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HomeMy WebLinkAbout07I Convention and Visitors Bureau 2021 Final Budget and Marketing Plan Table of Contents Introduction and Overview 2 Mission Statement 2 Strategic Objectives – Guiding Principles & Goals 3-4 Target Markets 5 SWOT Analysis 5 2020 Marketing Initiatives 6 Segmented Marketing Opportunities 7 Outdoor Adventures & Family Fun 7-8 Sporting Events 8-9 Local Events & Festivals 10-11 Corporate Travel 11-12 Weddings and Social Events 12 Priority Initiatives 13 Visitor Services 14 Summary 14-15 2 Introduction and Overview In 2018, the City of Cottage Grove initiated a plan to implement a lodging tax to be collected from the lodging facilities in Cottage Grove to support a visitors’ bureau to be managed by the Cottage Grove Convention and Visitors Bureau Board of Directors. The Cottage Grove Convention and Visitors Bureau (CGCVB) was legally established in 2019 as a commission of the City of Cottage Grove through Resolution 2019-134. The CGCVB will work to implement a marketing plan that will develop a brand strategy and targeted project initiatives. A series of initiatives will be rolled out to “jump-start” Cottage Grove tourism programs and create opportunities for marketing and tourism data collection for the community. Subsequent campaigns will be based upon the outcome and performance analysis of previous years and voted on by the CGCVB Board of Directors. This marketing plan serves as a blueprint for each fiscal year and will be updated each year to meet the goals and objectives of that fiscal year. Each marketing initiative will be further developed and designed to deliver optimal marketing benefits to the City of Cottage Grove. The CGCVB will market and promote Cottage Grove as a year-round visitor destination, working in partnership with industries, corporate partners, state partners, city departments and regional destination marketing organizations. Market-Driven The CGCVB will organize its marketing programs based on geography, niche market appeal and travel experience. The CGCVB will work with the Minnesota Association of Convention & Visitors Bureaus (MACVB), Explore Minnesota, and other partners and stakeholders to ensure that our programs are relevant to each target market. Research-Based Through city staff and professionals in the field the CGCVB will conduct relevant and timely research while planning, executing and delivering marketing programs. The CGCVB will also gather intelligence from organizations when developing, reviewing, and revising marketing initiatives to ensure proper integration and targeting is on course. Mission Statement The vision of the Cottage Grove Convention and Visitors Bureau is to promote Cottage Grove as a premier destination for leisure travelers, weddings, and outdoor enthusiasts, a recognized and successful host city for meetings and conventions, and a prominent and respected venue for sporting events. 3 Strategic Objectives The CGCVB serves as the primary marketing organization responsible for the development and implementation of promotional programs to ensure positive economic impact in Cottage Grove through steady growth of the travel industry. Its objectives are: • Increase overnight travel and occupied rooms in hotel/motel and other properties • To be an organization of choice for market stakeholders (i.e. Cottage Grove businesses) • To increase the promotion of Cottage Grove • To be an economic driver for the community • To have Cottage Grove recognized for leisure, wedding, corporate trainings, and sporting events • To take a leadership role in creating regional collaboration of marketing the region The objective of the CGCVB’s efforts is to ensure positive economic impact, growth will be realized by identifying and implementing marketing programs to specific market segments, which will include: Meetings, conventions and seminars – Partner with meeting planners, corporate travel – coordinators of overnight group functions and events for both recreation and business. Individual leisure travel, including event promotion - Generate room nights by promoting the area’s attractions, outdoor activities, festivals, and events. Sporting events – CGCVB will assist in developing sporting events with local and regional clubs, organizations and facilities that generate new visitor growth and overnight visitation to the area. Group travel – Become a destination stop near the Minnesota Great River Road, showcase Cottage Grove’s river access and capture drive through traffic on Highway 61. Weddings & events - Individuals interested in a destination wedding venue. Guiding Principles and Goals Tourism is a vital function of economic development. Economic development doesn’t create jobs – rather its function is to create conditions where jobs and business thrive in healthy communities. With the mission of the CGCVB set, the marketing plan sets forth a series of guiding principles that serve as a foundation for the CGCVB’s strategies and programs to follow and which will allow all tourism stakeholders (government officials and staff, private sector leaders, tourism organizations and agencies, business owners and residents) to know how to organize sustainable tourism growth in the community. 