marketing plan 2015-2016

Transcription

MARKETING PLAN 2015-2016
General Manager
INTRODUCTION
I am pleased to present Destination El Paso’s Marketing Plan for fiscal year 2016.
This plan has been designed to guide you through our major marketing initiatives
(a lot were soft-launched in the latter part of fiscal year 2015) and explain our
plan-of-action for the upcoming year. At the time this report was developed, we
hadn’t quite completed fiscal year 2015, but I can definitely say that this has been a
truly phenomenal and incredibly busy year for our team.
Visit El Paso launched its first new advertising campaign in six years; a state-ofthe-art smartphone app; and made several modifications to our Spanish-language
website and award-winning English-language website. El Paso Live hosted several
successful concerts and events including the Broadway blockbuster, WICKED;
classic rockers ZZ Top; and indie pop darlings, Paramore.
While the current fiscal year is nearing the end, we’ve already started, aggressively
planning for fiscal year 2016. This plan will recap some of our highlights from
fiscal year 2015, but will also serve as a guide to where Destination El Paso is
heading in its tourism and venue/event marketing efforts for 2016.
Visit El Paso conducted extensive research with the assistance of our United
States-based agency (Sanders\Wingo) and our Mexico-based agency (Atmosfera
Productions) and have determined that the Millennial and Gen X traveler is the
group that we should begin targeting.
El Paso Live has also conducted research regarding industry trends and what the
El Paso Live demographic/audience should be. We have already began to book
more events of interest to this younger demographic and are making changes to
our marketing efforts to reach this audience. While our target market is currently
shifting, we will definitely continue to market our city and events to our existing
supporters who fall into the baby boomer demographic.
El Paso is an ever-growing city that continues to evolve every day and we are
excited to see what the future holds and are happy to be part of this impressive
time of change.
General Manager
Destination El Paso
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Destination Marketing
Venue and Event Management
El Paso Convention Center
Plaza Theatre Performing Arts Centre
Abraham Chavez Theatre
McKelligon Canyon Amphitheatre and Pavilion
Cohen Stadium
The mission of Destination El Paso is to provide convention, tourism, venue
and event management services to visitors, clients and the greater El Paso
community so they can enjoy a pleasurable experience that enhances quality of
life and generates economic growth.
KEY OBJECTIVES AND PRIORITIES
Destination El Paso presents its 2015-2016 Marketing Plan to be implemented as
the approved City budget permits. In pursuit of its mission and alignment with
City Council goals, Destination El Paso will:
Enhance Visitor Revenue Opportunities – Visit El Paso
∞ Promote El Paso as a desirable destination
∞ Grow El Paso’s lodging industry
Maximize Venue Efficiencies Through Revenue Growth and Controlled Expenses
– El Paso Live
∞ Optimize revenue generated through rentals, parking, food and beverage
∞ Manage facilities efficiently to meet or exceed industry standards
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PURPOSE STATEMENT
The purpose of the Visit El Paso division is to provide destination
marketing services to visitors, industry professionals and the greater
El Paso community so they can have a pleasurable and memorable
experience while positively impacting the city’s economy.
FISCAL YEAR 2016 GOALS
Promote El Paso as a Desirable Destination
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Increase involvement and maximize exposure with meeting planners/decision makers via
advertising, sponsorships, promotional materials, sales calls and tradeshows on a state and
national level
Develop and implement an online, print, and non-traditional marketing campaign targeting
the travel 300 and national markets
Target nationally recognized journalists and travel writers to increase editorial coverage and
impact
Develop strong relationship with the travel trade and consumer industry to bring awareness
to El Paso’s offerings by increasing face-to-face appointments and creating marketing
materials
Increase and maintain the “El Paso. It’s All Good.” Digital Ambassador database, in order to
spread positive news about El Paso
Collaborate with heritage organizations, local/regional attractions, and organizers of key
annual events to help them in their regional and local marketing efforts
Grow El Paso’s Lodging Industry
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Promote the destination with specific advertisements, direct mail pieces and host qualified
individuals on site visits and Familiarization Tours.
Participate with E.D. on projects relevant to the recruitment of hotel development and
incentives packages.
Prospect and confirm high impact conventions/sport/special events
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VISIT EL PASO
VISIT EL PASO
OUT OF
ICEBREAKER
IDEAS?
Brooke Underwood makes adventure real.
915.534.0692
bunderwood@destinationelpaso.com
visitelpaso.com
Get the official app:
2015 People’s Choice Winner
Best Ad Campaign
Texas Association of
Convention & Visitor Bureaus
37 square miles of hiking and biking
visitelpaso.com
800.351.6024
Only scenic tramway in Texas
After 18 months of research and planning, Visit El Paso’s new campaign takes a completely
different approach and is geared toward attracting the Millennial and Gen X business and
leisure traveler. Unlike our past or other traditional campaigns, “You Better El Paso Up” features
quirky, attention-grabbing images/video clips and headlines/voiceovers designed to intrigue its
audience and encourage them to find out more about El Paso by visiting the website,
www.visitelpaso.com and planning a trip to the Sun City.
Through our research, we discovered the following:
○○ Millenials and Gen X travelers are the groups we should be targeting.
• Millennials (born 1980 to 2000, ages 15 to 35)
• Gen X (born 1961 to 1980, ages 36 to 54)
• They make up the majority of business and personal travelers, who will extend their trip
to explore a city
• 75% use smart phones and tablets while traveling /// 68% research their travel online
before taking a trip
○○ Shareable, Unusual Experiences
• They look for “authentic” experiences that are highly personalized.
• They share these experiences via social media
• Travelers equate “authenticity” with “not found in a guide book.” They research and curate
their own travel experiences.
○○ Mobile
• By June of 2013, 40% of all travel research was done on a mobile device, up from 25%
in 2012. We’re able to interacting with travelers online to give them information, intrigue
them and engage them in a conversation.
○○ Online Research
• User-generated content (TripAdvisor, etc.) and social media platforms have changed
tourism marketing.
• Peer reviews or even reviews from strangers have earned higher trust levels than friend
and family recommendations.
• Online travel agencies are growing dominant (Kayak, Expedia, etc.)
○○ Travel Video
• Most watch and post travel-related videos.
• Most are inclined to share videos that inspire awe or that are cute or humorous.
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“YOU BETTER EL PASO UP”
○○ Target individuals within our driving markets
• There are 4.8 million people within our 300 mile radius target
• Median age is 35.5
○○ Opportunity Areas
• El Paso can capitalize on what we have that smaller markets (within the region) may not
(better shopping, museums and galleries, zoo, Triple-A baseball, etc.)
• El Paso’s summer music festivals and film festivals draw attention in larger cities like
Tucson and Albuquerque .
Overall Research Discovery - See Appendix page 78 for strategic goals
The thought process behind "You Better El Paso Up" suggests that El Paso is different from
other cities in Texas and the U.S. because it doesn't offer a "cookie-cutter" experience. It's
authentic, adventurous, and there's no expected agenda. This message is perfect for the
Millennial and Gen X traveler because they are in search of off-the-beaten-path experiences
that they can design for themselves, document and share across their social media networks.
Instead of running a full schedule of print ads, nearly 80% of the media buy has been placed
online through digital advertising banners and videos that are currently running in specific
target markets and also being served to individuals who are interested in the themes covered
in the first phase of the campaign (music festivals; history and culture; outdoor adventure;
shopping). As a result of this media buy overhaul and the heavier shift to online advertising,
Visit El Paso is better able to evaluate the campaign performance based on the number of
people who click on an ad and engage with visitelpaso.com. We will still continue to have a
print presence to appeal to a Baby Boomer audience.
New Creative Strategy and Elements
Our primary goal was to intrigue people with the ads and entice them to come to the website
for additional information and the opportunity to see what El Paso has to offer in terms of
authentic Mexican food, music festivals and outdoor adventure. Our creative strategy was
to show something the complete opposite of El Paso or maybe even poke fun at things that
people from other cities may find “cool” or “interesting.”
The first phase of the campaign concentrates on the following themes:
• Shopping
• Heritage/Culture
• Entertainment? Live Music Events
• Outdoors
El Paso isn't a "cookie-cutter" experience ; it asks something of its visitors and asks them to
bring a sense of adventure. That’s why we say, “You Better El Paso Up!”
Modified Media Buy Selection - See Appendix page 60 for strategic goals
Convenience Store Advertising (C-Store)
Millennials and GenXers are frequent convenience store customers, spending time there 4 to 5
times a month.
o We’ve focused on specific drive markets: Midland/Odessa, Big Spring and Pecos.
o Strategy includes multiple appearances: at the gas pump, in the front window and other
areas
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o This medium is brand new to us, and we’re able to capture captive audiences (Consumers
spend 3 to 5 minutes at gas pumps an average of 5 times a month).
o This lifestyle medium has proven heightened recall, which improves brand reception.
