HomeMy WebLinkAbout03. 2019 Bravo! Vail Event RecapEvent Recap: Bravo! Vail
Cultural, Recreational & Community Category
December 4, 2019
Bravo! Vail: June 20 –August 4, 2019
Caitlin Murray
Executive Director
Phone: 970.827.4318
CMurray@bravovail.org
2
Overall Event Highlights & Successes
3
•List the top 4-6 successes you want to share with the CSE (consider this a snapshot for
your recap).
•North American debut of Chamber Orchestra Vienna –Berlin
•Premiere opera production: Puccini’s Tosca
•Two nights –July 11 and July 13
•Pavilion sold out both evenings
•Doubled video views on social media (444,000 views)
•Net Promoter Score: 85
4
Questions from CSE
5
•The CSE will ask questions about your event and recap
•Leave this blank –it’s a placeholder
Estimated Attendance Results
6
•Was this the attendance you expected?
•Continue to see attendance increase year
over year
•Attendance was on trend with past several
years
•How would you impact attendance next year?
•Bravo! Vail’s debut of Chamber Orchestra of
Europe will continue to bring international
exposure to festival
•A 3-year audience acquisition program will
kick-off in 2020 to attract new
audiences
Visitor Type
7
•Was this the visitor type split you expected?
•Visitor type was a diverse mix of local,
regional, national, and international
•Split was expected and on trend with past
years
•What steps would you take to optimize visitor mix for future events?
•Continue to bring international artists and ensembles to drive cultural tourism
•Draw a more diverse audience through varied programmatic offerings
•Continue to offer affordable ticket prices and free events
•Education & Engagement Programs strategic plan to increase awareness
Overnight Visitor Profile: Overnight Visitors & Seasonal Residents Only
Only
8
•What measures did you take to
encourage attendees to book lodging
in the Town of Vail?
•Links on the Bravo! Vail website to
all lodging partners under the
“Plan Your Visit” tab to
encourage overnight stays.
•Opportunities for Bravo! Vail
hotel partners to send offers to
patrons through Insider’s
Club emails.
•Featured hotel partners in e-blasts
to over 19,000 people.
•Hotel advertisements in program
bookNumber inPartyAverage Lodging Expenditures
$131 per person (up $10 from 2018)
($396 per party –up $22 from 2018)Nights in AreaLodging Location
Overall Visitor Profile
9
•Who was your anticipated target demographic?
•Bravo! Vail seeks to reach a healthy mix of patrons including
diverse income levels, ages, and geographic locations.
•Bravo! Vail strives to bring in new audiences through
innovative programming, targeting families and younger
audiences.
•Did you reach your target demographic? Why or
why not?
•Bravo! Vail reached its target demographics in 2019. Bravo!
has built brand loyalty over the years through strategic
marketing and development initiatives while continuing to
focus on attracting new audiences.
•Brought new audiences with Tosca and reimagined After
Dark Series
•What would you change to attract that audience
next year?
•New audience acquisition program will
provide guidance in concert
experience, social components,
and music educationHousehold IncomeAgeGenderState
Estimate Spending Results
10
•Estimated average spending per person:
•Dining: $98
•Shopping: $214
•Lodging: 131
•Other Activities: $318
•Total average spending per person: $771
Town of Vail spending Bravo! Vail generated: $13.7 million
NPS (Net Promoter Score)
11
•Do you think the NPS scores reflect the attendee event experience?
•Bravo! Vail provides artistic experiences at the highest level. The organization makes customer satisfaction a
priority by openly asking for feedback in post concert emails and concert surveys, as well as by acting on and
responding to customer comments and feedback emails. These procedures improve the patron experience
and lead to a high NPS.
•What steps would you take to improve the NPS scores for your event next year?
•Continue to present innovative artistic projects
•Participate in GRFA venue improvements to improve customer experience
•“Voice of Community” -Expand repertoire and adjust programming to meet the needs
and desires of audiences while fulfilling mission
Event Strengths & Weaknesses
12
•How did the event exceed expectations?
•5 new corporate sponsors secured in 2019
•Successful North American debut of Chamber Orchestra Vienna –Berlin and the Bravo! Vail debut of world-
renowned violinist Anne-Sophie Mutter despite inopportune weather on all three nights
•8 sold out orchestra concerts
•Bravo! Vail’s first ever opera production with two performances of Puccini’s Tosca
•What are areas for event improvement?
•Further diversify audiences through new programming and marketing initiatives
•Explore the potential to have additional signage in village during the festival
•Improve the customer experience through new communication opportunities such as website and text
messages to keep audiences informed
•Venue improvements such as audio, windscreens, roof, etc.