4 The tourism sector will contribute significantly to Cottage Grove’s economic development effort for a diverse, strong and growing economy, that will support direct and indirect jobs, investment and government revenue. The Cottage Grove area will achieve sustainable tourism growth by concentrating efforts on those products and markets with a socially equitable approach, including promotion of the diverse range of rural nature-based, recreation/adventure, and cultural experiences, as well as organized sports and conference opportunities available in the area. Cottage Grove will promote and facilitate regional collaboration and partnerships between the neighboring counties, cities, and community organizations, as well as industry sectors and tourism businesses, to ensure they are able to capture, sustain and support the Cottage Grove competitive advantage. Cottage Grove will seek to become a premier destination for environmentally and fiscally sustainable recreation and tourism. Short Term Goals (1 – 2 Years) • Enhance media and public relations efforts to increase awareness of Cottage Grove as a tourism destination. • Support industry to assist in developing new and enhancing tourism products • Strengthen integration of state tourism marketing programs within the strategic marketing plans and the CGCVB Marketing Plan. Medium Term Goals (3 – 5 Years) • Increase equity in the Cottage Grove brand across all marketing segments. • Increase return from industry assets. • Raise awareness among Cottage Grove residents that tourism is a key economic sector, critical to developing a long-term sustainable economy in Cottage Grove. • Establish strong tourist services and customer relations practices for area visitors. Long Term Goals (5+ Year) • Position Cottage Grove as a tourist destination in Minnesota. • Achieve destination awareness in key markets as a wonderful place to stay, explore, bring your families, or have a weekend at a sporting event, festival, or outdoor recreation or just simply exploring Cottage Grove. • Create internal stakeholder ownership of tourism development and marketing. • Demonstrate importance of tourism’s role in long-term economic vision and create new opportunities. 5 Target Markets Cottage Grove has a unique position of being located on the Mississippi River, just north of the confluence with the St. Croix River. Cottage Grove is also located near the Minnesota Great River Road Tour, which puts the community in a great position to capture many tourists and motorcycle enthusiasts who take this scenic drive which runs from Canada to the Gulf, with Cottage Grove located directly off Highway 61; the community should consider capturing its ability to provide an alternative route of the Great River Road. Currently, Cottage Grove has no set target for marketing which allows for the CGCVB the opportunity to explore various market segments to capture tourism and they would include: Markets • Outdoor Adventurists & Family Fun • Sporting Events • Local Events & Festivals • Corporate Travel • Weddings Destinations SWOT Analysis The following is a strengths, weaknesses, opportunities and threats (SWOT) analysis that can be used to define marketing initiatives. Strengths: • Location along Highway 61 • More land adjacent to the Mississippi River than any other city in Minnesota • Local State - Cottage Grove Ravine Regional Park, St. Croix Bluffs Regional Park and Lake Elmo Park Reserve • 17 miles from St. Paul • 25 minutes from Mall of America • Historical Wedding and Event Venues • Proximity to Afton Alps Ski Hill & Afton State Park • Proximity to Treasure Island Casino • Large well-maintained athletic complexes capable of housing tournaments & events • Proximity to MSP International Airport Weaknesses: • Lack of a main street or downtown compared to surrounding communities • Only 1 major hotel and 1 budget hotel • Spread out shopping areas • Few restaurants • No mass transits 6 • Lack of access to Mississippi River • Low daytime population Opportunities: • Historical venues for events by private businesses, clubs or organizations • Historical venues for destination weddings and social events • Grey Cloud Island & Grey Cloud Dunes SNA Site • Sporting events • Cottage Grove Ravine Regional Park • Opportunities to involve the community and build cohesiveness • North Star Snowmobile Trail Starting Point • Users and campers from Afton Ski Hill and Afton State Park Threats: • Lack of downtown district or main street • Lack of restaurants • Lack of diverse shopping • Lack of hotel rooms • Lack of attractions for long or short term stay vacations • Decrease in volunteers to host large athletic events Based on the SWOT the following marketing initiatives and segmented marketing opportunities was developed. 2020 Marketing Initiatives The marketing initiatives are designed to attract the most possible visitors to Cottage Grove’s top tourism entities. Although the initiatives are designed to attract specific markets at specific times throughout the year, the initiatives can be incorporated throughout the entire year. Goals: • Position Cottage Grove Area as a “Must Visit” through marketing and promotion of the community. • Develop strategies designed to feature and enhance tourism opportunities for Cottage Grove Businesses. • Strengthen the integration and cooperative efforts of the CGCVB in association with individual businesses, regional tourism and state tourism initiatives. 