HomeMy WebLinkAbout02. Discover Vail Stakeholder Feedback Sept 20241
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Process Overview – In Sept
2024, Discover Vail key
stakeholders and leaders
were sent a feedback link to a
qualitative survey with the intent of
capturing advance feedback for the
DMO’s strategic thinking process. The
responses under each qualitative
question are randomized to ensure
greater anonymity. Due to the
randomization and length of respondent
feedback, some questions may appear
to have more than 27 responses. A total
of 27 responses were received from 75
invitations for a 36% response rate with
varying degrees of completion. Word Cloud to the left features the 25 most used words in all feedback comments.
A separate word cloud will be included for each question for more specific context.
1. Based on what you know about Discover Vail (limited or extensive), what did the organization
do well last year?
a) Uptick in corporate visitation during shoulder seasons
b) Frequent and eye-catching emails. I do not know the
number of recipients or if the emails were motivational.
c) I believe we are more dynamic than ever as a board and
partner team and are willing to take risks rather than play it
safe as in the previous years. I also feel that changing our
partner teams to Miles and 970 design gave us more
innovative fresh ideas and impacted our direction in a
much more positive way. As hard as it was after 20 years,
the removal of Megan Kirkman’s role from our partner
team was efficient and brilliant. This move really
streamlined our planning and strategies. We had/have
some growing pains and it’s not perfect YET, but removing
that role and shifting responsibilities internally (i.e.: Liz and Mia), is only positioning us to be more effective down
the road.
d) Over the last year, there has been great improvements to the website experience. The content has been kept fresh
and accurate. The visual assets have been improved. And new tools like the event calendar and map are very
welcome additions.
e) Got back on track with its media campaign from LIBAD
f) Shift to a DMO. Which will be good in time, but difficult to define in the short term. And will be impossible to
succeed if Town Council and Town leadership don’t let the DMO do what the DMO is designed to do.
Discover Vail Stakeholder Feedback
Survey Comments Summary – September 2024
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g) Full onboarding of new media, creative and web agencies who now have a strong understanding of their roles within
the ecosystem of the VLMD partner group. NOTE: While they are all fully onboarded and know their roles, there are
not good at all with collaborating effectively with one another. Fully integrated content plan so web, email and
social all make best use of all content being created. Internal Content Coordinator position so that social and web
updates easily reflect up to date info on Town related events, priorities and a true local voice representing Vail.
h) Brand campaign that reflects community values and is engaging to those who view it. Using the media budget as
effectively as we can considering we are covering multiple campaigns, seasons and year round SEM.
i) Over the past year, Discover Vail has further solidified its role as the steward of the Vail brand. Even without a new
logo the change in operations and the focus of this year strategic team accelerated this important effort to tell the
Vail story in a way that makes us all proud and want to visit Vail. As we all know, but it’s a good reminder, that for a
long time Vail’s story was predominantly told by Vail Resorts. However, with the expansion of the Epic Pass and the
company’s broadening scope, the unique identity of Vail was getting diluted and even damaged. Discover Vail has
been stepping in to fill this gap, taking ownership of the town’s narrative, values, and evolving story—and they’ve
only gotten better at it each year.
j) The "Vail Moments" campaign was well done. The overall look, feel and message captured Vail in a way we haven't
seen in several years.
k) In my opinion, there were past moments when Discover Vail seemed overly focused on metrics of growth,
sometimes missing the mark on aligning with the community’s vision. In the past year, however, they’ve made
significant strides in collaborating with the town, listening to residents/town council, and shaping a brand everyone
can be proud to champion. This shift has created a more cohesive and authentic representation of what Vail truly
stands for and I would argue the experience that better drives our tourism economy from an authentic place.
l) There’s still more work to be done, but the pieces are in place, and it feels like everyone is moving in the same
direction. This past year’s campaign and strategic marketing efforts helped Vail navigate a new normal for mountain
resorts, proving the town’s resilience and the enduring strength of its brand.
m) Discover Vail trusts their partners. Discover Vail provides guidance and trust that the group they've gathered to work
with them do their job and execute at a high level.
n) I like the direction that the marketing took after the "Life is but a dream" campaign. The new direction is more
down to earth and grounded in what Vail's truly about.
o) Discover Vail has been really improving on collecting data for use with general outreach and targeted CRM
campaigns. The town has increased social media presence to continue reaching a wider and younger demographic
base. Working with professional partners has allowed Discover Vail to create truly quality assets and use them in
everything aforementioned!
p) they did well attaching their name to events and creating a presence...
q) Provided engaging email content in a targeted way to subscribers. Developed engaging brand content.
r) Getting to the DMO structure took a lot of time, with long-term ROI potential and efficiencies, so kudos on those
efforts. The heavy lifting is done on brand positioning, and now the strategic implementation work needs to be
started, but another goal with long-term value. Data analytics and new customer information acquisition did a lot of
great positioning work as well, for understanding repeat guests.
s) Advertising, public relations, and event promotions and execution were very well done over the past year.
t) The moments campaign was a success and while a bit derivative was a step in the right direction. The website and
email programs also evolved significantly to hit a quality standard worthy of Vail. It was courageous to engage a
brand agency to create a new brand platform for the town.
u) Got the name out there. I saw or heard it mentioned at all events.
v) Made the community more aware of themselves, through presence at events and speaking to the entity and
concept regularly.
w) The changes to the website: more user friendly, more time on site opportunities, better content, etc.; Improvement
to SEO was significant and continues to be; Not sure if it counts as last year but restructuring to a DMO.
x) (1) Advanced the new DMO structure and budget for the upcoming year, (2) Worked extremely well as a team with
broad-based Board Member decision making and input for our Marketing Partners, (3) Showed opportunistic insight
and recommended supplemental spending decisions (e.g. Vail promotion during Paris Olympics, (4) Communicated
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well with Vail Town Council, (4) Thoroughly evaluated with sensitivity to issues the potential rebranding of Town of
Vail, (5) Agreed upon the meaningful pillars and properly engaged with community on relevant survey matters, (6)
Successfully oversaw a multitude of marketing campaigns to advance visitation, business growth, and revenues.
y) Grow and maintain an engaged social media presence.
z) I get pinged for all branding exercises regarding Vail based on my branding expertise, so I am aware, yet I trimmed
my calendar from May-September 2024, so I am not on top of things. I do get inside scoop for 2 TOV Council
Members and 1 TOV staff that keep me in the loop. I did recognize the move of the Instagram & Facebook channels.