•How did this year’s event compare to previous years?
•Sold out 8 of 19 orchestral concerts (42%) vs 6 of the 20 in 2018 (30%)
•77 vs 60 (2018) events in Town of Vail
Vail Brand Compatibility
13
•How did the event support the Vail Brand?
•Unique Experiences: Bravo! Vail provides once in a lifetime experiences each and every time
through a variety of programs. Over the summer, the Festival hosted 77 events in Vail attracting
a diverse audience through accessible programming.
•International festival: Bravo! Vail welcomes internationally renowned musicians from around
the world to Vail each summer. Some of this summer's international soloists included: Yefim
Bronfman (piano), Seong-Jin Cho (piano), James Ehnes (violin), Augustin Hadelich (violin), Paul
Huang (violin),Anne-Sophie Mutter (violin),Hanzhi Wang (accordion), and Knut Weber (cello).
•Cultural leader:Bravo! Vail enriches the cultural life of Vail by creating meaningful
connections between artists and patrons thus increasing the Town of Vail’s prominence as a
summer destination for cultural tourism.
•Economic Growth: Bravo! Vail contributes to the economic growth and vibrancy of the Town of Vail
by bringing a high volume of visitors each summer. These visitors represent a highly sought-
after demographic and bring revenue to the Town of Vail in the form of shopping, dining, lodging,
and recreation.
The Premier International Mountain Resort Community
Community Contribution
14
•How did the event impact Vail’s sense of community?
o Bravo! Vail strives to make music and the arts accessible to the entire community through its
Education and Engagement Programs. In 2019,the Festival offered more than 25 free events
throughout Vail including free community concerts, Little Listeners @ the Library, and the new
Inside the Music series featuring a Master Class and informative talks.
o Bravo! Vail has been a fixture in the community for 32 years, presenting 20 orchestral concerts
at the Gerald R. Ford Amphitheater and seven chamber concerts at Donovan Pavilion in 2019.
o Bravo! Vail maintains affordably priced lawn tickets and a season pass (ranging from $6/concert
for students to $17/concert for adults) targeted to locals.
o Bravo! Vail partnerships with numerous local businesses including Vail Resorts, hotels,
restaurants and retailers, as well as with other local nonprofit organizations including Vail Valley
Foundation and Vail Health.
o A new partnership with Vail Symposium offered
five unique opportunities to enrich the Tosca experience.
Topline Marketing Efforts
15
•Include overview of top 3 successful marketing tactics or executions
•New partnership with arts and entertainment PR firm that garnered Bravo! Vail a wide classical
music reach through coverage in all major classical music magazines (The Strad, Opera Now,
Gramophone, BBC Music Magazine) and showcased a billboard in Times Square of Anne-Marie
McDermott that was picked up by 140 outlets with a potential reach of 49 million.
•Expanded marketing efforts to the front range with four brand awareness billboards located in
highly traveled stretches of I-70, I-25, and Broadway, providing over half a million impressions
(520,128).
•Audience Cultivation Efforts -Social media channels saw significant growth by posting engaging
and timely videos of performances and patron experiences:
•427,000 users reached (compared to 204,000 in 2018)
•Video plays in 3 second, 10 second, and 100% views doubled compared to 2018 totaling
444,000 video plays
•Increased Facebook follower rate by 3.75% and engagement rate by 2.45% compared
to 2018
16
Potential for Growth & Sponsorships/Media Exposure
17
•How do you see the event evolving or growing next year?
-In 2020, the Festival will host the Colorado debut of Chamber Orchestra of Europe, offer
a new Immersion Series, and rebrand its education and engagement programs.
-Bravo! Vail will continue to seek new corporate sponsors and media partners as the
Festival expands and diversifies its programming, audiences, and brand awareness.
•What sponsors do you plan to target next year? (Including existing and potential sponsors)
-Bravo! Vail continues to look at developing new partnerships with local, Front Range, and
national businesses such as Northern Trust, UBS, real estate businesses, and more.
-Bravo! Vail is committed to developing a deeper engagement with current partners such
as First Bank, Holy Cross Energy, LIV Sotheby’s, and Fidelity.
•How will you leverage media exposure and extend the marketing reach next year?
-Chamber Orchestra of Europe with internationally renowned pianist Yuja Wang, the new
Immersion Series and the Symphonic Commissioning Project are expected to garner
national arts media attention.
Sustainability Efforts
18
•What measures were taken at your event/program to support the environmentally-friendly goals of
the Town of Vail?
-Bravo! Vail provides electronic distribution of brochures, program books, event invitations,
and other communications when possible.
-Bravo! Vail ensures it recycles appropriately at all of its hosted events.