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YouTube TrueView
The :15 seconds of video that airs before a YouTube video someone has searched or chosen.
o Videos can be skipped after :05, and if the viewer skips it, we don’t pay for that impression.
o Creative has been constructed so that the first :05 of our videos have an element of
suspense, so viewers will want to see what happens.
o Millennial and Gen X audiences seek out travel and tourism videos, especially on mobile
platforms (phone, tablet).
o They most often share videos that are quirky or humorous.
o Clicks and plays can be tracked and measured.
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o We’ve customized creative messaging by market so we can offer reasons to drive to
El Paso for a visit
Digital Advertising
We have been placing digital advertising since 2011, but this year, we’ve increased our digital
advertising because response can be tracked and measured. Messaging can also be quicklyaltered if not performing well.
o Digital creative features video and animation.
Pandora
The leading online-streaming radio station
o Currently running messaging for our spring and summer music festival season in the
Midland-Odessa
PA N D O R A and ABQ markets
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We’ve created billboards for select markets (Texas - Midland/Odessa and New Mexico Albuquerque, Roswell, Artesia, Deming, and Hobbs) tailored to what those markets lack, giving
people a reason to drive to El Paso.
o These billboards reinforce the message that we’re sharing via our Pandora, C-Store, and
digital efforts.
ALBUQUERQUE
Impact
Phase one of this new campaign had a soft launch in January so we’re still evaluating the full
impact. April 2015 was the first month that we launched each component of the media buy
to include c-stores, billboards, print, digital campaign, Pandora radio, and YouTube TrueView.
We’re excited to report that these campaigns are performing above industry standards.
Digital and online performance results are as follows:
The campaign was recently recognized by the membership of the Texas Association of
Convention and Visitor Bureaus . “You Better El Paso up” received the People’s Choice Award
for best Advertising Campaign and was also the People’s Choice Overall winner.
o Interaction rate is 7.4%, roughly five times above the travel industry standard of 1.4%
o Click-through rate for ads with embedded videos is 0.47%, four times above the industry
standard of 0.10%
o Click-through rate for standard digital banners (no video embedded) is 0.22%, almost three
times above industry standard of 0.08%
o Pandora Radio click-through rate of 1.01% has been is slightly above industry standard
(1.00%)
o YouTube TrueView pre-roll videos engagement rate is 86.7%, considerably higher than the
travel industry video benchmark of 73.4% and 72.8% of viewers elected to watch the video in
its entirety.
o Pandora click-through rates for April and May are on par with industry standards at 1.01%
and are performing better in the Midland-Odessa market
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Out of Home
Next Steps for Fiscal Year 2016
In fiscal year 2016, we will:
○○ Expand our creative themes and adding new “characters” to the mix.
○○ Continue to highlight El Paso’s unique assets such as the outdoors; history and culture;
shopping and unique attractions.
○○ Continue to target the “Travel 300”
○○ Expand from a regional target base to include additional markets and introduce El Paso
to different markets such as Austin, San Antonio, Dallas, Los Angeles, and Chicago which
offer direct flights to and from El Paso. Some of these individuals may come to El Paso for
business on a regular basis, but we may be able to share something about our city they
didn’t know and encourage them to extend their stay and bring their families or friends
with them.
○○ Carefully evaluate last year’s media buy to determine which publications and outlets we
will continue to advertise with and which we will change.
○○ Rely on our advertising agency, Sanders\Wingo to make recommendations, not only based
on past performance measures, but also on industry trends and cost effectiveness.
○○ Start to include a stronger call-to-action in our ads and maybe even include a few
contests, giving interested parties the opportunity to immerse themselves in our culture
and attractions
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visitelpaso.com
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Visit El Paso has also had a presence in Northern Mexico and launched a full-fledged
campaign, “El Paso es Tuyo,” in late 2011. The campaign, geared toward residents of
Chihuahua, Mexico encourages them to make El Paso theirs by enjoying our attractions,
shopping in our malls, and staying in our hotels.
Overall Research Discovery- See Appendix page 70 for strategic goals
This past year, we invested more money in this market, as research presented in a May 2015
report that Visit El Paso commissioned in partnership with the State of Texas Office of the
Governor’s Tourism and Economic Development Division, indicated:
o More than 976,000 Mexican national visitors (399,000 were Mexican business visitors) came
to El Paso
o 63% were here for 1-2 days, primarily for shopping
o Visitors spent an average of $1,205 on their most recent trip (includes lodging, dining,
attractions, entertainment, shopping and souvenirs)
o The bulk were Millennials and Gen X travelers
New Initiatives
Taking a cue from our U.S. advertising research and campaign, our Mexico agency, Atmosfera
Productions modified their creative strategy and their media buy.
o Target demographic is still mothers, aged 25-34 with an interest in family activities and
shopping in El Paso.
o We are also focusing on attracting Millennials and Gen Xers, who are interested in extended
weekend trips, shopping, and other leisure activities.
New Creative Strategy and Elements
Since we’re trying to reach a particular group of potential visitors, Atmosfera concentrated
on one of the most popular trends of the moment, “the selfie.” This new campaign features
a series of different photographs featuring groups of young people to include families, best
friends, and couples taking selfies at some of El Paso’s attractions and shopping centers.
Modified Media Buy Selection
In addition to the traditional print ads, radio spots, television commercials and billboards, we
incorporated a few new options this past fiscal year and will make necessary modifications for
fiscal year 2016.
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EL PASO ES TUYO
Digital Advertising
Since Millennials and GenXers are frequently on their laptops, tablets, and smartphones, we felt
that it was especially important to include some online banner ads. These ads were placed on
the websites that accompany some of the print publications that we are currently advertising
with in order to reinforce the “El Paso es Tuyo” brand.
In fiscal year 2016, we will implement geo-targeted and behavioral digital advertising
campaigns to see if draws more attention to our brand and increases visitation to the newly
redesigned website, www.elpasoestuyo.com.
Online/Website - elpasoestuyo.com
In late 2014, Atmosfera redesigned the “El Paso es Tuyo” website specifically for holiday
shopping in El Paso. This included the use of large-scale dynamic photos and a wealth of
information on all of El Paso’s shopping malls and shopping centers, as well as special events
taking place from November through January. The new “selfie” artwork came into play after
the holiday season and modifications to the site are constantly being made, according to
online promotions that are being featured, as well as events of particular interest to Mexican
nationals.
Social Media
In 2014, we launched special “El Paso es Tuyo” Spanish-language Facebook and Twitter pages
on Mexico’s respective networks. To date, we are nearing 7,500 Facebook fans and close to
200 followers on Twitter.
Impact
Changes implemented for fiscal year 2015 have been successful. We are averaging close to
100 unique visits and 200 page views per month. Our Facebook and Twitter presence is also
seeing a steady upswing since their initial launch date.
Next Steps for Fiscal Year 2016
In 2016, we anticipate that this campaign will continue to evolve and that brand recognition
will definitely be more prominent. We will:
○○ Continue to promote special events and promotions on the website; social media pages;
in print; in radio jingles and TV spots
○○ Host at least one contest per month on the website and via social media outlets. We are
hopeful that the majority of our hotel and attractions partners will participate with us to
create special promotional codes and offers that residents of Chihuahua can redeem
during their stay
○○ Implement on-site marketing and additional public relations efforts to increase visibility
and help Visit El Paso make connections and build relationships with influential individuals
on the other side of the border. We plan to do this by attending tradeshows, conferences,
roundtable events, and possibly sponsoring a few high profile events.
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- See Appendix page 80 for strategic goals
United States Website – visitelpaso.com
Visit El Paso launched a fully-responsive new website in the summer of 2013, which has
since been honored with design awards by several different industry and technology/
graphic design organizations. In fiscal year 2015, we concentrated on updating the site and
incorporating elements from our new “You Better El Paso Up” advertising campaign. We felt
that is was especially important to include visuals that match the digital banner ads that are
running throughout the region, state and nation so individuals will see the same graphics
they saw online when they click-through to our website. This included special landing pages
customized to the themes in the online ads we were running and we also incorporated several
pages on the site with contest entry information and forms.
Next Steps
○○ Host the aRes Travel service on our site. aRes Travel is an industry-leading provider of
a fully integrated private-label travel booking engine; an e-commerce reservations and
ticketing technology platform for the travel and tourism industry. aRes Travel powers
the websites of Destination Marketing Organizations (DMOs), Convention and Visitors
Bureaus (CVBs), hotels, and world-famous attractions with advanced online ticketing and
transaction capabilities.