It would have been helpful to tell your readers WHY you moved to a new handle. This is a missed opportunity to be
transparent and increase the chance of followers moving over.
aa) Discover did a great job promoting Vail, it's many lodging options and the many activities and events has to offer.
bb) Discover Vail sets out to promote visitation to Vail, primarily in the non-winter period, and to increase occupancy
during lower demand periods. Vail's results in occupancy and some sales/lodging tax revenues exceed the industry
as a whole which indicates DV is succeeding in increasing occupancy, length of stay and capturing customer data.
cc) Collaborative marketing in the Mexico marketplace with local organizations/businesses (Sweet Basil, Bravo! Vail).
Rebranding elements and discussion were very stimulating, as well.
dd) New Exciting Events
ee) Discover Vail did a good job of foundational building blocks - building a CRM, building a strong database, building a
strong partner team, and executing on the tactical marketing efforts.
2. What cultural or societal issues do you believe will affect or impact Discover Vail initiatives in
the next 2-3 years?
a) Funding will likely have the biggest affect on how much
advertising and PR can be put behind branding and
awareness efforts. Also, the impact that local feedback
will have on direction.
b) The transition to younger visitors and residents will
create some challenges and opportunities. On the
economic front, the continued escalation of cost to live
and do business in Vail Valley creates enormous
challenges to the labor-intensive hospitality business.
c) The need to market to young people. Families and
boomers cannot be the only people who come to Vail or
else we will shrivel up and fade away.
d) In a positive light - I think the concept will be successful
and will be more embraced throughout out the Town (and valley). the day-to-day management of this will need to
be possibly bolstered.
e) Election/economy could impact leisure travel which could directly change strategic directive for Discover Vail
f) (1) Disparity in perceived targeted marketing efforts to affluent guests vs. income-challenged Town residents, (2) the
divergence in the technological utilization of social media of younger population vs. aging affluent targets when it
comes to successful marketing efforts, (3) How best to use Artificial Intelligence to advance marketing, plan
destination travel, and respond to visitation inquiries, (4) Changing demographics of more international travel and
U.S. population growth, (5) Increased capital spending in other competitive mountain resort destinations which may
attract visitors vs. coming to Vail, (6) Higher travel pricing vs. other destinations, (7) Increased publicity of I-70 travel
impacts with delays, etc. , (8) Continued viability of local businesses (rather than chains) to create a unique Vail
experience in dining, shopping, and lodging, (9) Environmental sustainability and greater impact on travel
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decisions,(11) Creative event differentiation and state of the art venues vs. other locations (12) Ongoing Town of
Vail revenues to support a robust DMO
g) Inclusion of the locals so that they can coexist in the same environment, not 40 minutes down valley.
h) I need to know what the initiatives are to answer this question.
i) People's desire to travel and post their adventures on social media should continue to help drive Vail's brand as a
year-round resort.
j) The workforce shortage is likely to continue which affects Vail's ability to deliver an exceptional experience to the
customer. While some economic indicators may be pointing toward a slowdown, Vail as a destination weathers
economic downturn better than most. The dominance of affluent young people aged 25 - 44 requires a focus on this
up-and-coming Vail guest demographic.
k) Rebalancing/shifting mindset to embrace the tourism market more wholeheartedly instead of vilifying it regularly.
l) Slowing Economy - weather shifting
m) 1. Global/national: Demographic and population shifts, increasing diversity and generational changes which will
require innovative engagement strategies. 2. Local: The new DMO model will require local education and
engagement to successfully morph the board into a strategic governance board and not a tactical board.
n) Return to normality in visitation habits. However, travel to Europe has become expensive which may help us.
o) Perceived value received for what must be recognized as an expensive destination resort. Efforts should be made to
work with Vail Resorts to reduce and hold down prices. The elephant in the room is Vail Resorts is losing skier
numbers. Their unadmitted reason is pricing. They over charge. Disney prices but not Disney quality. And even
Disney is recognizing their product is overpriced. Vail businesses are noticing a price sensitivity also.
p) ECONOMY: The US and worldwide economy will have an impact in our future planning for the future DiscoverVail
initiatives. The direction we’re on right now with our new campaign is going in the right direction rather than the
exclusiveness of the old campaign “life is but a dream” which excluded families and budget conscious travelers.
Having a young fresh team like Illuminati and 970 helps with understanding our market/demographics while still
being approachable to our older target market. The US presidential election next month will also have an impact on
our future plans depending on how the next 4 years will impact the economy. SHIFTING DEMOGRAPHICS: the
changing demographics of our society with millennials and gen z’ers coming to the forefront of high net travelers,
will impact our future for Vail. We need to find more of a draw for these generations to make Vail their go-to place
as we were for Baby Boomers and Gen-Xers.
q) Vail's big challenge is balancing tourism with the need for more local investment. While it's natural for residents to
want to focus on community needs, the town’s economy is built on tourism. Visitors bring jobs, fund services, and
keep local businesses thriving—essentially making Vail what it is.
r) Some people in the community might struggle to fully accept this, wanting more attention on local spending. But
Vail isn’t like other towns—it relies on visitors, which creates both opportunities and unique challenges.
s) The new structure of DMO has promise but is already showing signs of struggle as the Town Council who just
entrusted the VLMDAC with strategic direction seems to be challenging them and second guessing the expertise of
the appointed board. The VLMDAC should operate with a little more autonomy, so the experts care empowered and
trusted to make decisions that are in the best interest of the town. "
t) Sustainability, DEI and remaining distinctive within the comp set.
u) Town Council is the biggest concern. The Town Council isn’t, and shouldn’t need to be, aware of everything that the
VLMDAC does. With that lack of knowledge, the new Town Council has a lack of trust in what the VLMDAC does.
