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Home My WebLink AboutVLMDACFEBMtgfinal2.21 VAIL LOCAL MARKETING DISTRICT ADVISORY COUNCIL FEBRUARY 21, 2013 AGENDA Anschutz Site Visit Debrief – Beth & Margaret Creative Strategy Update – MKT Vail - Health & Wellbeing Initiatives Burton US Open TV Spots – MKT Vail Winter Update - Vail Resorts Marketing Air Program Update – VVP PR Update - MYPR Mexico Update – MKT Vail/SITE/MYPR ANSCHUTZ SITE VISIT DEBRIEF Beth & Margaret CREATIVE STRATEGY UPDATE 1) Integration of Health & Wellbeing into current Vail brand positioning 2) Evolve the Vail brand framework so that the role of Health & Wellbeing is understood, organized, and articulated 3) Create a process design to move this initiative forward that aligns the stakeholders, frames the brand thinking and creates a communication strategy with measurable results 4) Overall evolvement of Vail’s year-round creative strategy Vail Brand Evolution Discussion Vail Brand Positioning Winter For passionate and dedicated skiers, Vail Mountain is the preferred ski resort for whom skiing represents an elemental expression of personal achievement and singularity of man against nature, or the Esprit d’ Corps of belonging to an elite club. Because of mother nature’s generosity in snow and terrain, coupled with the vision inherent in the spirit of Vail’s founders and the modern day commitment to excellence in all aspects of operation, Vail can credibly lay claim to being an experience like nothing on earth. Vail Like nothing on earth Year Round For passionate mountain travelers and outdoor adventurers, Vail in summer is the preferred destination for those to whom the mountains represent an elemental expression of physical, emotional and cultural vitality. Because of mother nature’s generosity, coupled with the unique passion inherent in the spirit of Vail’s founders and the modern day community commitment to excellence in all aspects, Vail can credibly lay claim to being an experience like nothing on earth. Vail Like nothing on earth Target Audience Highly segmented; families, non-families, destination, Front Range, International Emotional connection between destination and guest - well-traveled, they value rich experiences - sense of adventure, challenge - participants, not spectators - engaged and thoughtful - edgy perception We identify our target in an emotional manner – behavior and beliefs rather than the traditional drivers: geography, income Not so much about the what or where, but about the who This is the red thread that ties the segments together and differentiates Vail Strategic Situation Analysis - 2013 The task for the short term is to achieve 2013 business and financial goals; continue the momentum and build on the powerful leadership position of the year-round Vail brand 1.Increase May – October Occupancy 2.Increase Sales & Lodging Tax Revenue 3.Increase Group Occupancy 4.Optimize Visitor Mix 5.Increase Net Promoter Score 6.Increase Vail Brand Awareness Strategic Situation Analysis – Longer Term •The Vail year brand needs to be kept relevant fresh and desirable •It also needs to assimilate several key strategic dynamics that will need to be studied, understood, and added to Vail’s communication posture such that the Vail brand continues to accurately and resonantly reflect the powerful real life experience of Vail Strategic Situation Analysis – Longer Term Amongst these key evolving dynamics are: 1. the opportunity to help crack the relevance and desirability of the Health & Wellbeing movement as a potentially strong new aspect for Vail’s brand and the business potential behind it 2. the fruition of Vail’s 50th Anniversary and the way forward for the next 50 years 3. the integration beginning in 2013 of Vail Resorts’ Epic Discovery and its role as it relates to the VLMDAC’s marketing strategy 4. the road to the 2015 World Alpine Ski Championships and its potential to lift International