○○ Make minor modifications to the site to improve navigation and will also include a page on
the site with information on our sister city, Juarez, Mexico.
○○ Implement Get Smart Content, which is a content targeting platform that enables
marketers to provide website content and messaging based on a visitor’s unique profiles
and web-based interactions. For example, in the winter when Chicago is experiencing
freezing temperatures, we will serve Chicagoans who visit our site a message about
planning a trip to El Paso where the winter weather is great.
○○ Place more emphasis on updating the Meeting Professionals and Media sections of the
website.
Mexico Website – elpasoestuyo.com
In late 2014, Atmosfera Productions redesigned the “El Paso es Tuyo” website by changing
creative to highlight holiday shopping, which was the first of many themes, geared toward
attracting Mexican nationals to El Paso. This included the use of large-scale dynamic photos
and a wealth of information on all of El Paso’s shopping malls and shopping centers, as well as
special events taking place from November through January. The new “selfie” artwork came
into play after the holiday season and modifications to the site are constantly being made,
according to online promotions that are being featured, as well as events of particular interest
to Mexican nationals.
Next Steps
For fiscal year 2016, we will continue to refresh creative elements on the site and will host
more online contests. We will also evaluate site functionally and determine if any additional
changes should be made in order to increase visitation to the website
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WEBSITES
U.S. Social Media Efforts – Visit El Paso
Last year, for the first time, Visit El Paso invested in paid advertising on Facebook, Twitter,
Pinterest and Instagram. The first series of ads run were for Destination El Paso’s Community
Job Fair, the Downtown El Paso Street Fest and Cruz Azul vs. Xolos soccer.
Performance
The Destination El Paso Job Fair post reached 13,714 people, with 748 people engaging with
the ad in terms of liking or commenting on the post.
The El Paso Downtown Street Fest was a multi-photo website click ad that reached 90,381
people, with 501 website click-throughs.
Next Steps
Since this was a first-time initiative, we will:
○○ Continue to run paid ads, sponsored posts via the aforementioned outlets, based on
events that think will perform well and help us expand our fan base
Mexico Social Media Efforts – El Paso Es Tuyo
In 2014, we worked with Atmosfera Productions to launch special “El Paso es Tuyo” Spanishlanguage Facebook and Twitter pages.
Performance
To date, we are nearing 7,500 Facebook fans and close to 200 followers on Twitter.
Next Steps
In the new fiscal year, we will:
○○ Concentrate on hosting more contests via social media in an effort to increase our fan
base and brand recognition/interaction, based on the types of events that will be of
interest to Mexican nationals
“El Paso. It’s All Good.” - Digital Ambassador Program
The “El Paso. It’s All Good.” digital ambassador program, which was launched in 2013 as a
community pride movement is still going strong. This initiative was created by a group of
like-minded community and civic leaders in response to the unfair negative media attention
El Paso was receiving based on its proximity to Juarez, Mexico when cartel violence was at an
all-time high. This movement has seen tremendous organic growth through the use of the
social media-specific hastag #ItsAllGoodEp and the number of ambassadors who have signed
up to receive a monthly email update from Visit El Paso, containing national-level news stories
with positive messages about El Paso. To date, we have recruited 4,000 digital ambassadors
and have shared approximately 120 articles.
Next Steps
○○ Continue to host contests for our ambassadors (one quarterly grand prize will be awarded
and a smaller monthly prize will be awarded) based on their engagement with the articles
we share and use of the hashtag.
○○ Attend more events to grow the ambassador program and will order more attractive
incentive items to encourage sign-up and continued participation in the program.
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SOCIAL MEDIA
In December 2015, we performed a soft launch of the “Official Visit El Paso App,” a new, oneof-a-kind smartphone application for iPhone and Android devices. With the rise of smartphone
usage among tourists, we knew it was imperative for us to enhance our mobile presence. The
new app, developed with Bluebridge, who specializes in tourism apps, was designed to help
visitors and locals navigate El Paso and its numerous attractions, restaurants, special events
and festivals
The custom-designed app, available for free on the App Store and Google Play, also features
several different itineraries based on how much time an individual would like to commit to
exploring the community. Additional features include:
○○ Walking, bike, and driving tours of El Paso; most of which have an accompanying audio
track with information on specific sites along the way
○○ City-wide Master Calendar that is automatically updated as events are added, removed
or edited
○○ Current weather conditions and weekly outlook
○○ Instant access to the Official Visit El Paso Podcast and Visit El Paso’s current Visitors Guide
○○ Direct Access to Visit El Paso’s Social Media Outlets
○○ The opportunity for iPhone users to quickly connect with a Visitor Information Center
Specialist via FaceTime. Should individuals have questions about the city or an event, they
can speak with a rep “face-to-face” during standard hours of operation. This feature sets
the Official Visit El Paso App apart from other tourism apps, as it is currently the only one in
the nation to offer this technology.
Performance
In less than six months, the app has had nearly 3,000 downloads and is receiving positive
feedback from members of the community, as well as several visitors to El Paso, from
individuals in town on business to bowlers in town for the 2015 United States Bowling
Congress.
Next Steps
In the upcoming fiscal year, we will:
○○ Continue to improve technology and will soon be able to provide push notifications to
visitors and residents, based on their specific interests. In addition to incorporating the
new aRes Travel service on our website, visitors will also be able to make reservations with
a touch of a button via the Official Visit El Paso App.
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THE OFFICIAL VISIT EL PASO SMARTPHONE APPLICATION
In addition to our traditional and digital advertising initiatives, we also beefed up our
interpersonal interaction with colleagues, meeting planners, travel writers, journalists and
potential visitors by attending several different industry events, as well as hosting two “Mega
FAM” tours per year.
FAMILIARIZATION TOURS
While Visit El Paso has been hosting familiarization tours for decades, this past year was unique
for us, as we partnered with the City of El Paso Mayor’s Office and Economic Development
Department to host our first series of “Mega FAM Tours.” The first “Mega FAM” was held in May of
2014 and collectively, we hosted more than 30 travel writers, meeting planners, site consultants
and other critical business development decision makers. We have hosted a total of three
successful events and the number of attendees grows with each one.
The FAMs feature separate daytime itineraries; one specific to convention development, one
tourism-related and the other dedicated to economic development. Visit El Paso’s tourism
group usually tours local attractions such as the El Paso Zoo, Wyler Aerial Tramway and Hueco
Tanks State Park and Historic Site, the convention group tours hotels and meeting venues, and
the City of El Paso group meets with representatives from a variety of businesses, government
offices and local economic development specialists.
These tours have been so successful in allowing us to showcase our assets to important
individuals who have either never been to El Paso or are returning for the first time in nearly
10 years; this is an excellent opportunity for us to show them our vibrant city that continues to
transform day-by-day.
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TRAVEL/TRADESHOW PRESENCE AND SPECIAL EVENTS
INDUSTRY/EDUCATIONAL EVENTS
Tourism
Development
Chihuahua, Mexico
Roundtable
x
Destination Marketing
Association International
Annual Conference
x
eTourism Summit
x
Convention
Development
Advertising &
Communications
x
How Design Live
Conference
x
Public Relations Society of
America Travel and Tourism
Conference
x
Social Media Week
x
Convention and Visitors
Bureaus Annual Conference
x
x
x
x
Convention and Visitors
Bureaus Annual Conference
Texas Travel Industry
Association Travel Summit
x
x
Texas Travel Industry
Association Unity Dinner/
Converge on the Capitol
x
x
* All schedules subject to change
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VISIT EL PASO
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TRADESHOWS/TRAVEL FAIRS/MISC. OUTREACH EVENTS
Tourism
Development
American Bus Association
Marketplace
x
Armed Forces Day Travel
Fair /// Fort Bliss, TX
x
Convention
Development
Advertising &
Communications
x
Association of Film
Commissioners International
Expo
Bienvenidos Relocation Fair
/// Fort Bliss, TX
x
Connect Marketplace
x
Connect Texas
x
Country Music Festival ///
Las Cruces, NM
x
El Paso Social Network in
Austin, Texas
x
Fraternity Executives
Association Annual Meeting
x
International Balloon Festival
/// Albuquerque, NM
x
Mex-Tex Family Fiesta ///
Midland, TX
x
x
National Association of
Sports Commissions
National Tour Association
Travel Exchange
x
Rejuvenate Marketplace
x
Reunion Friendly Network
ConFAM
x
Society of Government
Meeting Planners National
Education Conference
and Expo
x
Society of Government
Meeting Planners Regional
Educational Conference
x
x
South By Southwest
x
State of Texas New York
Media Mission
Texas Mountain Trail
Association Board Meetings
Film
Commission
x
x
Texas Showcase Brunch
x
Texas Society of Association
Executives Conference
Viva Big Bend /// Marfa, TX
x
Whole Enchilada Festival ///
Las Cruces, NM
x
* All schedules subject to change
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PURPOSE STATEMENT
The purpose of the El Paso Live division is to provide venue
management and event development services to patrons, event
organizers and the greater El Paso community so they can enjoy quality
entertainment and events in facilities that exceed expectations.