Previous Town Councils have had that trust. I am unsure where this is coming from but it’s a combination of at least
two of these and beyond: Lack of education and trust from the Town Council VLMDAC representative, The creation
of a DMO has uncovered hesitancies, current Town of Vail staff leadership, Town Council budget restraints because
of Booth Heights that is making them want to cut all budgets across the board.
v) Micromanagement of Town Leadership.
w) Event funding and perception that the VLMDAC doesn’t have authority to make funding decisions.
x) Ai - it’s changing so fast, and we have a good team in place to respond but it’s a concern.
y) Perception of overtourism. Or reality, with limited workforce.
z) Keeping up with needed growth of owned channels with current funding.
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aa) Societal: The pandemic has shifted travel behaviors, with many people now seeking more meaningful and
experiential travel. There’s a growing preference for experiences over large destination-style attractions. Vail will
need to lean into being a small mountain town and not the world’s largest resort. Also explore ways to promote
authentic, off-the-beaten-path experiences that resonate with this trend. (Secret hikes, llamas, Yeti games, live
music in small venues, silly traditions and other kick-ass stuff.) Cultural: Mountain resort communities face rising
prices, difficult housing, and challenging working conditions for local residents. Vail has the resources and innovation
to address these issues and to make Vail a more livable and beloved place. In the long run, resort communities that
effectively tackle these challenges will gain a distinct advantage, preserving the authenticity that locals cherish and
visitors value. And I know this all sounds like a broken record so I will say it differently ""Resort Mountain Towns that
have diverse and happy populations and community will be seen as way more kick ass and attractive to visit than the
ones that bus in workers for rich people to be amused.
bb) Climate change poses both an opportunity and issue. On one side, being a ski and snow destination, it poses a risk if
that season is shortened or less productive. However, it allows us to market more shoulder season activities and
position ourselves as thought leaders in the space.
cc) Inclusive travel and breaking the perception the destination is only for rich white people. By showcasing and
implementing more diversity measures and programs, we actually increase our audience and traveler base.
dd) As Vail's core travelers age out, Vail needs to create loyalty with a new, younger audience. However, the cost of
visiting Vail does not track with the income of a younger demographic. I'm afraid Vail's high prices are going to price
future travelers out of the market and deter exploration. At the same time, travelers (in general) want to discover,
undiscovered locations. Vail has been discovered. The destination needs more creative, dynamic services that
reinvigorate Vail since we don't have additional room for expansion with new hotels, restaurants, facilities, etc.
ee) Sustainability continues to be an important trend, however, Vail has not figured out how to translate this as much to
the guest experience like destinations like Breckenridge and South Lake Tahoe have with banning single-use plastic
bottles.
ff) The new corporate way of focusing more on the next quarter's earnings call than the guest experience has dumbed
down what our guests are getting on the mountain to the extent that people are getting fed up. I'm honestly
surprised pass sales were down only 3% in units after the showing on Vail mountain last winter. As far as shoulder
and summer seasons go, VVF and the Town put their money in the right places to keep things going and hopefully
will continue to do so.
gg) The national and global economy proves to always have an impact on tourism and will continue to do so, along with
the outcome of the upcoming election. Locally, the housing crunch has made it increasingly hard for local employers
to staff in the Town of Vail, so this will continue to make an impact on the quality of guest experience and how much
money people spend. For the local experience in Vail, businesses also need to be able to thrive in places like West
Vail to make it feel like a quality community and to keep people here to raise families, spend money, invest in the
town's future.
hh) building culture here, in particular local culture... housing, lack of creative community and vibrant local scene will
effect Discover Vail unless it is nurtured more extensively.
ii) Economic impacts on travel spending. Environmental impacts on the mountain travel experience (weather, etc.)
Employee housing challenges competing or conflicting with marketing spending.
jj) "The value people place on unique experiences and core memories will continue to increase. The VLMDAC is primed
to be a presence in the mountain resort space due to all of the unique offerings and possibilities in the Vail
landscape during this time of year.
kk) There will be more demand for travel and tourism that is focused on the eco-conscious travel options. I am thinking
less motorized here, which our valley speaks to in the summertime. Remote work hubs in leisure/tourist
environments will continue to rise I think as office spaces continue to be rethought.
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3. If money or staff/volunteer resources were no barrier, what are the key issues/areas Discover
Vail should devote resources to in the next 2-3 years? (list up to 3 key issues/areas)
a) Continue to fill the lows - whether that be week/month
or even days of the week
b) Work with VCBA and VVP towards elevating the ability
for front line workers to enjoy themselves IN Vail
c) Engage the next generation NOW - as they will need to
be acclimated and immersed as much as they can with the
behind-the-scenes goings on and planning.
d) More first party data collection; guest experience (pre
and post visit; communication with community
stakeholders (retailers, restaurants, lodges); branding
e) 1) Bringing in a consistent annual highly visible
conference (similar to Davos) to elevate Vail's global
destination status and/or series of top entertainers as well
as ""synthetically"" create and then widely promote off-season shoulder events to attract visitors. 2) Increase
marketing expenditures and ""pay to play"" to get top #1 ranking in surveys for best mountain resort destinations
and maximize all social media impact (influencers, frequency, etc.). 3) Get access to ALL Vail guest emails (personal
info) and potential visitation (from other resorts to capture their guests) so that we can have much more precise
targeting and personalization of our emails.
f) Promoting and championing businesses who provide transformative and culturally enriching experiences to our
guests while providing livable wages and benefits to their employees.
g) 1) Storytelling of our residents - if THE PEOPLE are what makes Vail special (as I was told in the last branding
exercise), why are we not featuring them? 2) Engaging our visitors with our residents - invite them to participate -
mentor, donate, volunteer. 3) Implement walking tours of local businesses and their owners or feature businesses.