7 Segmented Marketing Opportunities (Plan 2020-2025) • Activities & Adventures River Oaks Golf Course & Event Center, Cottage Grove Ravine Regional Park, Oakwood Park Disc Golf, Highlands Splash Pad, Mississippi River Paddle Share, Woodridge Park Inclusive Playground, and the Grey Cloud Dunes Scientific and Natural Area (SNA). • Sporting Events Youth Sports Association locally ran tournaments (i.e. Baseball, Basketball, Volleyball, Hockey, etc.), disc golf events, River Oaks Golf Course Tournaments • Local Events & Festivals Strawberry Festival, Canadian Pacific Railway Holiday Train, Chamber Spring Showcase, Zyweics “The Haunting Experience”, Monster Bash Parade, etc. • Corporate Travel Business Conventions, Business Trainings, Short Term / Long Term Project Contracts • Wedding and Social Events River Oaks Golf Course & Event Center, Cedarhurst Mansion, Historic John P. Furber Farm, Hope Glen Farm and Country Inn & Suites Destination marketing, promotion and visitor services focuses on the strategies, plans and performance measures associated with building tourism demand through efficient and effective marketing led by the CGCVB. Focus on the strategies, plans and performance measures associated with capacity, stakeholder coordination and engagement needed to support environmentally and fiscally sustainable tourism experiences. Each item presented includes: • Goals and opportunity • Objectives to consider • Plans to carry out the strategy • Performance measures and assessment to gauge the work Activities & Adventures Goal: Successfully position Cottage Grove as an adventure and family fun destination through cohesive branding. Objectives: 1. Increase annual hotel/motel night stays 8 2. Increase daily engagement on social media platforms of the CGCVB. Tactics: 1. Develop and promote all Cottage Grove family activities and adventure opportunities in key target markets. 2. Identify seasonal activities and adventures in Cottage Grove 3. Increase awareness of natural resources and park spaces in Cottage Grove. 4. Produce and/or promote Cottage Grove branded information to be distributed at events and activities Media Increase media awareness of Cottage Grove as a Recreation Destination 1. Provide high-quality information and services for media throughout the year 2. Utilize targeted media distribution services to expand reach of the CGCVB brand 3. Improve media solicitation and education to achieve maximum coverage 4. Explore and secure year around advertising/marketing opportunities that appeal to the “stop-over” traveler that will increase overnight visitation (such as a billboard, etc.) 5. Develop an electronic publication/media guide that is rich with photos and pertinent information about Cottage Grove tourism events and entities. 6. Incorporate education and training for local businesses seeking learn more about marketing and branding to tourists visiting Cottage Grove Partnerships 1. Research, review and identify marketing partnerships with Cottage Grove related businesses. 2. Continue efforts to work with the State of Minnesota to be recognized as a viable and integral part of Minnesota tourism. Web/Social Media 1. Create appealing and informative information on the CGCVB website 2. Provide searching capabilities for interests 3. Optimize unique visits through link partnerships 4. Create and execute a social media marketing plan that highlights Cottage Grove tourism entities through pictures and video 5. Encourage the use of a slogan in all social media campaigns 6. Devote one section of the tourism website to Activities and Adventure Measurability: 1. Number of visitors to Cottage Grove lodging facilities 2. Increase in lodging tax revenue 9 3. Number of media placements and coverage 4. Number of visitors to the CGCVB website 5. Number of likes and followers on social media pages (i.e. Facebook, Twitter, Instagram) Sporting Events Goal: Continue to establish and develop Cottage Grove as a premier destination for amateur sports events and tournaments by providing targeted sales efforts, quality servicing to event organizers and their events, and delivery of high-quality travel and tourism products and services. Objectives: 1. Research and development of at least one more major sporting event to take place in the area during 2021. 2. Advocate for the addition of sports venues to accommodate amateur athletics, as well as market, promote and actively work with sports venues and local event organizers to increase sports‐related business in Washington County. 3. Enhance the sports facility guide, related materials and online presence to promote the organized sports market in the area. Tactics: 1. Build relationships with sports tournament organizers and the athletic association to gather and disseminate information. 2. Establish an early-bird incentive for booking hotels and registering prior to a set date of event. 