FISCAL YEAR 2016 GOALS
Maximize Venue Efficiencies Trough Revenue Growth and Controlled Expenses
•
•
•
•
•
Optimize revenue generated through rentals, parking, food and beverage.
Initiate re-training and engagement of existing or new sales team members with specific
and aggressive goals that address relationship building with potential and existing clients,
research and capture of new business and maintenance of existing business.
Engage aggressive outbound sales effort by dedicated staff member to increase trade and
consumer shows in the Convention Center; consider minimal annual rental increases each
year.
Continue to grow enrollment in Broadway subscription base by securing of quality shows
and national tours; continue to build relationships with existing promoters while also
engaging promoters who may be new to the market via attendance at regional and national
trade meetings that offer opportunities to meet and discuss the potential for the El Paso
market.
Restructure sales staff to engage dedicated staff for catering sales; host food and beverage
events that introduce potential clients to opportunities available for catering business and
personal events; increase relationship-building with current clients to engage in upselling
food and beverage opportunities for their events.
Manage facilities efficiently to meet or exceed industry standards
•
•
•
•
Increase building efficiency and improve usage of building management systems.
Reduce non-scheduled downtime of network and physical plant equipment.
Perform monthly facility operations audits.
Perform monthly safety training session
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EL PASO LIVE
EL PASO LIVE
34
Event marketing is no longer successfully accomplished by simply placing a few print ads and
some radio advertising. The mystery of how to reach a maximum number of potential ticket
buyers is one that we must attempt to solve daily, especially because there is not one specific
way to advertise that appeal to one-hundred percent of our ticket buyers. In an industry that’s
ever-changing, it’s imperative for us to continue to conduct research, stay current with trends
and adjust our tactics to reach a broader audience.
Social media has become a critical element in marketing events, but the overall make-up of our
ticket buyers does not support social media as the only source of information and marketing
for an event. We will, however implement aggressive social media strategies to keep all
demographics aware of our brand and up-to-date with all of our upcoming events and contests.
We will also continue to advertise specific events that appeal to certain demographics via
sponsored posts and ads.
More importantly, we will Increase use of all available channels while maintaining control of our
respective marketing budget, as well as those of individual promoters.
Next Steps
In order to reach our fiscal year 2016 event marketing goals, we will do the following:
Local and Regional Initiatives:
○○ Online Advertising
We will employ the additional use of online advertising via Facebook and other
opportunities to increase our website activity, which has grown from 2,000 Facebook likes
to over 10,000 in a few months.
We will purchase banner ads on radio station website to advertise events.
○○ Print Media
We will continue to use print media but will limit its use to those events that appeal to a
mature demographic. High cost and limited reach present concerns with this media.
○○ Broadcast Media
We will continue to explore broadcast media to reach our potential clients and patrons, an
admittedly difficult task due to the multitude of options currently available to the general
public.
35
EL PASO LIVE
EVENT MARKETING
The El Paso area is unique in its positive response to digital and static billboard advertising.
We will continue to employ the use of these boards in marketing our venues and events.
○○ Free Services
We will continue to employ the use of free supplemental marketing services to all our
public event promoters.
• Website Presence
• Calendar Listing on the Website
• E-blasts
• Digital Marquee Presence
• Creative Assistance for Posters and Flyers
• Marketing Concierge Tables in our venues
• Social Media Posts
National Initiatives:
○○ Print Media
We will increase presence in entertainment industry/trade show print media to encourage
promoters and meeting planners to consider El Paso as a viable option for shows.
We will continue to promote the prominent positions of the Abraham Chavez Theatre and
the Plaza Theatre as two of the top 200 theatres in the world, two of the 5 TopStops in the
state of Texas and the top Broadway market in the region.
* Plaza Theatre was ranked #6 on
Venues Today's TopStops
(2,001-5,000 capacity).
* Plaza Theatre was ranked #114 and
Abraham Chavez Theatre ranked
#128 on Pollstar's 2014 Year-End
200 top theatre venues.
37
EL PASO LIVE
○○ Digital/Outdoor Advertising
El Paso Live will focus on continuing successes experienced in 2015 while expanding our growth
in terms of number of events, as well as growth in attendance numbers. Following are focus
areas, background on each, marketing challenges and opportunities for each and finally what
tools we will use to encourage growth.
Cohen Stadium was assigned to the El Paso Live portfolio of venues and we assumed
management near the end of fiscal year 2014. In order to for us to effectively market this
stadium which had been vacant for several years, we had to restore it for public use. Considering
the condition in which the stadium was received, the restoration process will be ongoing. In a
short amount of time, we have been able to make impressive cosmetic improvements and will
hold our first major concert at the end of August 2015, following successful monster truck/
motocross show in September of 2014.
At the same time, we have been marketing Cohen Stadium for events that could be held in its
ample parking lot, such as carnivals, small-scale circuses, fairs, car shows, and various driver
training events.
Our main challenge is to market events at a venue that has not been in use for several years, and
when it was in use, was solely a baseball stadium.
Next Steps
○○ Market Cohen Stadium to national promoters as an outdoor entertainment venue capable
of seating close to 9,000. A venue that fits well into the El Paso venue inventory, with the
Don Haskins Center, Sun Bowl Stadium, the El Paso County Coliseum, the Convention
Center and El Paso Live’s theatres, as its size falls into the middle of the aforementioned
venues.
○○ Market Cohen Stadium events not only to our local audience but also out of market
regionally via social media, print media, and radio.
○○ We will work to engage military personnel in all Cohen Stadium events via direct marketing
campaigns that define the stadium as an entertainment destination.
○○ We will provide military discounts whenever possible for Cohen Stadium events to
encourage military attendance, especially because of its proximity to Fort Bliss Army Post.
39
EL PASO LIVE
MARKETING INITATIVES-COHEN STADIUM
EL PASO LIVE
MARKETING INITATIVES-VIVA! EL PASO
The return of the VIVA! El Paso series in 2015 was made possible by the dedicated efforts of El
Paso Live and the El Paso Community Foundation, who created El Paso Festivals, Inc., a nonprofit that is the funding partner for the popular summer performance series. The University of
Texas at El Paso partnered with our group as the creative and production partner. A one year
hiatus in the production in 2014 had garnered significant media attention in the past and change
of presenter created a unique challenge to us in terms of marketing the event this year but the
season ended successfully.
The marketing budget for VIVA! El Paso encompassed all forms of media and provided the reach
that was needed to draw significant attendance to support the duration of the nearly two month
series. In an effort to generate excitement of the return of a new-and-improved production, we
hosted a special media night, which members of them media were extended an invitation to see
the show at no cost in hopes that they help us promote it through their respective outlets. This
night proved to be a success and we’re already planning one for fiscal year 2016. Our overall
paid marketing efforts were considered successful based on increased attendance numbers and
a similar marketing effort will be executed in fiscal year 2016.
Next Steps
○○ Re-introduce of a Spanish performance.
○○ Offer special promotions.
○○ Engage sponsorships to assist in defraying expenses.
○○ Encourage growth by:
• Continuing to use social media as a marketing tool, as it played a critical role in fiscal year 2015
• Making a few minor changes to the production and introducing a completely new VIVA! El Paso (Marketing will focus on the “new”)
• Aggressively marketing the event directly to the military via Facebook, running ads in the Fort Bliss Bugle and distributing posters and flyers on the military installation and in northeast El Paso
• Encouraging family attendance by offering special family packages for performances
41
BROADWAY
Presents
In El Paso
NOVEMBER 10 - 15
Dec. 8 - 9, 2015
Dec. 20, 2015
Mar. 30, 2016
Mar. 4 - 6, 2016
Apr. 26, 2016
SEASON PACKAGES ON SALE NOW!
ELPASOLIVE.COM • 915-231-1111
El Paso Live and Jam Theatricals have enjoyed several extremely successful Broadway seasons,
with one of the country’s strongest subscriber bases. Leading Broadway shows are now coming
to the city and we expect FY2016 to experience another fruitful year. Broadway marketing
employs every marketing avenue and has fully engaged the community. As we strive to features
shows that will be of interest to the community at large, it is very important that we strike a
balance between the likes of our longstanding supporters by featuring traditional shows and
appealing to the interests of a group of potential new subscribers who are interested in some of
the more cutting-edge tiles that are currently featured on Broadway.