Give voice to entrepreneurship!
h) More promotional advertising and marketing done to drive more nonpeak season business by highlighting events
and activities and what's open in Vail during November, early December, April, June and September.
i) 1. Appropriate budget and staffing from an independent funding source to ensure growth to a robust, year-round,
full-time marketing effort to attract guests to Vail. 2. Established independence in strategic policy direction by the
Vail Local Marketing District Advisory Council for Discover Vail.
j) Expansion of collaborative partnerships for events and raising profiles of businesses to increase repeat tourism and
longer stays for tourists.
k) High end events, utilizing available event spaces.
l) 1. Brand building - how to build the Discover Vail brand in a holistic, meaningful way that compliments and does not
compete with the Vail (Mountain) brand. 2. Technological change - how will AI, deepfakes, disinformation impacts
the travel industry and the Vail community? 3. Guest service - investing in a DMO-led guest service/visitor
experience initiative to help create a seamless visitor experience, incorporating not only branding but welcome
centers, event alignment, and tools for local businesses."
m) Event tie ins - Vail should be inundated when major events - Bravo! the dance festival, are happening. Frequently it’s
possible to forget that these events are happening - the villages should be alive with music.
n) Increase mailing list to include more potential guests (not only previous visitors). Emphasize the experience, the
glorious weather, the warm welcome from locals, the variety of year-round experiences from dining to nature walks.
o) "EVENTS! Like the Tiesto concert in December: a big name for a summer concert. Package lodging options around
the concert for a total vacation package. We also need 2-3 well organized, big fresh events to draw people to vail.
Concerts, festivals, signature events to put us back on the map. For years, Food, events and outdoor activities keep
topping the list of surveys from visitors, so we need to listen and act on capturing some kick ass events to WOW
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people and make Vail standout. HIGH END EXPERIENCES: ok, I know I said economy was going to be an issue to
attract more budget conscious people, and we need them too! However, the high-net-worth individuals and
families have been proven to be less affected by economic fluctuations. Their travel is all about exclusive high-end
EXPERIENCES and packages. Honing in on this market and their needs could be very lucrative for our future
marketing efforts. TECHNOLOGY INTEGRATION: with our target market shifting to the tech savvy generations, we
need to look to enhance the guest experience through cutting edge technology. Digital concierge, digital maps,
flora/fauna app to identify wildflowers (think PictureThis type apps), tech savvy vacation planning tools for before
visitors come as well as in town to plan their next day!
p) Developing a marketing strategy to boost occupancy during lower demand periods and shoulder seasons.
q) Developing an Effective Chamber Structure to Support All Vail Businesses and Foster New Business Development
r) Investing in in-resort assets to enhance and improve the visitor experience.
s) The right new Brand and logo
t) Embracing and setting itself apart as a DMO, especially compared to other DMO's who already have years on us.
This is something we should have transitioned to a while ago, and we need to fully embrace it, rather than do it half
measure.
u) Group sales. Need to make a deliberate and concentrated effort here with devoted salesperson (team) to build out
this whole program.
v) Get PR/ and messaging for all channels on the same team with easy flow of communication between it all. "
w) Sorry I know you said 3... Brand launch and brand perception; Activating existing spaces within Vail for more unique-
to-vail experiences that elevate the visitor and resident experience. IE: Welcome Center - Existing space that is
staffed by day and sits empty at night. There would need to be a completely new staff dedicated to the evening,
cleaning, booking, outreach, etc.; In-house event production and infrastructure that is specifically branded and
designed to fit the Vail aesthetic. Think Beaver Creek Resort Company; In-house data team that oversees data from
Town to Discover Vail and connects the overlap dots; Year-round, local organic content creator (photo/video
production); Build a multi-use facility that is fully staffed to handle constantly morphing experiences and offerings.
Museum by day, Cocktail making class by night, community gathering coffee shop by day, comedy show by night,
daycare by day, night club by night…JK but you get it.
x) 1) There’s a perception that Vail has become too restrained and gradually phasing out several beloved events, like
the Burton US Open, Gaper day, CLosing Day 4at4, Spring Back to Vail, and Vail 99. These community favorites left a
void in the town’s vibrant event calendar. To counter this, we should prioritize revitalizing a few of these classic
events while also introducing a new marquee attractions. Look at what Telluride and Aspen have accomplished with
their signature events—Telluride’s Film Festival, Bluegrass, and Blues & Brews, or Aspen’s Ideas Festival and Food &
Wine Classic. These events not only bolster their brands but also send a strong message to the community that a
dynamic, thriving culture can exist independently of the major resorts. Vail still has some great events that need our
support, but we must ensure the best ones stick around. It’s exciting to hear that we’ll be adding a few show-
stopping events that capture our unique spirit, bring the community together, and reaffirm that we’re more than
just a ski destination. I would just encourage VLMD to take the steps we need to hire a team to make it happen. We
could throw a huge block party, we could bring in the most famous artist from all over the world, maybe we pay
Sundance film to come to Vail instead. 2) There’s a perception that Vail has become too corporate and
commercialized, losing its original charm and authentic mountain town feel. This is often attributed to the
dominance of Vail Resorts, whose focus on expansion and profitability can sometimes overshadow the town’s
unique character. To combat these misconceptions, we need to invest in cultural and community efforts that
prioritize people, the environment, and mountain culture over immediate profitability. Ideally, doing the right thing
will prove to be profitable in the long run, but our focus should be on what we’re doing for locals, the environment,
and preserving the mountain lifestyle that makes Vail (and other mountain towns) special. This means creating
meaningful community events, supporting local businesses and artists, implementing sustainable practices, and
fostering a sense of connection and belonging among residents and visitors alike. By prioritizing these values, we can
rebuild Vail’s reputation as a vibrant, authentic mountain community that thrives on more than just the bottom line.
y) To be clear, I know Vail’s brand is still strong and reflects many of these values. That's why we are still so loved.
However, without continued authentic nurturing of these values, we will drive our incredibly loyal clientele to places
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where they feel more included. 3) VLMD is incredibly well organized for such a big organization with multiple
partners and it's impressive to watch Liz manage it all. One improvement that would likely make both the internal
and external workflows more efficient is an investment in more dedicated and advanced communication, task, and
project management tools. Basecamp is a great start, but it’s pretty limited and usually used by smaller
organizations due to its low all-inclusive price. Tasks often have many owners or none and lists can become messy
and outdated. Not to mention the amount of notifications that everyone seems to be overwhelmed by. More
powerful tools like Asana would allow for better task management, team collaboration between partners, and cut
down on the emails and scattered information across apps.
z) A more consolidated communication tool would also be helpful such as a dedicated Slack or Teams organization
between everyone even if it means paying for seats. Currently communication happens between email, basecamp,
text messages, calls, teams, slack etc. and can feel a bit hard to manage or intrusive depending on the situation.