-Bravo! Vail promotes the use of the Town’s bus system for transportation and for patrons to bring
their own reusable water bottle to the amphitheater.
•What waste reduction methods were used during your event/program?
-In Spring of 2019, Bravo! Vail began composting at its office and has seen a significant reduction in
trash. Additionally, the office recycles, uses energy efficient appliances, light bulbs, and many
recycled fixtures.
-Festival program books left behind at concerts are gathered, saved, and redistributed at
future performances.
•How could you improve on sustainability efforts for next year’s event?
-Bravo! Vail’s “Green Team” will continue to educate employees on recycling, composting and other
green initiatives.
-For 2020, Bravo! Vail is evaluating how to make communications more
green and/or electronic.
-Bravo! Vail will work with amphitheater management on recycling and
composting efforts.
Event Budget
19
Item $
Total Event Budget:$8,302,113
CSE Funds:$288,661
Cash Sponsorship (not CSE):$5,325,126
In-kind Sponsorship:$1,900,000
Marketing Budget:$672,495
Profit & Loss:Bravo! Vail’s FY2019 ended Sept. 30. A full audit will be
available in late December. Bravo! Vail projects a surplus for
FY2019.
How did you use the CSE funds?
(marketing, operations, staff, venue, etc.)
Support residencies of Chamber Orchestra Vienna –Berlin
($78,275), The Philadelphia Orchestra ($90,193), and New
York Philharmonic ($90,193) and New Works Project
($30,000).
Additional Information/Appendix
20
•Provide detailed budget in the Appendix -* Event producer to attach detailed
budget for recap
•Provide final marketing plan in the Appendix
•Provide full version of the Survey Dashboard PDF in Appendix
•Provide any additional information or marketing materials you think the CSE would
benefit from
Bravo! Vail Music Festival
2019 Income Statement & Budget
8/31/2019
2019
Budget
2019
Proj
2018
PYTD
2018
Actuals
Over/Under
2019 Proj
Fiscal Year 2019 Fiscal Year 2018
Revenue
01-40301 Ticket Sales $2,082,851 $1,838,723 $2,082,705 $2,015,825 $2,056,794 $25,911
01-40302 Soiree Ticket Sales $56,500 $60,000 $56,500 $61,250 $61,250 ($4,750)
01-40303 Gala Auction & Ticket Sales $178,746 $193,870 $193,870 $280,320 $311,540 ($117,670)
01-40304 Education Income $200,596 $155,416 $200,596 $159,365 $168,015 $32,581
01-40305 Festival Contributions/Gifts $3,260,641 $3,343,739 $3,260,641 $3,950,861 $4,808,980 ($1,548,339)
01-40308 Edu - Tuition $1,880 $9,300 $1,880 $2,775 $2,775 ($895)
01-40309 Program Advertising $160,105 $155,500 $160,105 $146,813 $153,156 $6,949
01-40310 Guild Dues and Merch Sales $29,410 $30,000 $30,230 $29,451 $30,711 ($481)
01-40311 Interest Income/Stock gains $9,143 $1,000 $9,000 $2,248 $3,081 $5,919
01-40315 Endowment Contribution $0 $200,000 $200,000 $0 $0 $200,000
01-40331 Released from Restriction $2,152,550 $2,314,565 $2,152,550 $882,896 $596,133 $1,556,418
$8,132,422 $8,302,113 $8,348,077 $7,531,803 $8,192,434 $155,643 TOTAL REVENUE
Expenses
$3,895,294 $4,024,225 $4,024,225 $3,540,676 $3,583,052 $441,173 Artistic
$961,638 $998,917 $980,571 $803,300 $867,376 $113,195 Concert Operations
$288,572 $405,881 $418,324 $240,323 $263,075 $155,249 Education
$609,255 $747,467 $672,495 $636,996 $661,303 $11,192 Marketing
$546,150 $729,152 $607,670 $524,681 $549,833 $57,837 Development
$446,795 $437,115 $466,789 $464,808 $578,429 ($111,640)Administration
$838,093 $959,356 $921,264 $874,793 $1,155,078 ($233,814)Salaries/Taxes
$7,585,797 $8,302,113 $8,091,338 $7,085,577 $7,658,147 $433,191 TOTAL EXPENSES
01-70001 Transfer account $0 $0 $0 $114,954 $0 $0
In Kind
01-40332 In Kind contributions $391,384 $1,900,000 $1,900,000 $225,724 $1,637,255 $262,745
01-50460 In Kind Expense $391,384 $1,900,000 $1,900,000 $225,724 $1,637,255 $262,745
$0 $0 $0 $0 $0 $0 Total In Kind
$546,625 $0 $256,739 $331,272 $534,287 ($277,548)NET SURPLUS/(DEFICIT)
Page 1CONFIDENTIAL
Bravo! Vail Music Festival
2019 Income Statement & Budget
Page 2CONFIDENTIAL
2019 Bravo! Vail Music Festival Season Marketing Plan
Background
Bravo! Vail is the only festival in North America to host four of the world’s finest orchestras in a single
season. The 2019 season features residencies by the Dallas Symphony Orchestra, The Philadelphia
Orchestra, and the New York Philharmonic, plus the North American debut of Chamber Orchestra
Vienna-Berlin, each featured in programs of the great classics, plus spectacular pops. In addition, world-
renowned chamber music artists perform a diverse and eclectic chamber music series. 2019 also marks
Bravo! Vail’s debut opera production: Tosca, which will be presented twice in July as part of The
Philadelphia Orchestra’s residency.