Additionally, we feel that our expanded use of social media marketing this year proved to
work well, as it allowed us to introduce the series to an entirely new demographic. Being
able to market some of the “edgier” Broadway titles via social media has helped increase new
subscriptions, attract a different crowd to the shows and has given us the opportunity to
inexpensively market all of El Paso Live’s events.
Next Steps
○○ Create additional subscriber series in order to offer more subscriber and single seats to the
public, as we are faced with the challenge to keep existing subscribers and allowing them
to retain the same seats year-after-year, while encouraging new people to subscribe.
○○ Employ substantially heavier use of social media to include ad buys on Facebook in order
to grow attendance by Gen-Xers and Millennials.
43
EL PASO LIVE
MARKETING INITATIVESEL PASO ELECTRIC PRESENTS BROADWAY IN EL PASO
Non Performance-Based Event Development
While we have an in-house sales staff that accepts incoming venue rental leads, the lack of a
dedicated outbound sales representative is something that we would like to add. This is mostly
due to the lack of time of our existing staff and general focus on performance rather than the
number of regional trade and industry shows that could potentially be held in the Convention
Center.
Next Steps
In order to encourage growth in fiscal year 2016, we will:
○○ Assign quotas to current sales staff and weekly reports will be required to measure success
of each sales manager.
○○ Employ an outbound sales manager (under the management of Visit El Paso) to
aggressively pursue this market.
○○ Target this market on social media.
Performance-Based Event Development
Since El Paso Live’s Facilities Sales and Marketing Department has been incredibly busy planning,
hosting and booking hundreds of local and touring events, we haven’t had much time to
dedicate to outbound performance-based outreach/event development. .
Next Steps
In 2016, representatives from El Paso Live will:
○○ Schedule private meetings with event promoters and agents in Los Angeles, New York City,
Houston, Dallas, and Phoenix, to re-introduce our organization and generate awareness of
venues and routing.
○○ Possibly host El Paso showcase events to introduce our venues to different promoters and
agents.
○○ Attend industry shows such as Pollstar, Venues Today, Billboard, International Association
of Venue Managers and other shows that we deem relevant.
○○ Allocate advertising dollars to market our venues in trade and industry publications.
Strategic Event Partnerships
Partnerships are one of, if not them most, important driving forces in El Paso Live’s ventures. This
year, we were afforded the opportunity to work with develop new partnerships and strengthen
existing ones the City of El Paso Museums and Cultural Affairs Department, El Paso Community
Foundation, Jam Theatricals, Splendid Sun Productions, Townsquare Media, University of Texas
at El Paso Department of Theatre and Dance, and to name a few.
Next Steps
○○ Develop new relationships with a variety of organizations.
○○ Create new events and series that the community can enjoy.
45
EL PASO LIVE
EVENT DEVELOPMENT
APPENDIX
Research Presentation from Sanders Wingo
PG 47
Fiscal Year 2016 Media Plan At-a-Glance
PG 60
Mexico Visitor Volume & Visitor Profile Summary PG 70
Destination El Paso Strategic Goals
PG 78-79
Advisory BoardPG 80
City of El Paso Mayor, Council and City Management
PG 81
City of El Paso Organizational Structure
PG 82
46
OVERVIEW: Who, What, How
Consumer Snapshot
•
Millennials
•
Gen X
•
Leisure vs. Business Travelers
•
Families
•
Travel Mindset
Market Review
•
Competitors
•
“Best in Class” Examples
Media Profile
47
APPENDIX
RESEARCH PRESENTATION FROM SANDERS WINGO
Consumer Snapshot: Millennials
The Rise of Independent Social Travel
Millennials want a travel experience that is
curated by themselves as much as possible,
combining a spectrum of people, places
and events that cannot be replicated. “The
ultimate travel aspiration for Millennials: Highly
personalized experiences shared within larger
connected networks of like- minded travelers—
both real and virtual.”
Sources: The Rise of the Millennial Traveler, Skift Report #9, CEB
Iconoculture Consumer Insights, November 2013
Consumer Snapshot: Gen X
Work has the potential to be leisure, and leisure
can be work. Breaking down preconceived
definitions and formality allows travelers to mix
up their to-do list and create a personal, balanced
agenda that works best for them.
• An opportunity to blend downtime with work
time turns any business trip into an opportunity to create a meaningful experience.
• With health an wellness increasingly a priority, and a heightened awareness of too much
screen time, consumers are beginning to understand the importance of unplugging.
• Categories like food, health and retail are welcome in the hospitality space, as long as they don’t interrupt or force-fit into the consumer’s stay.
Source: Iconoculture
48
Leisure travelers seek travel inspiration online, anticipate more family travel, and want to stay
connected while traveling.
Source: The 2013 Traveler, Google
Travelers across segments seek value and frequently comparison shop
Travelers conduct a variety of activities across the web
49
APPENDIX
Consumer Snapshot: Leisure vs. Business Travelers
Consumer Snapshot: Families
“Young Agents”
As Gen We’s position of power in family decisions grows,
kid opinions have climbed up to big-ticket purchases
like vacation packages. Kids now expect to be able to
voice their opinions, and Millennial and Gen Xer parents
outright ask.
Position your offering to parents as a partnership that
alleviates the burden of providing around-the-clock
family fun.
Consumer Snapshot: Travel Mindset
LEVERAGE YOUR UNIQUE OFFERINGS
During the past three years, travel writers and travelers have increasingly equated a sense of
“authenticity” or “local experiences” with things “not found in a guidebook.”
On Google, references to such phrases have increased by 344% from 2009 to 2012.
Market Review: Industry Landscape
“The Destination Marketing Organization Model in Tourism Is Broken”
4 KEY DISRUPTORS
1. The collaborative economy
Also known as the peer-to-peer (P2P) movement, we are now seeing individuals taking steps to creating
their own travel ecosystem. Many have heard of AirBnB, HoweAway, Wimdu or Couchsurfing, yet there
are countless sites now enabling people to rent out a room, a sofa or the whole apartment or house,
either through home-swapping schemes or via transactional sites. Vacation rentals are one of the hottest
segments in the travel sphere, with listings increasing both in the key markets as well as emerging
economies, demonstrating its universal appeal. But while this opportunity (or threat, depending on your
point of view) is often associated with accommodations, truth is it impacts every aspect of the travel
experience once at the destination:
Thus, the collaborative economy presents as much potential as it is a threat to the DMO model right now,
since none of these new players will tend to become members and partake in marketing efforts for the
destination. It is also hurting accommodations who do bother to follow regulations yet get bypassed by
these new and aggressive competitors.
50
Social media and the incredibly fast adoption rates of smartphones and tablets by today’s travelers have
made the information-seeking process much faster and complex. Conversations about a future, ongoing
or past trip are taking place simultaneously on numerous platform, for example when someone checksin on Foursquare while connected on Twitter, or by taking an Instagram pic that’s automatically shared
via a person’s Facebook’s feed. Leading DMO have embraced sophisticated tools to monitor the chatter,
with an active presence on all key platforms: Pinterest, Instagram, Tumblr, Google+, Linkedin, Foursquare,
Tripadvisor, Facebook, Twitter, not to mention various forums where a brand may be mentioned, i.e.
WikiVoyage, Google Reviews, etc. But a majority of destinations are struggling with this challenge, where
monitoring these conversations is a daunting task, let alone trying to chime in and engage with potential
travelers or those at the destination having questions or complaints.
As for user-generated content (UGC) sites, their importance keeps growing, surpassing the age-old
influencer that parents & friends were traditionally. Indeed, more and more studies and research tend
to demonstrate that we trust peer reviews or reviews from strangers more than those from friends or
colleagues. Yet, few destinations incorporate a tactical plan with Tripadvisor, for example, as part of their
digital marketing strategy.
3. The dominance of OTAs in the distribution system
Here’s a question for you: Should a DMO have a booking platform on its website? When was the last time
you ever went to a destination’s web site and booked your accommodation from there, perhaps along
with your flights and some attractions or activities to complement it all? Never, that’s right… Okay, so
maybe I’m exaggerating a bit here, but this example highlights another age-old question: what should
the role of the DMO be in the distribution system right now? Big hotel chains, and independent hotels in
particular, are struggling against the ever-growing dominance of online travel agencies (OTA), in particular
Expedia and Booking. But since many travelers start with a destination in mind before they shift over to the
accommodation options, how could the DMO steer more bookings towards hotel members directly, rather
than onto third parties?