Documents are also sent across all these various channels and become difficult to find. Dedicating a central and
instant communication platform for all internal and external partners could help speed up and add efficiency to how
we all work together. Adding a position to help manage it all (which is what Liz is already doing on top of everything
else) could also ease the likely overwhelming amount of work happening daily.
aa) Investing in both of the above societal issues (climate and inclusive travel) which can be neatly rolled up into a
thorough, research-based destination stewardship plan that goes beyond simple messaging like please recycle. But
actually, impact how travel is done, how partners in the destination engage with stewardship, and ultimately attract
a traveler who, based on all recent data, spends more than the average traveler.
bb) Focus on 0PD and 1PD strategies that are impactful and returning value based on the investment in the tools and
strategies to active this. First, is the data/tool for the specific program actually providing ROI? Second, is the data
valuable enough to use across related programs? How can we modify data base signups and revise the value
proposition to quality versus quantity.
cc) Continued investment in owned research that's then digest and acted on. Gather data do we have from OUR users
about their UX/UI on the website (tree testing, heatmapping, card sorting, UI interviews, etc.) to inform impactful
work. Test creative in key markets to understand if it's what they want to see and if it moves Vail into their
consideration set. What media technology needs to continue being tested given Cookies are largely outdated (50%
of devices/screens already block) and how do we modify creative and media tactics to evolve with contextual and
behavior data?
dd) Create 3-4 key experiences or events that distinguish Vail from its competition. Own something unique and
distinctive. For example, the Beer Festival and Wine Festival are replicated at several other mountain towns like
Breckenridge. Why invest in an event that is simply tweaked at another competitor? It's a formulaic event versus
distinctive to Vail.
ee) Finding a way to get support from Town of Vail departments for creative recommendations from the VLMD - maybe
this is an operational liaison that helps other TOV internal departments understand WHY we need to do certain
things? For example, we've come up with unique activations, pop ups and installations that would help enliven Vail's
brand, but we continually hear that there isn't the support or buy-in from other internal TOV departments.
ff) If we are going to do things, do them to a Vail quality/level. For example, last year's Kringle Crossing town looked
like it was purchased online versus partnering with local contractors, builders to come up with really distinctive
buildings. These could have been sponsored, named, etc. Better yet, why not have a true Christmas market with the
stalls and vendors selling their wares like you see in Europe? It's a perfect fit for the brand and no other mountain
resorts is doing this. The winter market we currently do does not meet this quality - the white tents do nothing to
enliven our brand.
gg) A true DMO also has a leisure sales component. Identify how to bring on a leisure sales consultant or employee to
handle this important segment of the sales mix. Or, do it through the VVP with an extra body solely focused on
leisure sales vs. just group.
hh) Money no barrier? Town of Vail finds a way to get to the Forest Service and block the lease extension, takes over
the mountain eliminates "Epic" in the Vail Valley and turns the direction back toward what the people who made
Vail envisioned it could be.
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ii) 1. Outreach to Eagle County locals about the housing continuum/viable and affordable housing projects in the Town
of Vail to help plant seeds for a more viable community as we move toward the future. Good local culture keeps
visitors loving our town too! 2. Support for local businesses in terms of collaboration and marketing. This and the
above comment keep heart and soul in the town which in itself is a model of sustainability for hosting the world in a
way that keeps people coming back to visit, year after year. 3. Keeping events and funding toward them fresh,
inspired and not just ""the same thing again"" year after year.
jj) marketing to more ""Dinks"" (double income, no kids, singles); supporting the local community and economy i.e.:
small business; activating Vail Mountain with public art and events.
kk) Capture more/better first party data, including trip planning information about prospects/visitors. Deliver tailored
trip planning experiences beginning online and carrying through to in-person concierge-type services.
ll) Connecticut and New York summer advertising campaigns. They have no idea how nice it is here in the summer with
zero humidity and mosquitos. YouTube TV with Geotargeted ads in CT, NY, TX to raise awareness of Vail’s summer
offerings. It should also review group sales efforts in the Denver market, which accounts for a large portion of Vail’s
business. JR mentioned a comp set check on their group efforts, which will give insights into Denver efforts
overlapping with hotels or not. Mexico City dedicated Transient sales manager in market. Another key area will be
expanding the use of data analytics to personalize guest experiences and optimize the return on investment for
marketing spend. Rethink events we are trying to secure in relation to VVP activation and other towns like Aspen
(Food & Wine, Jazz) that ensure longer Lengths of stays, engaging programming, and the ability to secure stay
patterns year over year.
mm) Build awareness. Increase conversion. Develop and execute events in need periods (April, May, early June - and
again in September, October, November).
nn) 1) Establishing a solid brand platform to guide decision making; 2) Adapt to the broader scope of the DMO structure
and maximize opportunity (from a promotional mindset to a product and promotion approach); 3) Optimize the
media mix through better KPIs, tracking, and reporting.
oo) Big events with nationwide recognition! Get rid of the small ones that have no impact. Making it clear who Vail is.
Right now, we are just OK for everybody. Let’s be something specific.
4. Are there any programs, services, or initiatives Discover Vail should “stop doing” or place on
sabbatical?
a) Map program. Either stop it or really go all in on it.
b) Nothing that specifically falls under Discover Vail in the
current model but does in the new DMO model: VCBA
needs to be re vamped. They are not doing an effective
job. Prima Vail needs to be revamped. They are not doing
an effective job. Discover Vail should operate outside of
the Town of Vail and be its own entity without being
dictated by Town Council.
c) Town Council doesn’t understand what marketing is and
how the funds are being used and they make rash
decisions based on 1% knowledge.
d) I don’t have a definitive answer here, but I do think we
should evaluate any marketing tactics that prioritize growth for growth’s sake. It’s important to consistently check if
a tactic aligns with our long-term goals and values. Vail doesn’t need to cater to everyone, and we shouldn’t rely
solely on algorithms to drive our decisions. For example, if travel numbers are up but spending in local stores is
down, it may indicate we need to broaden our KPIs to include metrics like spend per visit, not just visitor volume.