Brand Tenets
1. World-Class music
2. Spectacular setting
3. Highly social, friendly, and welcoming atmosphere
Goals & Objectives
1. Maximize attendance and revenue. Achieve ticket sales goal.
2. Support fundraising and education / community goals; think holistically about organizational
goals in marketing efforts.
3. Raise profile of Bravo! Vail among key target markets (ie: tourists, drive market, orchestra home
towns).
4. Raise profile of Bravo! Vail in the classical music and opera world on a national and international
level (ie: classicaly music enthusiasts, opera enthusiasts, artists, media, etc.)
5. Build attendance with current audiences and build new audiences for festival.
Build out of KPIs to outline specific, detailed performance measurements
Target Audiences - - Strategies
1. Develop marketing plans along two dimensions: audience and program
a. Increase ticket sales and engagement with current audience with a thoughtful, engaging
direct-response campaign, personalizing messages and offers by segment.
b. Develop program-specific marketing plans for events with special audience targets,
unique value propositions, special concerts:
i. Chamber Orchestra Vienna-Berlin (separate marking plan)
ii. Tosca (separate marketing plan)
iii. Jaap Van Zweden’s inaugural season as NYP Music Director
iv. Pops programs: Jurassic Park (6/30), Unforgettable: Nat & Natalie Cole (7/1),
Legendary Movie Music (7/14), Legendary Movie Music (7/14)
v. Deneve conducts: Magic of Music (7/6)
vi. Classically Uncorked
vii. Free Family
viii. Bravo! Vail After Dark
2. Work with fundraising team to continue to build and implement on a cohesive, coordinated,
segmented communications strategy. Consider data append.
3. Identify and invest in first-time buyers.
4. Aggressively capture and market to leads at every opportunity.
5. Engage current and prospective audiences through compelling story-telling using video,
photography, blog posts, social media, and other tactics.
6. Focus on in-market tourists with concierge incentive program, high-profile presence and
awareness-building activities in the Valley.
7. Continue national and international awareness-building tactics, focusing especially on press and
content marketing tactics.
8. Continue targeted acquisition tactics, focusing on:
a. Geography -- Locals, select drive markets (Denver, Colorado Springs, Boulder, Glenwood
Springs, Grand Junction), NY metro, Dallas metro
b. Affinity -- Arts & culture interest/participation; particularly classical music and opera
Campaigns
1. Donor Ticket Sales (begins mid-December, 2018)
2. Season Launch & Create Your Own Package campaign (begins Feb 12, 2019)
3. Single Tickets (begins March 19, 2019)
4. Promotions / Event-Specific Marketing (begins beginning of June, 2019)
Tactics
1. Direct Response
a. Direct Mail (brochures and postcards for each campaign; during season)
b. Email (Bravo Beat newsletter plus promotional emails)
2. Advertising
a. Digital Advertising
i. Banner Advertising
1. Behavioral Retargeting
2. Targeted Acquisition
ii. Pre-roll video - Youtube
iii. Google Ad Words
iv. Facebook and Instagram Promotions
b. Print Advertising
i. Local Magazines
1. Vail Lifestyle: Summer & Winter
2. Eat: Winter
3. Vail Valley Magazine: Summer
ii. Local Newspapers
1. Vail Daily, Summit Daily, Glenwood Post, Aspen Times
iii. Colorado Magazines / Newspapers
1. 5280: May/June (consider July)
2. Denver Life: May
3. Denver Post: June & July
iv. National Magazines
1. Symphony Magazine: listing
2. Gramophone: listing
3. BBC Magazine: listing
4. League of American Orchestras: listing
5. Chamber Music America: listing
c. TV & Radio Advertising
i. Targeted Comcast cable buy in select micro-markets (statewide)
ii. Colorado Public Radio underwriting in local and key drive markets
iii. Local radio: TBD
3. Content Marketing
a. Video – Filmmakers in Residence
b. Colorado Public Radio Broadcasts
c. Social: Facebook & Facebook Live, Twitter, Youtube, Instagram
d. Blog
4. Press
a. Targeted and individualized press outreach and journalist invites to major U.S. and
internationally-based media for coverage of the 2019 season (e.g. New York Times, Wall
Street Journal, CNN, The Economist, Washington Post, etc.)