4. Mobile, mobile, mobile
The last major disruptor is the omnipresence of mobile, through smartphone or tablet devices. In June
2013, it was esteemed that more than 40% of all online research for travel came from a mobile device – up
from 25% at the end of 2012! Yet, the greatest challenge this brings to the DMO is in the real-time access,
how we can engage with the traveler while at the destination.
Source: Skift.com
51
APPENDIX
2. The rising importance of UGC and social platforms
Market Review: Competitive Landscape
FINDINGS:
• Most competitor cities include a free,
downloadable or digitally viewable visitors
and/or meeting planners guide to the city. If
they are not available for download/digitally,
they offer to mail them to you for free.
• The Meetings Planner Guide request page
does not follow UX best-practices. It asks
for a lot of information up front. Consider
trimming and/or supplementing with a
downloadable planning guide.
• A majority of the sites offered subscription
options for newsletters and deals. Great way
to capture e-mail leads.
WEBSITE IMPROVEMENT SUGGESTIONS:
UX best practices for forms suggest you:
• Use top-aligned fields (like the example to the right)
• Give your fields space, don’t crowd together
• Clearly indicate which fields are mandatory
• Reduce the number of fields
*The more mandatory fields, the fewer conversions
The example to the right, taken from Austin’s travel
website, is a great example of the most information
you should seek to capture. The address would
allow you to send physical materials (in this case, a
guidebook), while having an e-mail will allow you to
reach them digitally. It’s standard information that
won’t make users feel averse to giving it up. In the absence of physical materials, you might ask
for no more than their Name, Zip Code, and E-mail. This will let you see where your leads are
coming from and still allow you to reach them.
For optimizing purposes, you might consider asking how the user found your site, as in the
example to the right. While your advertising tactics may be set up to send them there directly,
not all users fall into the funnel every time.
52
APPENDIX
Market Review: Competitive Landscape
Travel across all segments is a highly connected, social experience
Elevate your social media sites from a simple
presence to an engagement tactic.
• Increase the amount/consistency of content
you generate and share.
• Increase the number of people you follow,
ideally following those with high travel
interests.
The beauty of social media is that it extends
your reach globally; you don’t need to limit
yourself to your region.
• Ensure your social presence has flow: direct
people from one place to another in a relevant
way based on what we know about their online
habits. If your goal is to get people to your
website, target accordingly. FOLLOW MORE FOR MORE FOLLOWERS
Market Review: “Best in Class” Examples
OKLAHOMA
THE GOALS
• Drive economic impact for Oklahoma
• Identify the optimal advertising media mix
• Increase website visitation and pages viewed
per visitor
THE APPROACH
• Divert 20% of summer campaign budget from
television to YouTube TrueView
THE RESULTS
• TrueView-only performed best at 486% year over
year growth in website visitation
• Oklahoma was the number one state tourism website visited for that month
• New markets are valuable sources of potential visitors
53
Market Review: “Best in Class” Examples
Four Seasons
To engage with customers early in their planning
process, Four Seasons introduced Pin.Pack.Go, a new
trip-planning service that re-imagines the way travelers
share and receive travel recommendations. By getting
in from the beginning, Four Seasons became part of the
adventure from the very first pin.
Four Seasons is a great example of how to encourage
and share user-generated content to lend an air of
authenticity and allow audiences to experience the
brand rom the guests’ point of view.
More than one in six visitors to travel sites are also
Pinterest users. Because of its visually oriented
interface, Pinterest has been touted as having more
promise for travel marketers than other emerging
social media sites (and even some of the established ones)
(eMarketer.com, 24 January 2013)
Media Profile: Digital
The internet is as essential for inspiring new travel as it is for planning travel
54
Once at a destination, 58% of leisure travelers rely on online sources
to evaluate local activities
Are you there when travelers are looking for you?
55
APPENDIX
Ads on smartphones help travelers remember marketers and take action
Business and Leisure Travelers Use Mobile More
• Consumers use mobile for last-minute.
Top OTA brand research shows hat between
60-70% of mobile bookings are same day.
• Tablets are growing fast, with 75.6m US users.
• Tablets fuel “couch and pillow” commerce.
They offer the ability to reach consumers when
they’re most likely to research and book travel:
during down time.
• Tablet users spend 21% more than desktop
users and 54% more than smartphone users,
per purchase.
56
Online travel videos: usage is increasing and they are key throughout
the travel funnel
Travelers engage with all types of travel videos
57
APPENDIX
Travelers engage with all types of travel videos
Travel videos influence and prompt action
58
Travelers not only consume online video content, they create it
59
APPENDIX
FISCAL YEAR 2016 MEDIA PLAN AT-A-GLANCE
Print - Tourism Development
See Texas First
See Texas First is published by the Texas Travel Industry Association
(TTIA) and is a high-profile newspaper insert targeted to select
households in Texas and contiguous states, providing TTIA members
with direct access to travelers and typically generates in excess of
300,000 responses.
•
Frequency: 2x/year
•
Circulation: 1 million
•
Past Placement: ½ page 4C
•
Recommendation: ½ page 4C (2x/year: Spring and Fall issues)
Texas State Travel Guide
The Texas State Travel Guide, also published by the Texas Department
of Transportation, is an annual guide that features information
about each region of Texas. From annual events to maps and local
attractions, the State Travel Guide provides a snapshot of all there is to
experience in Texas.
•
Frequency: 1x/year
•
Circulation: 900,000
•
•
Recommendation: 1/3 page 4C (Annual)
Texas Tour & Meeting Guide
Texas Monthly’s annual Texas Tour and Meeting Guide which is mailed
to a targeted, nationwide list of travel professionals with a history of
doing business in Texas. The comprehensive guide assists travel-trade
professionals with planning meetings, tours, and packages to the state
of Texas; featuring region-by-region city profiles, suggested itineraries
and key travel information.
•
Frequency: Annual
•
Circulation: 95,000
•
•
Recommendation: ½ page 4C (Annual)
60
Bliss Now! is a free magazine published by Fort Bliss Morale, Welfare,
and Recreation that is distributed at more than 20 locations on
post. This 40 page, full color, quarterly publication highlights
ongoing activities and seasonal events, encompassing the social and
recreational life of the Fort Bliss and El Paso community.
•
Frequency : 3x/year
•
•
Past Placement: Full page 4C
•
Recommendation: Full page 4C (3x/year)
True West Magazine
True West magazine showcases the West's most notable photographs,
guns, clothing, trends and most important - in depth studies on
legendary characters such as Wyatt Earp, Doc Holliday, Custer, Jesse
James, Billy the Kid, Wild Bill Hickok, Geronimo, and many others. The
readers of this magazine visit historic sites, stay in motels/hotels, visit
museums, attend rodeos, horse shows and are homeowners.
•
Frequency: 12x/year
•
•
Past Placement: 2/3 page 4C
•
Recommendation: 2/3 page 4C (1x/year)
•
Added value:
○○Discounted rate
○○Matching editorial
Canadian Guide to Texas/Canadian Traveller Magazine
The annual Canadian Guide to Texas is a guide that contains some of the latest destination
information to help Canadian Travel Agents promote and sell Texas.
It will appear on newstands across Canada to inspire consumers to
come visit Texas. Aside from being stand alone issue sent to agents, it
will also be distributed with the winter issue of Canadian Traveller.
•
Frequency: 1x/year
•
Circulation: Canadian Guide 18,000 + Canadian Traveller 30,000
•
•
Recommendation: 1/3 page 4C (Annual)
•
Added value:
○○Hyperlink to digital flipbook
○○Distribution in Canadian Traveller Magazine
61
APPENDIX
Bliss Now
New Mexico Journey
New Mexico Journey magazine is the AAA member publication that
inspires AAA New Mexico members to experience their region and
the world. Every issue yields high readership and actions taken by AAA
members as a result of reading New Mexico Journey. New Mexico
Journey offers advertisers the opportunity to expand their brand by
delivering their message into the homes of purchasing AAA Member
households throughout New Mexico.
•
Frequency: 6x/year
•
•
•
•
Added value: Discounted rate
Print - Convention Development
Texas Meetings + Events
Texas Meetings + Events is aimed at the professional meeting planner
as well as all levels of professionals who plan meetings and events.
•
Frequency: 4x/year
•
Circulation: 10,000
•
•
Texas Meeting Planners Guide
This new publication is committed to branding Texas partners to
Collinson Publishing’s active audience and help destination sales
managers expedite the sales process.
•
Frequency: 1x/year
•
Circulation: 25,000
•
•
Recommendation: 1/3 page 4C
•
Added value:
○○Discount based on Rejuvenate placement
○○Bonus distribution at Marketplace events
○○Credit for Visit El Paso at Marketplace events
62
Rejuvenate is the only independently produced magazine for
planners and suppliers of faith-based events.
