networking events, one-on-one appointments, seminars, speakers, meal functions, and social events. VCB Partner Opportunity.
Expected attendance 40
TRI-BASE MILITARY TRAVEL SHOWS NAS JAX AND MAYPORT, FL & KINGS BAY, GA
For the past nine years, the VCB has participated in reaching out to the military market and has had great success. These three one-day consumer shows allow exclusive entry to the NAS Jacksonville, Naval Station Mayport, FL and Navy Sub Base King’s Bay, GA. The VCB exhibits to military personnel and their families coming from the Southeast Region of the U.S. VCB Partner Opportunity.
Expected attendance 600 per location
WEDDINGS & TAMPA BAY BRIDAL SHOW TAMPA, FL SPECIAL EVENTS This well-received show has proven to be a great area to target destination weddings and special events. For the past eight years the VCB has received a variety of leads for weddings, girlfriend getaways, anniversaries, and honeymoons. This four-hour consumer trade show gives us the opportunity to showcase St. Johns County. VCB Partner Opportunity.
Expected attendance 750
GEORGIA BRIDAL SHOW (NEW INITIATIVE) GAINESVILLE, FL
This wedding and special event show positions the destination to welcome an audience from Georgia, one of our larger sources of visiting brides, and to entice them to see our destination as the ideal location for their destination wedding. VCB Partner Opportunity.
Expected attendance 500
THE RAINBOW WEDDING NETWORK ATLANTA, GA
Rainbow Wedding Network is the producer of hundreds of boutique-style gay & lesbian wedding expos throughout the nation. This show produces 25 new events each year, now in more cities than ever, connecting LGBTQ couples with wedding vendors who actively support this market. Florida’s Historic Coast hosted the first Rainbow Wedding Network expo on February 4, 2018. VCB Partner Opportunity.
Expected attendance 100
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SPORTS & RECREATION NATIONAL ASSOCIATION OF SPORTS COMMISSIONS (NASC) TBD A third-year initiative, the NASC Symposium is the annual meeting of this organization. It attracts hundreds of sport tourism professionals and industry partners gather to exchange time, resources, strategies, solutions, and more. The Symposium features dozens of education sessions, networking opportunities, and business development appointments in the NASC Sports Marketplace, all to help elevate sports events. VCB Partner Opportunity.
Expected attendance 2,000
TRAVEL, EVENTS AND MANAGEMENT IN SPORTS (TEAMS) TBD
TEAMS offers groups the opportunity to find new host cities and venues for sports events and meetings in a time-efficient, cost-effective manner. This is a hands-on educational program which includes networking opportunities, one-on-one appointments with sports organizers, and a mix of educational sessions.
Expected attendance 2,000
S.P.O.R.T.S. (NEW INITIATIVE) TBD
S.P.O.R.T.S. is a reverse trade show where sports event planners and rights holders occupy the booths, and the suppliers and destination representatives visit for 15-minute qualified appointments, twice as long as many in the industry. To help strengthen and develop relationships, this event offers many informal and fun networking activities.
Expected attendance 2,000
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MARKETING PLAN FISCAL YEAR 2020
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