b. Target feature pitching and achieve new levels/channels of press interest in 2019
through focus on:
i. First-ever opera production – Tosca (July 11 & 13, 2019)
ii. Annual Commission (Glass, Edgar Meyer)
iii. Chamber Orchestra Vienna – Berlin and Soloist Anne Sophie Mutter
iv. Anne-Marie McDermott Profile Pieces
c. Brand-building targeted press and journalist invites for classical music media (e.g. BBC
Music Magazine, Strings Magazine, NPR Classical, Musical America, WQXR, etc)
d. Coordinate interviews, create press releases, proactive online PR outreach, strategy and
tactical implementation
e. Seek out national listings with outlets like The New York Times, Wall St Journal, BBC
Music, and more.
5. OOH & Hospitality Marketing
a. Banners – Vail roundabouts, covered bridge
b. Bus ads – exterior (Eagle County) and interior (Vail)
c. Poster & Postcard distribution – season & program-specific
d. Hotel & Tourist Info Center distribution – season brochures, postcards, digital frames
and weekly concierge flyers (hotels only)
e. Program Book distribution – high traffic locations, doctor’s offices, lobbies, partner
businesses, etc.
Marketing and Public Relations Findings
2019 Audience
and Orchestra Surveys
Contents
22019 Marketing Findings
Introduction 3
Attendance History and Overall Reactions 5
Children 11
Respondent Profile 14
Appendix 20
2019 Marketing Findings
Introduction
Overview
3
Overview
This report summarizes the key findings from the 2019 Bravo! Vail audience surveys
with regard to marketing and public relations implications.
A separate report is provided that summarizes the economic impacts that the 2019
Bravo! Vail season had on the various local economies.
42019 Marketing Findings
2019 Marketing Findings
Attendance History
and Overall Reactions
Overall Ratings •Prior Knowledge •Past Attendance •
Sources of Awareness •Supporting Bravo! Vail
5
Overall Ratings
Satisfaction ratings of Bravo! Vail remain high
62019 Marketing Findings
Overall, audience members
are very satisfied with
Bravo! Vail, are very likely
to return, and are very likely
to recommend Bravo! Vail
to others.
How would you rate your overall satisfaction of the Festival? n=821
How would you rate the likelihood of returning to the Festival,
either this season or in future seasons? n=818
How likely are you to recommend Bravo! Vail to family, friends, and/or co-workers? n=819
0 = lowest rating, 10 = highest rating
16%
10%
11%
19%
11%
11%
63%
78%
76%
0%25%50%75%100%
Overall Satisfaction
Likelihood of Returning
Likelihood of Recommending
Exhibit 1: Satisfaction, Likelihood of Returning, and
Likelihood of Recommending
0-6 7-8 9 10
Mean
9.3
9.5
9.5
Prior Knowledge
Most attendees have heard of Bravo! Vail before this visit to
the Vail Valley
72019 Marketing Findings
Roughly one in ten attendees had
not heard of Bravo! Vail
previously, but a majority had
heard of the organization.
Did you know of Bravo! Vail before this visit to the Vail Valley? n=759
91%
9%
Exhibit 2: Prior Knowledge of Bravo! Vail
Yes No
Past Attendance
A vast majority (81%) of attendees have attended a prior
season
82019 Marketing Findings
Approximately one in five
attendees (19%) had never been
before.
A similar portion (24%) have
been coming to Bravo! Vail for
more than 10 seasons.
Including this season, how many Bravo! Vail seasons have you attended? n=823
19%
30%
16%
11%
24%
Exhibit 3: Past Attendance
1 season 2-4 seasons 5-7 seasons 8-10 seasons 11+ seasons
Sources of Awareness
The web site is a key source of
awareness
92019 Marketing Findings
First-time attendees were most
likely to have heard of Bravo! Vail
through the Bravo! Vail website
(30%), and 21% said they learned
of Bravo! via web search. In
addition, friends and family were also a common source of
awareness (27%).
Among repeat attendees, Bravo!
Vail communications are all
common sources of awareness,
though friends and family remain a key source of awareness among
this group.
