HomeMy WebLinkAbout05. Vail DMO Strategic Plan V4.14.25 (1)Discover Vail DMO Strategic Plan
ETHOS
The foundation that guides our core character, values, and strategic direction for Vail.
GOAL 1: Build an Effective and Trusted DMO Structure
Strategy 1.1: Strengthen Board Leadership
• Board Development Initiative
o Attract and enroll experienced professionals to the DMO board (Q3 ANNUAL)
Identify candidates with marketing expertise and local compassion
Ensure balanced board composition (business and community stakeholders)
Establish board recommendation process to VLMD
o Define board roles and responsibilities (Q3 2025)
Include statutory requirements and key duties (duty of care, loyalty, obedience)
Strategy 1.2: Define Organizational Roles
• DMO Governance Alignment
o Define structure and responsibilities for VLMD, Board, Staff, Partners, and Ad Hoc Group (Q3
2025)
VLMD: Budget and strategic approval
Board: Policy guidance
Staff: Execution and Town Council alignment (ONGOING)
Partners: Support and KPIs delivery
Strategy 1.3: Establish Financial Accountability
• Budget & Oversight Protocol
o Maintain fiscally responsible policy (ONGOING)
o Confirm financial oversight process with Town finance, board and staff (Q4 2025)
o Define use of contingency and reserves (Q1 2025)
GOAL 2: Communicate the DMO’s Purpose and Value
Strategy 2.1: Raise Awareness Among Stakeholders
• DMO Stakeholder Engagement
o Define stakeholders (Q4 2025)
o Create DMO Annual Report (Q3 2026)
o Hold regular stakeholder meetings and identify communication vehicles and cadence (Q3 2026)
o Quantify DMO benefits, defining goals, values, and success metrics (Q4 2025)
THE VAIL EXPERIENCE
Influence, curate, and deliver authentic and welcoming year-round moments
that create loyalty and nurtures a deep connection to Vail.
GOAL 3: Elevate the Vail Experience Year-Round
Strategy 3.1: Optimize Signature Events and Activations
• Strategic Event & Activation Planning
o Board education of event sponsorship model (Q1 2025)
o Define sponsorship goals and priorities (Q3 2026)
o Develop event strategy (Q3 2026)
o Form focus group for strategy input (Q2 2025)
Strategy 3.2: Enhance Guest Experience
• Guest Journey Mapping & Insights
o Define guest experience (Q1 2026)
o Identify implementation partners (Q2 2026
o Create Journey Mapping plan (Q2 2026)
VR/Town Council alignment (Q3 2025)
Research and data partners (Q4 2025)
Prioritize key audiences (Q1 2026)
Conduct Winter mapping (Q4 2026)
Conduct Summer mapping (Q2 2027)
Share findings (Q3 2027)
GOAL 4: Increase Awareness of Vail as a Year-Round Destination
Strategy 4.1: Signature Experience Marketing Integration
• Signature Experience PR Program
o Define signature experience tiers (Q3 2025)
o Define PR role and templates (Q4 2025)
o Partner collaboration meetings (Q1 2026)
o Quarterly PR/marketing reviews (Q1 2026)
o Launch pop-up events (Q2 2026)
o Storytelling with local voices (Q2 2026)
o Host influencer experiences (Q3 2026)
Strategy 4.2: Build Business and Community Content Alignment
• Content Creation & Distribution Hub
o Create off-peak content to drive low demand visitation (Q1 2025/ONGOING)
o Enhance business toolkit and distribution process (Q1 2026)
o Enhance Group Sales materials (Q2 2026)
GOAL 5: Build Visitor Loyalty and Emotional Connection
Strategy 5.1: Personalize the Vail Experience
• Loyalty Through Storytelling
o Integrate personalized video marketing (Q2 2025/ONGOING)
o Launch new Vail map tours (Q3 2025)
o Design measurable engagement experiences (Q4 2027)
o Create and share local loyalty stories (Q3 2026)
o Integrate Stewardship Campaign as a theme (ONGOING)
o Identify opportunities to expand ambassador program (Q1 2027)
Strategy 5.2: Recognize and Reward Loyal Visitors
• Loyalty Recognition Program
o Identify lodging/community partners (Q1 2026)
o Create repeatable business promotion model (Q2 2026)
o Launch Surprise & Delight initiative (Q4 2026)
o Define tiered partner program (Q4 2027)
Strategy 5.3: Enhance CRM Capabilities
• CRM & Data Optimization
o Implement KPIs and roadmap (Q1 2026)
o Build lodging data portal (Q1 2027)
o Expand CRM integrations (Q2 2027)
o Assess and refine loyalty programs (Q3 2027)
COMMUNITY VITALITY
Foster an economically thriving and engaged “Vail for Everyone”
GOAL 6: Foster a Thriving Local Business Community
Strategy 6.1: Invest in Business Engagement & Training
• Vail Business Academy
o Create curriculum and leverage local programs (Q2 2027)
o Reimagine guest service training (Q4 2027)
o Launch Welcome Week for new employees (Q4 2027)
Strategy 6.2: Strengthen Key Partnerships
• Local Institutional Partnerships
o Work to improve collaboration with Vail Resorts and Vail Health to support the broader business
community (Q1 2027)
o Evaluate volunteer workforce needs to complement existing programs (Q3 2026)
o Package small business resources (Q4 2026)
Strategy 6.3: Support Entrepreneurial Success
• Business Onboarding & Retention
o Identify business ambassadors (Q2 2027)
o Model successful programs to complement existing programs (Q1 2027)
o Develop Vail-specific curriculum (Q3 2027)
o Build program budget for funding consideration (Q4 2026
GOAL 7: Champion Community Infrastructure & Amenities
Strategy 7.1: Identify Needed Enhancements
• Community Asset Review
o Review master plans and space inventory (Q1 2026)
o Inventory availability of town owned infrastructure for expanded usage (Q1 2026)
o Create non-alcoholic youth programs (Q4 2027)
o Continue to explore resort best practices in infrastructure and amenities. (ONGOING)
o Create formal process to recommend improvements to town management. (Q1 2027)
Strategy 7.2: Promote Inclusive Vail Experience
• Vail for Everyone Campaign
o Identify experiences that resonate with younger audiences (Q1 2026)
o Enhance or create 3-5 experiences that resonate with younger audiences (Q4 2027)
o Launch Stewardship campaign with focus on community values (Q2 2025)
o Track Stewardship campaign effectiveness and expand (Q4 2027)