business as it did following 1989, and especially now given Vail’s relative growth in International strength 5. the need to, working with Vail Mountain, begin to solidify Vail’s strength with younger demographics 6. especially important is to keep the Vail brand highly desirable competitively in order to ensure a value perception amongst the higher level demographic that is Vail’s target and to ensure especially strong lodging ADR and other margins The Vail Brand Framework Winter Summer Emotional Physical Vitality Cultural The Vail Brand Framework Winter Year Round Emotional Physical Vitality Health & Wellbeing Cultural The Vail Brand Framework – Two Models Model One Physical The Vail Brand Framework – Two Models Model One Physical Em o t i o n The Vail Brand Framework – Two Models Model One Physical Cu l t u r e Em o t i o n Vail Brand Framework – Two New Models Model One Physical Cu l t u r e Em o t i o n Vail Brand Framework – Two New Models Model One Physical Cu l t u r e Em o t i o n The Joy Of Living Well •In this model, H & W is not in and of itself a strategic pillar, with products, events and other experiences of its own •Rather, it is a sensibility; Vail as a place of ‘rest and rejuvenation, a place differentiated by its spirit of living well and playing well - the idea Health & Wellbeing winds across the brand horizontally; all things (cultural, physical and emotional) contribute to the larger idea - in our communications, it’s a question then of weighting and tonality, and personality - not necessarily seminars, or events, or summits •We don’t want guests to play back, ‘Oh, I go to Vail for Health and Wellbeing’, we want them to play back, ‘I go to Vail because I feel better and I live incredibly well when I’m there’….. Vail Brand – Model One Discussion The Vail Brand Framework – Two Models Model Two Physical Emotional Cultural The Vail Brand Framework – Two Models Model Two Physical Emotional Cultural Health & Wellbeing Vail in summer is the preferred destination for those to whom the mountains represent an elemental expression of physical, emotional and cultural vitality, and a sense of living well through its world class health and wellbeing infrastructure. •In this model, H & W is in and of itself a strategic pillar, with products, events and other experiences of its own that live alongside cultural, physical and emotional vitality - there is a sense that the process as it stands now is leading in this direction •While not defacto wrong, its worth examining the implications: - revenue opportunity lies in and around hospital care and the channel - this seems highly out of synch with our brand’s culture of physical participation and engagement - paradoxically, it seems that healthy immersion in a Vail lifestyle would ironically forestall the need for the medicinal side of H & W - the reality is, whether we knew it or not, Vail has very recently been all about H&W when we look at it from the perspective of Model One Vail Brand – Model Two Discussion Vail Brand Framework - Revalidation MINDSET Participate/active Live life to fullest Engaged/connected Energetic/Vivacious MINDSET Rich experiences Heritage Vail’s Spirit Fine living Creative/Inspired Artistic Worldly/sophisticated Appreciation ACTIVITY Health/Wellness Relaxation Spa Medical Assets Healthy eating Service Beauty /Blue Sky Friends/family Connection VAIL = JOY OF LIVING ACTIVITY Outdoor Recreation Sports Hiking Fitness Adventure Nature/Mountains PHYSICAL VITALITY ACTIVITY Dance Art Music Culinary Festivals Museum Farmers’ Market Galleries/Exhibits Shopping International CULTURAL VITALITY MINDSET Calm/relaxed Rejuvenate/Refresh Healthy living Vitality Inspired/Aware Togetherness Arouse/Stimulate Awaken Sanctuary VITALITY OF WELL BEING •We strongly recommend pursuing the Model One scenario •This will entail a whole host of actions: 1 – Revise Year-Round Brand Positioning statement 2 – Develop new creative