How did you learn of Bravo! Vail concerts?
n=154 (first-time attendees); n=656 (repeat attendees)
41%
36%
26%
25%
13%
8%
8%
6%
5%
3%
3%
3%
2%
0%
12%
8%
30%
2%
27%
8%
4%
21%
8%
8%
2%
2%
3%
1%
0%
17%
49%
38%
32%
25%
15%
9%
5%
6%
4%
3%
3%
3%
3%
0%
11%
Email from Bravo! Vail
Bravo! Vail website
Mail from Bravo! Vail
From a friend or family
member
Vail Daily News Article
Vail Daily Print
Advertisement
Web search
Social media (ex:
Facebook, Twitter)
Radio
Hotel staff/concierge
Ticket brochure in local
activity racks
Poster
Vail Daily Online
Advertisement
TV8 Vail & Beaver Creek
Other
Exhibit 4: Sources of Awareness
Total
First-Time Attendees
Repeat Attendees
Supporting Bravo! Vail
Patrons are most likely to support the New York Philharmonic
and the Philadelphia Orchestra
102019 Marketing Findings
Aside from general operating
support, most respondents
prefer to support one of the
visiting orchestras.
>The New York Philharmonic is
the most desirable followed by
the Philadelphia Orchestra.
In addition, 29% said they
would support general
operations.
If you were to support Bravo! Vail –financially or otherwise –
what would you choose to support? n=738
45%
39%
29%
26%
22%
21%
21%
21%
15%
8%
4%
New York Philharmonic
The Philadelphia Orchestra
General operating support
Dallas Symphony Orchestra
An International Chamber Orchestra
Music Education
Pops
Opera
Chamber Music
New Music/Composer Commissions
Other
Exhibit 5: Supporting Bravo! Vail
2019 Marketing Findings
Children
Children in Attendance •
Free Performances and Educational Programs
11
Children in Attendance
Approximately one in six audience members attend with a
child
122019 Marketing Findings
Those with children are most likely to attend with a child age 7-12 (50%), or
age 13-17 (49%). Children ages 0-6 were somewhat less common (30%).
Did any children attend Bravo with you?
If so, what are their ages? n=816 (total); n=134 (with children)
30%
50%
49%
0-6 years
7-12 years
13-17 years
Exhibit 6b: Child Ages
16%
84%
Exhibit 6a: Children in Attendance
Yes No
Free Performances and Educational Programs
Approximately one-third of attendees with children say their children
also attend Free Performances and Educational Programs
132019 Marketing Findings
31% of those with children
said their children attend such
programs.
Did they attend any of the Free Performances and/or education programs? n=141
31%
69%
Exhibit 7: Child Attendance at Free
Performances and Educational Programs
Yes No
2019 Marketing Findings
Respondent Profile
Age and Gender •Primary Residence •
Property Ownership •Household Income and Net Worth
14
What is your age? n=795
What is your gender? n=786
Age and Gender
152019 Marketing Findings
Half of audience members are age 65 or older
28% of respondents were under age 55, and 17% were age 75 or older.
Respondents tended to skew female (63%).
9%
8%
11%
21%
33%
17%
18-34
35-44
45-54
55-64
65-74
75+
Exhibit 8a: Respondent Age
63%
37%
Exhibit 8b: Respondent Gender
Female Male
Primary Residence
One-third of audience members are not from Colorado
162019 Marketing Findings
The most common primary
residences for attendees (aside
from Colorado) were Texas
and Florida (7% each).
Where is your primary residence? n=744
State Pct
CO 64%
TX 7%
FL 7%
CA 2%
AZ 2%
IL 2%
NM 2%
KS 1%
PA 1%
VA 1%
Others 12%
2019 Marketing Findings
Eagle County Property Ownership and Location
17Do you currently own property in Eagle County? n=796
Where do you currently own property? n=341
Around two in five audience members own property
in Eagle County
43% of audience members owned property in Eagle County.
Vail is by far the most common location for property (34%) followed by
Edwards (19%).
43%
57%
Exhibit 10a: Own Property in Eagle County
Yes No
34%
19%
10%
8%
8%
6%
6%
6%
3%
1%
Vail
Edwards
Eagle
Eagle Vail
Avon
Beaver Creek
Cordillera
Arrowhead
Gypsum
Bachelors Gulch
Exhibit 10b: Where Property Is Owned
Visitor Category
182019 Marketing Findings
Over half of audience members
are visitors to the area
Around two in five respondents (43%)
were homeowners in Eagle County, but
28% were visitors from Colorado, and
29% were visitors from outside
Colorado.