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e) Group Sales is on cruise control, but the VVP is the only option and Chris Romer is a very valuable partner. It’s just
others on his team that are questionable.
f) Also, once we’ve solidified a brand, we’re ready to nurture, we should cut any programs that don’t fit that vision
and create more that do. That’s how we preserve Vail’s unique character. For instance, if pedestrian streets are
central to the brand, how can we enhance those spaces or, at the very least, communicate their brilliance more
effectively? Really all of Vail's most beloved attractions and events already leverage the pedestrian streets."
g) A thoughtful evaluation of program budgets, goals, deliverables, and their return—beyond just monetary—on
those tactics. Which tactics or platforms have high costs but either a) don't align with the newly formed DMO's
goals, or b) fail to engage travelers or influence travel decisions, according to research? For example, according to
an ad effectiveness and impact study, how often do we really need to refresh creative given our media investments
in the largest US DMAs? Using pixeled email data, ActiveCampaign, and GA4, is the frequency and iteration of our
campaigns creating noise or driving real value? Additionally, based on DSP, GA4, and research such as ad
effectiveness studies, where are we over- or under-indexing with our audience in key markets? This exercise
ensures that no line items are bloated or misaligned between investment and impact.
h) The sustainability roadmap. We continually talk about how this is going to be addressed, and nothing gets done.
Even the recent transformational travel group made up of community members was about more ideas - not action.
We have lots of ideas - it would be great to see action. Although the Mexico market is important, consider revisiting
the investment and importance of this initiative. Are we just getting second homeowners in the summer? Are we
growing this market? The international strategy, in general. It feels like we are just throwing things on the wall to
see what sticks without a full strategy and reasoning behind the strategy. The committee process. Why have a
committee if all committee recommendations run through town staff and are declined?
i) Not that I can think of right now.
j) my only suggestion is to do more.
k) Media spend feels high and should be revisited to understand efficiency of spend and optimize it. Monthly
VLMDAC meetings drive a large partner expense and could be reviewed to understand necessity at this frequency.
l) Consider reevaluating the roi of our sole group representative stationed in Florida and reallocating those resources
to more strategic group markets as base. Continue streamlining activation and support for event efforts to focus on
those with proven long-term economic, and ability to repeat impact to further ensure alignment with the overall
brand strategy.
m) It's very important for Discover Vail / VLMDAC / DMO to ensure that there is equal focus on all twelve months. This
is the only way that the brand will be able to address brand awareness and build an all-encompassing plan for the
destination.
n) Nothing I can point to. More evolve, enhance, improve. We're ticking all the right boxes.
o) Influencers and marketing in Mexico.
p) No. But would look to the site and keep it fresh EVERY DAY - so info is up to date and live.
q) “Sustainability" needs to be redefined.
r) In response, I would recommend we receive (and approve) each year the top 5 goals of each of the marketing
partners and then at the end of the year have each marketing partner show the results of each targeted goal. This
will help us define what should be discontinued annually. This is a fluid process and requires constant evaluation.
There is also a cost-benefit approach to make sure we are spending on items that deliver the best results. For
example, I am not sure how much we pay for all the data we get on lodging market metrics, but we rarely discuss it,
and it seems like this could be reduced down a just a few meaningful stats.
s) none
t) na
u) None that I think of
v) Discover Vail should priorities which initiatives, programs, or services will have the greatest impact in the short and
long term and plan accordingly. Special Events should all have proven quantified benefit to the marketing efforts of
Discover Vail and/or the Vail community.
w) I think the absorption of the CSE into VLMDAC may dictate resource reallocation with this new endeavor.
x) na
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y) I question the value (ROI) on Mexico initiatives relative to other marketing efforts. I think the Colorado Tourism
Office partnerships and IPW are very appropriate uses for international marketing dollars but am less certain the
value of Mexico influencers.
z) Don’t know what to eliminate. Somehow Discover Vail should help guests access experiences from where to buy
picnic foods to entertainment opportunities, etc.
aa) Group and Individual Sales Initiatives in the UK. I agree with the idea of expanding our reach but not sure the juice
is worth the squeeze at this point in time.
5. What do you believe positions Discover Vail as a unique or compelling organization?
a) Close partnership with all the organizations working in
Vail. An incredible cultural base on which to build and
expand.
b) It is not regarded as an organization. It is a message, a
marketing tool, an invitation to enjoy and experience Vail.
c) Our diverse board with different degrees of experience,
talents and points of views make us the best board we’ve
had in years. We now have an amazing opportunity to
charge forward and really move the needle for summer
occupancy through thoughtful, creative and innovative
marketing strategies.
d) What makes Discover Vail unique is its approach to
event sponsorships. Unlike other places, Vail uses special
events not just for fun, or to bring visitors for the event, but as a way to drive awareness of its brand and create lead
generation through data capture. Discover Vail invests in these events with the idea that they’ll help market the
destination and boost tourism beyond the event days. The key here is accountability. Event producers are expected
to deliver on the marketing benefits they promise, so the events actually make an impact. When this works, it’s a
win-win—great events that draw people in and keep Vail’s reputation as a top spot alive. By combining exciting
experiences with real marketing results, Discover Vail’s model sets a high standard and plays a big role in keeping
the town thriving.
e) A big opportunity as VR has so far moved away from promoting destinations individually, someone needs to fill this
role, and not as a Valley wide org, but Vail specific.
f) Discover Vail started their own channels four years ago. It is now unique from where it was 4 years ago, because it
can be creative outside of Vail Resorts branding and constraints. It will be important that Discover Vail has a strong
brand position and holds to it and makes sure community, visitors and prospective visitors are very aware of what
that position is through creative and in-resort experiences. They need to be a seamless connection throughout the
whole journey. Being a part of the Town of Vail, it’s important to have a strong relationship and connection to Town
Council, their priorities and the priorities that resonate with the community. Vail’s environmental efforts are far
ahead of most destinations, but Discover Vail isn’t fully embracing that yet. If the new stewardship/sustainability
campaign is done really well, it could be an example that other destinations use as their benchmark. Discover Vail
has a 3M event budget. If we can turn that 3M into the best events and experiences that are right for Vail, Discover
Vail will be able to leverage those events to build loyalty, increase economic impact and benefit the community all at
once.