and media briefs for partnership roster 3 – Identify and agree objective, develop strategies, and develop measurement tools 4 – Gain community, Council, and key stakeholder alignment on things like framework, vocabulary, objectives, how we’ll recognize success, long term development, et. al. 5. Revisit VLMDAC 2013 strategies and tactics as is appropriate 6. Develop long term plans; 1-year, 3-year, and 5-year RECOMMENDATION A Communications Model ______B2B__________ Group Sales; collateral, web presence, Digital (SEO/SEM), Video Public Relations B2B Events (Arthrex, Living Well Summit) Infrastructure/Assets (Vitality Center, Symposium, Steadman, VVMC) B2B aspects to existing B2C Events (e.g. Farm To Table seminars at food events, Farmer’s market, et. al.) Health & Wellbeing A Communications Model B2B__________ Group Sales; collateral, web presence, Digital (SEO/SEM), Video Public Relations B2B Events (Arthrex, Living Well Summit) Infrastructure/Assets (Vitality Center, Symposium, Steadman, VVMC) B2B aspects to existing B2C Events (e.g. Farm To Table seminars at food events, Farmer’s market, et. al.) _______B2C________ Incorporate into new brand framework; - new positioning, - new vocabulary, - iconic assets, - CSE focus (in progress), - PR platform, - web assets, creative and media strategy, imagery; photo and video assets Set objectives Measure performance Health & Wellbeing BRAND TERRITORY DISCUSSION STRATEGIC SITUATION ANALYSIS - 2013 The task for the short term is to achieve 2013 business and financial goals; continue the momentum and build on the powerful leadership position of the year-round Vail brand 1.Increase May – October Occupancy 2.Increase Sales & Lodging Tax Revenue 3.Increase Group Occupancy 4.Optimize Visitor Mix 5.Increase Net Promoter Score 6.Increase Vail Brand Awareness STRATEGIC SITUATION ANALYSIS - 2013 The task for the short term is to achieve 2013 business and financial goals; continue the momentum and build on the powerful leadership position of the year-round Vail brand 1.Increase May – October Occupancy 2.Increase Sales & Lodging Tax Revenue 3.Increase Group Occupancy 4.Optimize Visitor Mix 5.Increase Net Promoter Score 6.Increase Vail Brand Awareness STRATEGIC SITUATION ANALYSIS - 2013 The task for the short term is to achieve 2013 business and financial goals; continue the momentum and build on the powerful leadership position of the year-round Vail brand 1.Increase May – October Occupancy 2.Increase Sales & Lodging Tax Revenue 3.Increase Group Occupancy 4.Optimize Visitor Mix 5.Increase Net Promoter Score 6.Increase Vail Brand Awareness STRATEGIC SITUATION ANALYSIS - 2013 The task for the short term is to achieve 2013 business and financial goals; continue the momentum and build on the powerful leadership position of the year-round Vail brand 1.Increase May – October Occupancy 2.Increase Sales & Lodging Tax Revenue 3.Increase Group Occupancy 4.Optimize Visitor Mix 5.Increase Net Promoter Score 6.Increase Vail Brand Awareness AWARENESS LEVEL (Burke Brand Research 2011) Aspen Vail Beaver Creek Brecken- ridge Keystone Heavenly 4% 6% 8% 2% 8% 4% 0% 96% 89% 96% 54% 86% 65% 30% % Aware % Visiting 2013 Goal: Increase Vail’s Awareness from 89% to 96% 2013 Goal: Increase Recent Visitation from 6% to 8% 2013 PLAN SUMMARY OF GOALS MTRIP Occupancy: +3% Sales Tax Increase Lodging Tax Increase Exceed annual inflation as measured by CPI Group Occupancy: +5% Destination Visits: 60% of Mix International Visits: 5% of Mix Awareness: 96% NPS: 86 STRATEGIC SITUATION ANALYSIS – LONGER TERM •The Vail year brand needs to be kept relevant fresh and desirable STRATEGIC SITUATION ANALYSIS – LONGER TERM •The Vail year brand needs to be kept relevant fresh and desirable - the opportunity to help crack the relevance and desirability of the Health & Wellness movement as a potentially strong new aspect for Vail’s brand and the business potential behind it STRATEGIC SITUATION