43%
28%
29%
Exhibit 10c: Visitor Category
Home owner In-state visitor Out-of-state visitor
Household Income and Net Worth
192019 Marketing FindingsWhat is your Household Annual Income before taxes? n=516
What is your Household Net Worth? n=454
Roughly half of audience members have household incomes
of $150k or higher
The median net worth for attendees was roughly $1.5M.
3%
4%
10%
15%
22%
16%
22%
9%
Under 30K
30K up to 50K
50K up to 75K
75K up to 100K
100K up to 150K
150K up to 200K
200K up to 500K
500K or more
Exhibit 11a: Household Income
14%
16%
27%
20%
16%
4%
2%
Less than 250K
250K-500K
500K-1.5M
1.5M-3M
3M-10M
10M-25M
25M+
Exhibit 11b: Household Net Worth
2019 Marketing Findings
Appendix
Data Collection Overview •About Corona Insights
20
Data Collection Overview
Research Mode and Sampling
>Online surveys were distributed to audience members who attended a paid Bravo! Vail
performance in the 2019 season. All surveys were collected between August 5 and
September 3, 2019.
Sample Size
>A total of 933 surveys were collected from audience members.
>A total of 96 surveys were collected from orchestra members.
>Sample sizes vary for individual questions due to some respondents leaving questions
blank.
212019 Marketing Findings
About Corona Insights
222019 Marketing Findings
Our founder named the company
Corona because the word means “light.”
It’s the knowledge that surrounds and
illuminates an issue;exactly what we
provide.Our firm’s mission is to provide
accurate and unbiased information and
counsel to decision makers.We provide
market research,evaluation,and strategic
consulting for organizations both small
and large.
Learn more at www.CoronaInsights.com
1580 Lincoln Street
Suite 510
Denver, CO 80203
Phone: 303.894.8246
Direct Economic Impact Report
2019 Audience
and Orchestra Surveys
Contents
22019 Economic Impact
Introduction 3
Direct Spending 6
Tax Revenue and Direct Economic Impact 14
Appendix 19
2019 Economic Impact
Introduction
Overview •Background and High-Level Results
3
Overview
This report summarizes the economic impacts that the 2019 Bravo! Vail season had
on the various local economies.
A separate report is provided that summarizes the key findings from the 2019
Bravo! Vail audience surveys with regard to marketing and public relations
implications.
42019 Economic Impact
Background and High-Level Results
Bravo! Vail retained Corona Insights to estimate the direct economic impact created
by the 2019 Bravo! Vail Festival on Eagle County. Bravo! Vail, a six-week annual
festival, is a leading cultural attraction in Colorado and Eagle County and draws
guests from around the world. Bravo! Vail provides substantial direct benefit to the
local community through audience and orchestra member spending and generates
tax revenue for the town, county, and state.
In 2019, a total of 56,282 guests paid to attend Bravo! Vail in addition to thousands
of other attendees at free events. Overall, 590 musicians, chorus members and staff
traveled to Eagle County. On average, musicians were accompanied by 2.1 guests.
The direct impact model of the 2019 season estimates a total direct impact
(including tax revenue) on Eagle County of approximately $24.6 million and
approximately $14.3 million in the Town of Vail. This report documents the
economic impact methodology and summarizes the direct economic benefits to
Eagle County and other jurisdictions resulting from Bravo! Vail.
52019 Economic Impact
2019 Economic Impact
Direct Spending
Food and Beverage •Lodging and Hotel Expenses •
Bravo! Vail Direct Expenses •Shopping •Activities
6
Direct Spending in Eagle County
The total direct spending associated with Bravo! Vail for Eagle County was roughly
$23.5 million in 2019.
These figures are examined in detail in the following slides.
72019 Economic Impact
Note: Bravo! Vail direct expenses include costs associated with running the festival
including hosting events, food, venue leases, permits, parking, and board meetings.
Associated tax revenues are not included in these figures.
Expenditure
Food and beverage $9,080,420 $358,070 $9,438,490
Lodging and hotel expenses $7,171,296 $774,848 $7,946,143
Bravo! Vail direct expenses -$228,852 $228,852
Parking $68,390 -$68,390
Shopping $3,533,003 $110,655 $3,643,658
Activities $1,996,412 $140,691 $2,137,104
Total Direct Spending $21,849,521 $1,613,116 $23,462,637
Total Direct
Spending
Audience
Spending
Orchestra
Spending
Direct Spending in the Town of Vail
The total direct spending associated with Bravo! Vail in the town of Vail specifically
was approximately $13.7 million in 2019.
These figures are examined in detail in the following slides.