3. Design and distribute collateral announcing event to target markets and linking businesses to those events, connecting participants with local businesses. Media 1. Target key writers and publications that focus on sport tournaments. 2. Develop a press kit and distribute to key media contacts. 3. Assist partners and sponsors with media relations. 4. Conduct targeted PR efforts focused on sport/tournament event writers & publications. 5. Review and place advertising where most target market will be reached and greatest return on investment will be achieved. Website/Social Media 1. Update and maintain website and relevant pages with pertinent and timely information. 2. Create a local app for participants and spectators to use while visiting the area. Partnerships 1. Pursue partnership opportunities with program & event organizers. 10 2. The CGCVB will advocate for the sports venues to accommodate amateur athletics, as well as market, promote and actively work with sports venues and local event organizers to increase sports‐related business. 3. The CGCVB will enhance the sports facility guide, related materials and online presence to promote the organized sports market in the area. 4. Provide advertising collateral to regional related sport associations. 5. Provide advertising collateral to school teams. Measurability: 1. Number of tournament participants 2. Number of early-bird incentive participants 3. Total amount of sponsorship dollars obtained 4. The number of sports events scheduled in each sport annually. Local Events & Festivals Goal: Increase the number of out of town visitors and residents attending major events such as Strawberry Fest, Canadian Pacific Holiday Train, and Spring Showcase. Objectives: 1. Increase visitation to the City of Cottage Grove Strawberry Fest. 2. Increase visitation to the Holiday Train. 3. Increase visitation to Chamber Spring Showcase. Tactics: 1. Support the creation of database to capture visitor information. 2. E-blast campaign announcing and informing the visitors and potential visitors of special event promotions and packages. 3. Generate media before the event and produce video elements promoting the events. Media 1. Develop a list of media kit requirements. 2. Meet with selected media contacts to identify type and format of media materials required. 3. Develop an events media kit and distribute to all media contacts. 4. Develop events media section on the website. 5. Provide event photography from past events media use. 6. Distribute press and media releases regarding the events campaign. Partnerships 1. Utilize local partnerships to create a sense of community and goodwill and to assist local organization with fundraising efforts when applicable. 11 2. Develop key partnerships with local businesses to further expand the message of local events. Web/Social Media 1. Maintain a strong online presence for all events. 2. Continue to build a photography and graphic library that can be used to develop an appealing website presence. 3. Create and implement a social media marketing schedule to run on a year around basis promoting all events. Measurability: 1. Increase in occupancy percentage during events. 2. Increase in likes/followers on social media pages. 3. Number of media placements regarding (pre & post) each event. 4. Number of opens/click throughs from E-blast campaign. Corporate Travel Goal: Increase out of town corporate employee travel for attending business conferences, training and projects in the area. Objectives: 1. Increase occupancy in local hotels and venues. 2. Increase bookings in local venues. Tactics: 1. Partner with area businesses on their needs for night stays and venue bookings. 2. Educate area businesses of local attractions such as River Oaks, John P. Furber Farm, Hope Glen Farm, and Cedarhurst. Partnerships 1. Obtain marketing opportunities with key partners affiliated with our venues. 2. Develop key partnerships with local businesses to further expand their knowledge of available lodging facilities and venues to hold events. 4. Develop key partnerships (i.e. Renewal, 3M, and others) with corporate travel personnel. Web/Social Media 1. Maintain a strong online presence for all facilities that promotes venues and could be used for corporate travel or trainings. 12 2. Continue to build a photography and graphic library that can be used to develop an appealing website presence in business sectors. Measurability: 1. Increase in occupancy in lodging facilities for business clients. 2. Number of bookings in venues for corporate events. Weddings and Social Events Goal: Increase the number of out of town visitors and residents booking their personal events at local venues. Objectives: 1. Increase bookings at Cedarhurst, Country Inn & Suites, Hope Glen Farm, John P. Furber Farm, and River Oaks Golf Course, 2. Increase use of local vendors, such as restaurant catering services, for event needs. Tactics: 1. Maintain website for pertinent information on area venues including adding public events to the calendar. 2. E-blast campaign announcing and informing the visitors and potential visitors of special event promotions and packages. Media 1. Develop venue section on the website. 