•
Frequency: 6x/year
•
Circulation: 5,500
•
•
•
Added value:
○○Bonus editorial
○○Distribution at Marketplace events
Connect
Connect is the fresh voice in the professional, specialty, and sports
association meetings industry.
•
Frequency: 6x/year
•
Circulation: 10,100
•
Past Placement: n/a
•
•
Added value:
○○Bonus editorial
○○Distribution at Marketplace events
Connect Sports Facility Guide
Connect Sports is an annual resource guide that will help planners/organizers in the sports
industry be exposed to destinations and facilities available to their use. This guide complements
Connect Sports, which brings this audience together at live events - Connect Sports Marketplace
and Connect Sports Advisory Council meetings.
•
Frequency: 1x/year
•
Circulation: 5,500
•
Past Placement: Full page 4C + Facility listing
•
Recommendation: Full page 4C + Facility listing (Annual)
•
Added value:
○○Bonus distribution at Marketplace events
63
APPENDIX
Rejuvenate
Texas Sports Facility Guide
The Texas Sports Facility Guide is published by Texas Monthly. It is a 52
page annual guide for sports travel planners across the United States.
It features lively, informative editorial and beautiful photography.
The guide will be inserted into SportsTravel magazine and mailed to
targeted subscribers. The guide will be distributed to Convention &
Visitors Bureaus across the state.
•
Frequency: 1x/year
•
Circulation: 7,500
•
Past Placement: Full page 4C + Facility listing
•
Recommendation: Full page 4C + Facility listing (Annual)
•
Sports Destination Management Magazine
Sports Destination Management is written for sports events managers
and tournament directors. It has a focus on the important issues
surrounding event location decisions and event management. The
publication includes relevant articles and real-world case studies
showcasing best practices and successful event production.
The magazine audience spreads across various disciplines, ranging
from the NCAA & USOC to the American Youth Soccer Organization.
The publication reaches decisions makers for youth, amateur and
professional events.
•
Frequency: 6x/year
•
Circulation: 18,000
•
•
Recommendation: Full page 4C (@x/year)
•
Smart Meetings
Smart Meetings is a monthly publication. It serves professional
Independent Meeting/Convention Planners. It's a critical link to help
you connect with the meeting professionals who deliver business. The
circulation includes meeting planners located throughout the U.S. and
Canada, the drivers of meeting purchases for their corporations and
associations.
•
Frequency: 12x/year
•
Circulation: 44,000
•
•
Recommendation: Full page 4C
•
Added value:
64
○○Two-for-one deal on ads
Smart Market Meetings
Small Market Meetings covers 2nd and 3rd tier cities and is the official
publication for the Small Market Meetings Conference. This publication
is mailed to meeting planners nationwide and is also sent out digitally.
Each issue includes information on Managing Meetings, Meeting
Ideas, Town Feature, Venues, City Spotlight and Meeting Guides.
•
Frequency: 12x/year
•
Circulation: 10,929
•
•
Recommendation: Full page 4C (3x/year)
•
Added value:
○○Editorial
Digital Recommendations
Digital Banner Campaign
Our digital banner campaign will target internet users
by focusing on their on-line search and purchase
behaviors.
•
Frequency: 12x/year
•
Reach: 21.5 million guaranteed impressions
•
Recommendation:
○○Fine-tune the existing banner placement on the
custom-created channel of websites
○○Focus on the 728x90 banner (leaderboard) with expandable banners/ embedded videos
○○More behavioral targeted banners
○○Modify search engine marketing tactics
○○Continue to use YouTube TrueView :15 second videos that air before a video an individual
has searched/chosen
65
APPENDIX
PA N D O R A
Pandora Radio
Pandora.com is the leading online streaming radio station
•
Frequency: 12x/year
•
Reach: 2.8 million listeners
•
Presence: 15/30 second audio spots accompanied by 300x250 or
500x500 banner ads
•
Recommendation:
○○Continue to run ads in regional drive markets (Midland/Odessa and
Albuquerque)
○○3 months in the summer, during music and art festival season
○○Standard flash and static banners in 160x600, 300x250, 728x90
Shop Across Texas
Shopacrosstexas.com is the ultimate web resource on
shopping Texas, showcasing the best shopping in 48
cities across the state + other things to do and see in
each city.
•
Frequency: 12x/year
•
Reach: 5.8 million
•
Presence: City sponsorship: 200x400 banner +
eblast
•
Recommendation:
○○Continue to run ads in regional drive markets (Midland/Odessa and Albuquerque)
○○3 months in the summer, during music and art festival season
○○Standard flash and static banners in 160x600, 300x250, 728x90
Go-Travel Sites – Texas/New Mexico
Go Travel Sites have been extensively promoting
travel and tourism online since 1997.
•
Frequency : 12x/year
•
Reach: 50,000+
•
Recommendation: Featured Destination
•
Benefits:
○○Steady lead generation
○○Low cost per lead
○○Strong traffic to the Go-Travel site
66
At TourTexas.com, online visitors will find a wealth of
free information on Texas Travel Destinations.
•
•
Reach: 1MM+annually
•
Recommendation: Continued placement of a
featured page with two sub-pages
•
Benefits:
○○Strong lead generation
○○Top listing in search engines when keywords “Texas Travel” are searched
Tour Texas Hot & Happening eNewsletter
Hot & Happening is an eNewsletter that is sent out once a month to 100,000 Texas travelers
who request information through TourTexas.com and
have opted in to receive their bi-monthly newsletter.
•
•
Reach: 100,000
•
Recommendation: 3x/year
Discover America Brand USA
At TourTexas.com, online visitors will find a wealth of
free information on Texas Travel Destinations.
•
•
Reach: 1MM+annually
•
Recommendation: Continued placement of a
featured page with two sub-pages
•
Benefits:
○○Strong lead generation
○○Top listing in search engines when keywords
“Texas Travel” are searched
67
APPENDIX
Tour Texas - tourtexas.com
Chihuahua Fiscal Year 2016 Media Plan
Print
○○ El Heraldo de Chihuahua
○○ El Diario de Chihuahua
○○ Enfiestate
Guides/Brochures
In lieu of producing seasonal Visitors Guides, we will create an annual or biannual El Paso
Shopping Guide to distribute in Chihuahua City, Torreón, and Durango
Television:
20 second commercials to air on the following stations:
○○ Cablemas Canal 9
○○ TV Azteca
○○ Televisa
Radio
20 second radio spots to air on:
○○ Radio Loco
○○ Imagen
○○ Multimedios
Billboards:
We will continue to place two billboards in high traffic areas near malls and restaurants in
Chihuahua
Digital Campaign New for 2016
We will implement our very first geographic/behavioral, digital banner ad campaign in
conjunction with our target seasons; back-to-school, holidays, and Holy Week. These ads will
be various sizes and will incorporate images related to the campaign and target season. Some of
the banners will be rich media and other will be static.
68
APPENDIX
69
MEXICO VISITOR VOLUME & VISITOR PROFILE SUMMARY
Background & Objectives
•
The Texas Economic Development & Tourism Division (the Division) partnered with Strategic
Marketing & Research Insights (SMARInsights) to conduct visitor profile/visitor volume
research in Mexico.
•
This provided a platform to expand the effort to Texas cities to provide similar measures to
partnering CVBs. El Paso Convention and Visitors Bureau chose to partner on the project.
•
The visitor profile research captures visitor specifics including transportation, length of stay,
accommodations, trip activities, and travel party makeup.
•
Visitor volume is estimated by applying the rate of travel to the Mexico target population.
•
The following is a review of the Mexico visitor volume and visitor profile results for El Paso
CVB.
Methodology
•
A survey instrument was developed with input from the Division and the partner cities.
•
The research was conducted via online surveys administered from March 20 to April 4, 2015.
•
The effort yielded 2,928 completed surveys. Circulation: 198,656
•
The visitor profile results are for people who visited El Paso on their most recent leisure trip
to Texas (n=305).
•
The tables in the report contain the results for El Paso visitors and overall Texas visitors for
comparison.Recommendation: 3x 1/3 page 4C
Source: Insights Strategic Marketing and Research, May 2015
70
APPENDIX
Base Population
•
This research is used to estimate
the total quantity of Texas visitors
in the last year.
•
This estimate requires a base
population:
–The base for visitor volume
is adult Internet users
who have ever traveled
outside of Mexico. Internet
access is a criteria because
this research was conducted
online and because international
travelers’ Internet penetration is
nearly 100%.
•
Internet penetration in Mexico is 43.5%, according to The World Bank.
•
International travel incidence (ever traveled outside of the country) in Mexico is 53% based
on the results of this research.
•
The base population and step-by-step calculation is shown in the table.