ANALYSIS – LONGER TERM •The Vail year brand needs to be kept relevant fresh and desirable - the opportunity to help crack the relevance and desirability of the Health & Wellness movement as a potentially strong new aspect for Vail’s brand and the business potential behind it - especially import is to keep the Vail brand highly desirable competitively in order to ensure a value perception amongst the higher level demographic that is Vail’s target and to ensure especially strong lodging ADR STRATEGIC SITUATION ANALYSIS – LONGER TERM •The Vail year brand needs to be kept relevant fresh and desirable - the opportunity to help crack the relevance and desirability of the Health & Wellness movement as a potentially strong new aspect for Vail’s brand and the business potential behind it - the need to, working with Vail Mountain, begin to solidify Vail’s strength with younger demographics - especially import is to keep the Vail brand highly desirable competitively in order to ensure a value perception amongst the higher level demographic that is Vail’s target and to ensure especially strong lodging ADR REASONS TO EXPAND CREATIVE TERRITORY 1.Increase Vail Brand Awareness 2.Increase May – October Occupancy 3.Infuse Health & Wellbeing 4.Maintain the brand as highly desirable to drive revenues, margins, customer satisfaction, maintain value perception, et. al. 5.Appeal To Younger Demographics CURRENT BRAND TERRITORY ASSESSMENT •Safe; in line visually with VR creative •No campaign; rather, everything contributes in terms of tonality, personality, visual discipline •Video stand out as drive of high end of purchase funnel •Newspaper, web/digital drive low end conversion •Likeable, reasonably memorable, continuity •Thoughtful, slightly edgy at times, authentic, differentiated •Elegant in its sparseness; no long copy, no voice, no gimmicks •Distribution is decent, but lots of upside remaining - growing awareness can happen two ways; more reach ($$), or higher impact (creative strategy and media strategy) •Luxury of experience •Relatively infinite content potential BRAND TERRIROY EXPLORATION MAP Current Soul and Spirit of Vail Edgy Vail High Perfor- mance Culture Vail After Hours Story Telling Road To Vail High Road New Geog./ Texture Friends Of Vail Vail From The Sky Vail Brand Unex- Pected Vail PROCESS RECOMMENDATION 1.Revise Year Round Brand Positioning 2.Develop revised Media/Creative Brief - Media Partners - Marketing Partners - PR Partners - Creative partnerships 3.Creative and Communications Development 4.Present New Media and Creative ideas in March VLMDAC Meeting 5.Develop and recommend process for community and stakeholder alignment and buy in BURTON US OPEN TV SPOTS NEW TV ADS 1) 360 Expression of the Current Brand in 4x :15 seconds - Copy - Music - Personality All contribute directionally towards - Images an expression of Vail with Health & - Edit Wellbeing incorporated into our fundamental brand pillars of emotional, cultural and physical vitality Can be used as :15’s, :30’s, :45’s, or :60s. TV, digital, or in support of events as is the case for these 2) Dedicated :30 Spot - to air in and around the event coverage WINTER UPDATE AIR PROGRAM UPDATE PR UPDATE MYPR PUBLIC RELATIONS Month Date, Year 46 SIA – Jan. 31 •Four appointments - OntheSnow.com, Mountain magazine, 5280 and artoftripping.com Texas Media Mission – Feb. 12-14 •Austin ½ Day One-on-One Appointments •Travel Editor, Austin American Statesmen •Fitness Editor, Austin American Statesmen •Freelance writer Travel + Leisure, Austin Monthly, etc. •Immediate Opportunities •Interest in “what’s new” culinary scene e.g. Feast Vail •Possible pre-event coverage for Vail Rocks •Freelancer interest in possible media visit PUBLIC RELATIONS Month Date, Year 47 •Dallas •Mavericks vs. Kings Game in AA Suite •8 media representing media outlets such as Southwest Spirit, ON magazine (2), Nexos (2), Private Clubs, Dallas Morning