2. Provide events photography and editorial for media use. 3. Distribute press and media releases regarding the local venues. Partnerships 1. Obtain marketing opportunities with key partners affiliated with our venues. 2. Utilize local partnerships to assist local help with bookings and vendor needs. 3. Develop key partnerships with local businesses to further expand the message venues. 4. Partner with wedding coordinators, caterers, etc. for referrals and needs of visitor requests. Web/Social Media 1. Maintain a strong online presence for all venues. 2. Continue to build a photography and graphic library that can be used to develop an appealing website presence. 3. Create and implement a social media marketing schedule to run on a year around basis promoting all venues. 13 Measurability: 1. Increase in occupancy percentage during use of venues. 2. Number of visits to venue specific pages on website. 3. Number of opens/click throughs from E-blast campaign. Priority Initiatives Priority Initiatives are the most important tasks that should receive immediate attention and development. These initiatives are imperative to the success of the previous initiatives and marketing campaigns previously mentioned. Goals: • Expand on research and development. • Design and develop a CGCVB logo. • Design and develop a CGCVB website. • Design and develop a CGCVB guidebook. • Design and develop CGCVB pamphlets on various attractions for the different target market segments. Performance Measures and Assessment: Success of these initiatives will be measured by: 1. Delivery of the comparative analysis and digital business plan reviewed quarterly and yearly. 2. Standard website performance indicators such as uptime, page speed, full page load time, error messages, database performance, website visitors, broken links and website quality. 1. Standard measures of marketing effectiveness including unique visitors, page views, search engine traffic, bounce rate, conversion rate and inbound links. 5. Social media measures such as: a. Awareness, using metrics like volume, reach, exposure and amplification. b. Engagement, using metrics around retweets, comments, replies, and participants. c. Driving traffic to the website, using URL shares, clicks and conversions. Strategy: The CGCVB should continue to expand its use of public relations and communications tools to position Cottage Grove as a desirable travel destination by: • Working with identified travel writers and travel publications to gain local, regional and national exposure through targeted public relations efforts. • Increasing awareness of Cottage Grove as a primary visitor destination; increasing visitation; promoting soft adventure and outdoor recreational opportunities; supporting facility, community and attraction developments with support of press releases and inclusion in media newsletters and via social media platforms. 14 • Developing and implementing a strategic media relations program including electronic press kits, database of local, regional and national media and bloggers; establishing relationships with freelance writers; and conducting media familiarity (FAM) tours. Visitor Services Goal: Create and develop facilities which ensure that visitors have a positive experience during every aspect of their Cottage Grove stay from planning to touring during all seasons. Objectives: 1. Increase positive visitor reviews ratings websites (i.e. Trip Advisor) 2. Provide proper hospitality training for local businesses 3. Develop a volunteer work force of trained individuals that will be present at all events when tourist information is needed. 4. Ensure all stakeholder businesses are stocked with Cottage Grove Visitor Guides. 5. Ensure an accurate calendar of events is on the website. Tactics: 1. Oversee the distribution of Visitor Guides. 2. Distribute free collateral that can be given to visitors. 3. Coordinate visitor services to be represented at all major annual events, including appropriate signage, and on-site information stands/booths. 4. Conduct random in-person surveys at annual events and festivals. 5. Develop and implement an online visitor survey on the CGCVB website. Measurability: 1. Number of collateral pieces distributed. 2. Number of visual materials requested. 4. Satisfaction rating from in-person surveys. 5. Satisfaction rating from online surveys. Summary This plan sets out a comprehensive and integrated program designed to increase Cottage Grove tourism. The ideal outcomes will include improving CGCVB brand awareness, increasing opportunities for cooperative partnerships, establishing a website presence, and increasing visitation and visitor spending. Key success indicators for 2021 will include: • Increase in tourism visitation and spending by 5-10% • Tangible improvement in Cottage Grove area brand awareness • Increased traffic to the CGCVB website • Improved visitor and stakeholder satisfaction • Improved direct marketing response rates 15 • Highly leveraged tourism marketing spending through partnerships • Increased interactions on social media We are confident that the plans set out in this document and the passion and efforts of the CGCVB industry will ensure these objectives are realized.