Texas Visitor Volume
•
In total, there were about 6.3
million Texas trips from Mexico in
the last year.
•
There were about 4.9 million
leisure trips and about 2.3 million
business trips. The sum of leisure
and business is greater than the
overall figure because a portion
(~13%) of visitors made trips that
were a combination of leisure and
business.
71
El Paso Visitor Volume & Share
Total Texas leisure trips in last year = 4,860,377
Total Texas business trips in last year = 2,309,326
*The total number of city visits is greater than the total number of Texas
visits because people go to more than one city on their Texas trips (1.9
cities on average for leisure; 1.6 cities on average for business).
•
In the last year, El Paso has received about 976,000 Mexican leisure visitors and about
399,000 Mexican business visitors.|
•
El Paso gets an equal share of business and leisure trips.
Travel Planning & Timing
*2015 travel is excluded from the seasonal travel distribution
calculation because the only months that visitors could
have come this year are January, February, and March.
•
The majority of El Paso visitors take at least a month to plan their trip, longer than Texas
visitors overall.
•
El Paso visitors are more likely to visit during the summer than during each other season.
El Paso skews high for summer travel compared to overall Texas visitors.
72
El Paso visitors are most likely to use airplanes as a mode of transportation, but are more likely to
use buses than overall Texas visitors.
Travel Party
•
Overall, El Paso travel parties are about average size – with 3.6 people in an average party.
•
El Paso visitors are more likely to bring children than are Texas visitors in general.
73
APPENDIX
Modes of Transporation
Texas Trip Purpose
•
Most El Paso visits are for shopping, VFR or a weekend getaway.
•
El Paso visitors are slightly less likely than Texas visitors overall to come for shopping – and
more likely to be visiting friends or relatives.
•
El Paso has an above-average incidence of visitors coming for special occasions, festivals
and concerts.
Trip Activities
•
Several activities are more prevalent motivators for El Paso visitors than for overall Texas
visitors, including night life, historic attractions, dining, zoos, live music, and festivals.
•
El Paso has about an average incidence of shopping-motivated trips.
74
El Paso trips are about average length. About half of visitors stay just 1 to 2 nights.
Accommodations
Most El Paso visitors stay in a hotel/motel – but El Paso visitors are more likely than overall Texas
visitors to stay in a B&B, rental home or campsite.
75
APPENDIX
Length of Stay
Trip Spending
El Paso visitors spent $1,205 on their most recent Texas trip – slightly below the average.
Trip Satisfaction
El Paso visitors are less likely than visitors of other Texas cities to rate their trips as “excellent.
76
APPENDIX
Visitor Demographics
77
DESTINATION EL PASO STRATEGIC GOALS
Strategic Goals
Desired Outcome
Performance Measure
1.2
Enhance Visitor Revenue Opportunities
1.2.1
Promote El Paso as a desirable destination
1.2.1.1
Increase involvement and maximize exposure
with meeting planners/decision makers
via advertising, sponsorships, promotional
materials, sales calls and tradeshows on a state
and national level.
Increase sales leads generated
# of sales leads (30% increase over
2013 baseline)
1.2.1.2
Develop and implement an online, print and
non-traditional marketing campaign targeting
the travel 300 and national markets.
Increase visitations to the city and
visitor revenues
# of impressions in print, digital
or non-traditional advertisements
(10% increase year over year)
1.2.1.3
Target nationally recognized travel writers and
achieve editorial impact through digital, print
and broadcast media
Increase visibility and exposure of
greater El Paso area
$ increase of editorial impact (5%
increase year over year)
1.2.1.4
Increase interactions with visitors through VICs,
web, social media, events, Visitor Guide and
Visit El Paso App
Familarize visitors with destination,
encourage visitation, and increase
length of stay, to increase visitor
revenues
# of people who utilize the
services in-person, print, online/
interactive. (10% increase year
over year)
1.2.1.5
Develop strong relationships with the
travel trade and consumer industry to bring
awareness of El Paso's offerings by increasing
face to face appointments and create marketing
materials.
Increase overall group travel traffic and
length of stay in El Paso
# of shows or co-op opportunities
with in one year
1.2.1.6
Increase and maintain a Digital Ambassador
database to spread positive news about El Paso
by participating in city events, distribution of
promotional items and engagement with civic
groups.
Change negative perception of El Paso
# of ambassadors participating on
program and increase % of shared
stories
1.2.1.7
Collaborate with heritage organizations, local/
regional attractions, and key annual events to
help them in their regional and local marketing
efforts. Provide guidance and leadership to
help advance their mission.
Encourage growth of qualified tourism
attractions
# of organizations assisted per
year
1.2.1
Grow El Paso's lodging industry
1.2.2.1
Promote the destination with specific
advertisements, direct mail pieces and
host qualified individuals on site visits and
Familiarization Tours.
Increase number of hotel rooms
booked
# of hotel rooms booked (5%
increase over 2013 baseline)
1.2.2.2
Participate with E.D. on projects relevant to
the recruitment of hotel development and
incentives packages
Increase hotel inventory and
committable rooms
Agreement for construction/
renovation of downtown
convention center hotel
1.2.2.3
Prospect and confirm high impact conventions/
sport/special events
Increase economic impact, visitor
revenues and publicity for the city
# of high impact bookings utilizing
a minimum of 1500 room nights
78
Desired Outcome
Performance Measure
1.3
Maximize Venue Efficiencies Through Revenue Growth and Controlled Expenses
1.3.1
Optimize revenue generated through rentals, parking, food and beverage
1.3.1.1
Initiate re-training and engagement of existing
or new sales team members with specific
and aggressive goals that address relationship
building with potential and existing clients,
research and capture of new business and
maintenance of existing business.
Optimize use of facilities to gain
maximum revenue potential
# of event days annually (Target
600)
1.3.1.2
Engage aggressive outbound sales effort by
dedicated staff member to increase trade and
consumer shows in the Convention Center;
consider minimal annual rental increases each
year.
Increased venue revenues and facility
use
Facility rental revenue (15%
1.3.1.3
Continue to grow enrollment in Broadway
subscription base by securing of quality
shows and antional tours; continue to build
relationships with existing promoters while also
engaging promoters who may be new to the
market via attendance at regional and national
trade meetings that offer opportunities to meet
and discuss the potential for the El Paso market
Maintaining overall theatre attendance
Theatre attendance in excess of
150,000 annually
1.3.1.4
Restructure sales staff to engage dedicated
staff for catering sales; host food and beverage
events that introduce potential clients to
opportunities available for catering business
and personal events; increase relationshipbuilding with current clients to engage in
upselling food and beverage opportunities for
their events.
1.3.2
Manage facilities efficiently to meet or exceed industry standards
1.3.2.1
Increase building efficiency and improve usage
of building management systems
Reduction of utility usage and costs.
Utility usage per capita (2%
decrease over previous year)
1.3.2.2
Reduce non-scheduled downtime of network
and physical plant equipment
Maximize and extend equipment life
cycle.
Downtime less than 5% annually
1.3.2.3
Perform monthly facility operations audits
Improved client and customer (internal
and external) satisfaction
90% closure of WO's in 5 working
1.3.2.4
Perform monthly safety training session
Knowledgeable staff and reduction of
workplace injuries
Annual decrease of loss work days
in accordance with OSHA 300a
Log
Food and beverage revenue (15%
79
APPENDIX
Strategic Goals
ADVISORY BOARD 2014-2015 AND 2015-2016
Ret. General Dick Behrenhausen, Paso Del Norte Group
Bill Ketcherside, Fort Bliss Morale, Welfare and Recreation (MWR)
Jay Pritchard, Sun Bowl Association
Danny Padilla, Hyatt Place
Israel Rivera, Capitol Bank
Mica Short, Texas Gas Service
Pifas Silva, Courtyard to Radisson El Paso Airport
80
Mayor
Oscar Leeser
City Council 2015–2016
Peter Svarzbein, District 1
Larry E. Romero, District 2
Emma Acosta, District 3
Carl L. Robinson, District 4
Dr. Michiel Noe, District 5
Claudia Ordaz District 6
Lily Limon, District 7
Cortney Niland, District 8
City Manager
Tommy Gonzalez
Chief Financial Officer
Dr. Mark Sutter
81
APPENDIX
CITY OF EL PASO MAYOR,
COUNCIL AND CITY MANAGEMENT
CITY OF EL PASO ORGANIZATIONAL STRUCTURE
City of El Paso Organizational Structure
as of June 1, 2015
82
One Civic Center Plaza
El Paso, TX 79901
T: 800.351.6024 • F: 915.534.0687
visitelpaso.com • elpasolive.com
Proudly Serving El Paso

marketing plan 2015-2016

Transcription

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