News, SecondShelters.com, AOL Real Estate •One-on-One Media Appointments •Wall Street Journal – real estate, “Off Duty Travel” columnist •Celebrated Living/American Way •Immediate Opportunities: •Nexos interested in summer press trip – possible Kelly Liken horse back riding adventure story •Real estate/second home piece on SecondShelters.com/AOL Real Estate •Whitewater SUP possible “Off Duty Travel” inclusion PUBLIC RELATIONS Month Date, Year 48 PUBLIC RELATIONS Planning •New York – Week of April 22 •Los Angeles – May 7-8 •Denver – May 14 •Mexico City – May 16 •Denver Harvest Dinner – August 13 Month Date, Year 49 PUBLIC RELATIONS Next Steps •Follow ups •Long lead outreach •Media center enhancements •Set summer media trips/secure hotel partners •Secure Denver and LA locations •Q1 PR partners meeting Month Date, Year 50 MEXICO UPDATE MEXICO SUMMER STRATEGY - 2013 Objectives •Maximize awareness of summer season against winter Mexican base •Effectively communicate key product information against key audiences: consumers, wholesalers, and press •Generate digital domain impact at increased levels than historically •Sustain buzz via press and wholesaler channels MEXICO SUMMER STRATEGY - 2013 Strategies •Develop communications with leverage capabilities – each has life beyond the physical piece - pass along value, talk value, press-life •Develop a younger-generation oriented initiative with digital and press leverage •Integrate PR and marketing with cross-over initiatives •Leverage existing assets to maximize value; Summer Games, KAR, Bravo, Dance, et. al. •Shore up Vail’s Mexican digital presence via renewed development of web environment •All $ spent have additional application in order to maximize impact and value MEXICO MARKETING Consumer Collateral Turn Down Seed Card Budget: $4,000 2,000 distribution March 25 – April 7 via Lodging Properties Summer Spanish Brochure Budget: $6,000 Refresh of 2012 Brochure 5,000 distribution via Wholesalers, May Sales Mission, FAMs, etc. Summer Essentials Pamphlet Budget: $2,500 Refresh of 2012 Pamphlet 3,000 distribution Memorial Day via Lodging, Welcome Center, Info Booths, etc. MEXICO MARKETING Wholesaler Collateral Packages Rack Card Budget: $2,500 Specific Package Offers: Bravo!, VIDF and VRD Summer Camps Electronic pdf distributed to Wholesalers Other Items / Services SWAG Budget: $10,000 Vail Promotional Items for May Sales Mission and FAMs Flash Drives Budget: $2,000 Vail Summer Items in Electronic Format for Wholesaler Use  Photos, Videos, Presentations, Brochures, Logos, etc. Spanish Translation Services Budget: $3,000 Collateral MEXICO EVENTS Mexico Sales/PR Mission: May 12-18 Budget: $42,500 Hole in One Events: Mexico City, Guadalajara & Monterrey Media Lunch: May 16 in Mexico City Evening Event: May 16 in Mexico City Wholesalers, Clients and Press Wholesale FAM in Vail: June 20-26 Budget: $4,500 Family FAM in Vail: Aug. 7-12 Budget: $4,500 KEEN Adventure Race Participation MEXICO EVENTS Inaugural Copa de Mexico Golf Tournament Budget: $36,000 Date TBD in early September Pre-event at Vail GC and Tournament at Red Sky GC Top Wholesalers, Clients and Press Tie-In with Airline Sponsorship & other Sponsors MEXICO DIGITAL New Summer Spanish Website Website would be call to action on all Spanish collateral www.destinovail.com or new www.veranoenvail.com Mexico based hosting, serving and potentially SEO/SEM Proposed Cost: $25,000 In Current Budget: $ 7,000 Reallocation Needed: $18,000 MEXICO PUBLIC RELATIONS PR - Estilo DF Social Media: June 4-8 Budget: $5,500 Young Mexican Socialites hosted at Solaris PR FAM in Vail Budget: $6,000 VOX PR (four month contract) Budget: $18,000 Translation Fees (PR items) Budget: $5,000 MEXICO BUDGET SITE Marketing $102,000 MYPR $ 57,000 $ 159,000 Determine Budget for Digital Efforts $18,000 to be reallocated from Int’l Display Ad Budget QUESTIONS? THANK YOU! Next Meeting: March 21, 8:30 a.m. – 11:00 a.m. – The Antlers