g) Let’s start by dropping “Discover.” It always throws me off. Let's just embrace simply “Vail.” We have the
opportunity to be the voice of our town, distinct from Vail Mountain operated by Vail Resorts. While Vail Mountain
is an incredible asset and important partner, the town and destination are much more than that. As a DMO, we are
funded by tax dollars and approved by elected officials, which means part of our goals should be to represent the
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community. Any negative perceptions of ""Vail"" are now our responsibility to address. Because Vail’s brand
recognition is nearly universal and carries deep meaning and ownership for both locals and visitors, it must be
stewarded by a group that understands its significance and is excited by the opportunity to shape its future. Now
more specifically to the question what makes vail compelling? When considering what makes Vail truly compelling,
we need look no further than the attributes that define our town: the safe and clean streets of our European-born
pedestrian village, which provide unimpeded access to nature; a community founded by true mountain pioneers
who inspire both locals and visitors to live a life of entrepreneurship and adventure while maintaining a deep
reverence for the natural world. Vail’s unique blend of world-class cuisine, exceptional hospitality, and luxurious
amenities creates a destination that seamlessly combines elegance with authenticity.
h) The organization's willingness to embrace new ideas and implement tactics or programs to capitalize on them, even
when facing adversity.
i) I don't think there is anything that positions Discover Vail as a unique organization. Economic development
leadership continually looks to Breckenridge, Telluride and other destinations to see how they are operating versus
being the best Vail we can be. Vail has always been a leader in the industry where places like Breckenridge &
Telluride look to us for benchmarks and forward-thinking ideas. We don't seem to have this perspective/mentality
anymore.
j) The product being marketed, the people who work in the community & the accessibility to world class outdoor
activity along with the direct access to a large population center on the front range.
k) Discover Vail is the brand for a world-renowned Rocky Mountain town, established initially for skiing but loved by
people from everywhere as a place of culture, beauty and recreation. With the right goals and messaging, Discover
Vail can authentically continue to inspire people to love this place for generations to come.
l) Being the go-to spot for all things happening in town - get more intimate with the locals and local happenings vs. just
events (it will look more authentic) and feel that way.
m) The experience delivered at Vail with the combination of outdoor activities, natural beauty, high-end lodging, dining
and entertainment is unparalleled. Discover Vail has a broad set of partners with strengths in their areas that, when
combined, create a very powerful marketing organization.
n) Compelling due to its focus on attracting visitors to Vail during summer and off-peak seasons. Our efforts are really
highlighting the same reasons most locals now live here, the summer and shoulder seasons. Discover Vail is in the
process of establishing a strong brand presence with engaging, innovative campaigns that position Vail as more than
just a winter destination.
o) The board members, as a whole, are very concerned with the brand positioning of the destination. The partnership
between the board members, leaders of Town / VLMDAC, and the community is very strong. I don't believe that
many destinations have this much alignment.
p) Does the organization need to be unique or compelling? I think it's much more important to be effective and well
governed. Or are you asking about Vail as a destination?
q) It’s VAIL. Our potential is unlimited. Let’s show it.
r) Unique - not sure. Compelling - it was great move to break away and have real focus by real local staff on what the
messaging is.
s) Having a board of qualified marketing professionals that are there because of passion for the destination and not
because they're paid is very compelling. They face no risk of losing a job which makes it easier to be bold when need
be.
t) "Passionate purpose" is the driving force we all collectively share in support of a truly unparalleled mountain
destination. In addition to this motivation, we benefit from a commitment of the Town's resources, DV's leadership,
and an engaged community who together understand the focus on tourism to support this local economy. The DV
team is comprised of Board experts and marketing partners who genuinely share a common vision for the continued
vibrancy and history of the Town, while seeking ways to expand economic growth. We have proven capability of
thinking creatively, pursuing change, challenging ideas, and implementing strategy with great intention for desired
results.
u) Vail is such a desirable place to visit, you are the person who gets to create the "I wanna go there now feeling", what
an honor and fun task!
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v) Vail is a global destination where many under-the-radar global executives visit. If we can tap into these guests for
their networking reach, knowledge/skills, and resources. the reach and depth Discover Vail takes will be exponential.
I worry that Discover Vail and VLMD ask too much of their volunteers.
w) That it is non-Vail Resorts and not affiliated with any one business in Vail
x) Discover Vail benefits from a talented group of marketing professionals who are passionate about making Vail the
best it can be. With a proven track record the model works - and should be assessed to optimize performance and
results not just annually but on a longer-term basis (3 - 5 years +)
y) It's openness to the community feedback and input while working with the major ski industry conglomerate.
z) Recognition
aa) Discover Vail has an opportunity to be the most nimble and impactful DMO in Colorado (outside of Visit Denver,
who have immense resources). If the model and plan are implemented correctly, with the town council avoiding
governance and the new Discover Vail (formerly VLMDAC) board avoiding micromanagement, the staff and partner
group are situated to be a high functioning organization without the challenges facing peer resort community
organizations (Aspen, Snowmass, Breckenridge, Telluride, Park City, and others all have various organizational chains
that hold them back - Discover Vail can be built to avoid these pitfalls if done right).
6. What do you believe Discover Vail should aspire to become? Desired future state?
a) A year-round promotional machine for Vail to continue
to grow it's top of mind awareness as a year-round
destination.
b) Discover Vail should become the best working example
of a successful destination marketing organization as
measured by NPS, quantitative and qualitative results and
quality of life for the Vail community.
c) A true DMO dedicated to enhancing quality of life,
activities, and community building for tourism and locals.
d) Premium experiences, reflecting the town of vail.
e) The best resort community DMO in the nation, looked
to by peer organizations as "best in class" due to their
nimble nature, impactful programs, and strong leadership.
f) Ideally, a fully integrated marketing and visitation enhancement organization. That being said, we much beware of
mission creep.
g) An effective message to increase actual visitors to Vail who become repeat visitors. If you are asking about the
marketing organization, emphasize experiences and how to access them.
h) A full-fledged DMO. We are successfully working toward that and making sure we look at every aspect of a DMO’s
responsibility. I’m not sure we can be successful with just one meeting a month. There may be more to ask of the
board to make this change including subcommittees, additional board members, additional partners (guest
services?).
i) Discover Vail should aspire to become a community minded DMO with ample funds to support tourism
development, business development, and community capital needs. The tax rate should be increased to properly
fund all event and marketing aspects of the organization without general fund money. Become outside the purview
of TC and TOV governance. Too much politics here that takes away from what is trying to be accomplished.
j) The most trusted resource for everything Vail. Not only in terms of marketing innovation and effectiveness but
beyond that to bringing unique experiences that represent Vail, being a known steward of the natural environment,
the community, it’s stakeholders. (Discover) Vail should be the primary steward of its story—where Vail Resorts
seeks support from the town, not the other way around. Discover Vail is better positioned to lead long-term efforts,
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as Vail Resorts, by its corporate structure, will always prioritize short-term gains for its entities and shareholders. As
an elected board funded by tax dollars, we focus on the long game, ensuring the town’s legacy is something we can
all be proud of and protect for generations of visitors and locals.
k) An envy of the DMO world, we are known for thoughtful, accountable, and impactful marketing and stewardship
activities. These efforts benefit our stakeholders by generating increased tax revenue, support our partners by
upskilling them and driving quality leads, and ensure our destination is marketed sustainably for continued growth.
l) The best Vail it can be. Vail has always welcomed everyone - all age ranges and demographics. We are pricing
ourselves out of ""everyone."" It's become harder for anyone to find their ""Vail moment"" because it's becoming
less accessible.
m) Not ""kickass."" This doesn't seem to fit with the Vail brand. Let the marketers focus on the marketing. However, I
understand the sentiment behind this ideas - we need to be cooler, more vibrant and fun.
n) I think Discover Vail as a brand and Town of Vail as a place should aspire to become one of the most celebrated
mountain destinations in the world, in every season. go to for visitors and locals. An efficient strategy machine with
top-down alignment on overall goals and strategy that feed into functional strategies and tactics for each partner.
o) A premier year-round destination with unique experiences in every season, combining luxury, adventure, and
sustainability. For sustainability, we are very well positioned with the town’s efforts, eagle river water, and other
efforts we can speak to. Aim to be the top choice for mountain bleisure trips, mini-wide conferences that utilize our
new (Donovan) and core spaces and attracting guests. DMO.
p) A model for destination marketing in the mountain resort segment.
q) A DMO that attracts big events, big corporate groups in need times, and makes this a year-round destination so
locals can thrive. You are not so far off already. a portal for guests to go to for all and growing a place for local staff
would be next natural step.
r) Discover Vail should be a top resource for travelers coming-to or already-in Vail. Should be synonymous with TOV
and known by locals and guests alike.
s) DV should aspire to become the premier DMO for mountain destinations by efficiently utilizing capital to support
advanced technology and marketing efforts to attract new and repeat visitors via a personalized and emotional
connection to all that the TOV has to offer.
t) We should desire to become the premiere marketing organization that everyone looks to for inspiration and goal
setting.
u) A storyteller of what makes Vail committed to its residents first and foremost, then act as resource of cultural and
intellectual activities for residents and visitors within our town. Vail Symposium brings voices to town, how do we
engage our resident beyond the speaker at the podium to fold engagement and learning into our resident base, so
they are inspired to reach for goals and have the skills to do so?
7. Additional comments? Observations? Suggestions?
a) I think we should consider a name change- VisitVail perhaps?
b) Today people travel for experiences. This often includes families
and memories. Vail has free and ticketed opportunities for unique
and feel-good experiences.
c) Need to fully own this strategic retreat for Board and Staff to
have guidance and develop all the roles. If we're not setup and
supported to become a well-run board, we can only achieve small
measures of success.
d) I am nervous that there is a lot leaning on the completion and
implementation of this plan and without strong implementation
leadership, it may end up like our Stewardship Roadmap that was
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created a few years ago. We need to come out of this with a clear direction of where we need to go and the steps
over the next 3-5 years to get there. If it isn’t aligned with the Town of Vail Strategic plan, it will not be taken as
seriously by Town Council as it needs to be taken. Don't let Town Leadership take over the room at the session. This
should be about the board and those who execute on the plan. Thanks Steve!
e) I just want to give a big thank you to everyone who dedicates so much time—often in a volunteer role—to having
these conversations and working tirelessly, and often thanklessly, to make Vail Kick Ass.
f) Excited to see how the session goes!
g) There needs to be a stronger level of trust between staff, the board and vendors. With so many moving parts, the
board needs to be trusted to have independent conversations with vendors about additional questions, insights, etc.
make more of an effort to be in front of and in support of locals and small business. The partner group is still
operating too much as independent silos without a strong connection between partners. We're lacking a cohesive
vision and coordination across the group.
h) Discover Vail should continue focusing on digital marketing, particularly geotargeted advertising on platforms like
YouTube TV to tap into high-value markets. Strengthening partnerships with nearby towns like Aspen could create
joint offerings that encourage longer visitor stays and enhance regional appeal. Additionally, Discover Vail should
continue to diversify its event offerings, hosting activities such as culinary, tech, music, and cultural festivals that
align with its unique strengths.
i) Having our event calendar more present and discussed at each board meeting seems like it would be helpful if the
ultimate goal is heads in beds. Reviewing patterns, holes, gaps, and discussing the types of events that either we
would like to see over a pattern, or that has interest in funds for a pattern. A bigger more ongoing strategic
discussion of layering events with known groups in the valley. For discussion: Powabunga music festivals – Fall show
– sold out; Jazz Aspen Snowmass –10K ppl over Labor Day. Brandi Carlile, Sting, Dierks Bently, Black Crows, One
Republic. Core Jazz programming in June with 10-20 artists.; Vail Jazz – Going away; Apre at the Amp shows – sold
out; Tiesto – look at how fast that sold out.
j) We have a rare, unique opportunity in front of us here to create an effective DMO to promote the new brand of Vail
and ensure an annual marketing and communications plan that works in line with what Vail Mountain, Town of Vail,
VVP, and all of our local constituents are promoting.
k) Looking forward to great conversation.
l) Look to possibly working with surrounding communities to share Vail info (and theirs in return) to enable guest to
understand all that is with in an easy reach. Might sound counterintuitive but think from a guests perspective how
much more value that would bring.
m) We tend to get bogged down in details, need to keep overarching strategy as top priority.
n) na. thankyou.
o) Discover Vail continues to improve each year. It would be great to see more analytics shared on the performance of
the website and its promotions. Where is the $ spent and what is the measurable ROI on those initiatives?
p) Keep on keeping on.
q) This is such a cool opportunity for Vail, for the VLMD, for Discover Vail, for board members, and for the community.
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