82019 Economic Impact
Note: Bravo! Vail direct expenses include costs associated with running the festival
including hosting events, food, venue leases, permits, parking, and board meetings.
Associated tax revenues are not included in these figures.
Expenditure
Food and beverage $5,073,411 $249,986 $5,323,397
Lodging and hotel expenses $4,635,359 $774,848 $5,410,207
Bravo! Vail direct expenses -$228,852 $228,852
Parking $44,206 -$44,206
Shopping $1,456,811 $69,265 $1,526,076
Activities $1,063,967 $140,691 $1,204,658
Total Direct Spending $12,273,753 $1,463,641 $13,737,394
Total Direct
Spending
Orchestra
Spending
Audience
Spending
Food and Beverage
The 2019 Audience Survey asked Bravo! Vail guests how much their party would spend on dining
out, groceries, and liquor store expenditures for one day. On average, audience members spent roughly (per person, per day):
>$56 on dining out
>$22 on groceries
>$20 on alcoholic beverages
For guests that indicated that Bravo! Vail was a primary reason for their trip, Corona included all of their dining and grocery expenditures for the average trip length.1 For those audience members
who indicated that Bravo! Vail was not a primary reason for their trip to Eagle County, Corona
included the expenditures for one evening of dining out if they said that they dined out on the evening they attended Bravo! Vail (67% of these attendees).
Bravo! Vail audience members spent roughly $9.1 million on food and beverages in Eagle County
and approximately $5.1 million on food and beverage just in the Town of Vail.
The 2019 Orchestra Survey asked orchestra members how much their party would spend on dining
out, groceries, and liquor expenditures during the duration of their stay in Eagle County. Orchestra
members and their parties spent roughly $358,000 dining out, on groceries, and on liquor while in Eagle County, $250,000 of which was spent in the Town of Vail, specifically.
Corona also included concessions expenditures from Bravo! Vail concerts throughout the summer.
During the season, audience members spent approximately $357,000 on concessions.2
92019 Economic Impact
1 Average trip length was calculated from survey respondents who indicated that they were not
residents of Eagle County and did not stay for more than 14 nights. The average total nights spent in
Eagle County was 3.7 nights.
2 Exact concessions figures were not available for 2019, so Corona used the average, per-person
spending from 2017 to arrive at this estimate. Corona deducted 3 percent for standard credit card
fees, bringing the total direct concessions impact on Vail Valley to approximately $347,000.
Lodging and Hotel Expenses
Audience members were asked how much their party would spend per night on lodging.
Corona only included lodging expenditures for audience members who indicated that
Bravo! Vail was a primary reason for their trip to Eagle County. Corona calculated
lodging expenditures for guests based on the average trip length (3.7 nights). Bravo! Vail
guests spent approximately $7.2 million on lodging in Eagle County, over half of which
($4.6 million) was spent in the Town of Vail.
Bravo! Vail provided Corona with the total lodging expenditures for orchestra members.
Orchestra members spent about $642,000 on lodging, all of which was in the Town of
Vail. This does not include the value of in-kind contributions from local lodging
partners.
Orchestra members were asked how much their party would spend on hotel expenses
other than lodging (e.g., room service and private functions) during the duration of their
trip. Orchestra members reported spending about $133,000 in hotel expenses, all of
which was in the Town of Vail. Bravo did not collect data on hotel expenses other than
lodging for audience members.
102019 Economic Impact
Bravo! Vail Direct Expenses and Parking
Bravo! Vail Direct Expenses
>Bravo! Vail provided Corona with their total direct expenses in the Town of Vail. These
expenses included costs for events, food, venue leases, permits, parking, and board
meetings.
>These direct expenses totaled approximately $229,000.
Parking
>Audience members were asked how much their party spent per night on parking. Corona
only included parking expenses for those who were not full-time residents.
>Total parking expenditures were approximately, $68,000, $44,000 of which were in the
Town of Vail.
112019 Economic Impact
Shopping
The 2019 Audience Survey asked guests how much their party planned to spend on
shopping while in Eagle County. Corona included shopping expenditures only for
those guests that indicated that attending Bravo! Vail was a primary reason for their
trip.
Audience members spent approximately $3.5 million shopping in Eagle County
during the duration of their stay, $1.5 million of which was spent shopping in the
Town of Vail.
Orchestra members spent about $111,000 shopping in Eagle County, $69,000 of
which was spent shopping in the Town of Vail during their stay.
122019 Economic Impact
Activities
The audience and orchestra member surveys asked respondents how much they
spent on activities (e.g., spa visits, bike rentals, rafting, tours) during their stay in
Eagle County. Corona only included activities expenditures for audience members
who indicated that Bravo! Vail was a primary reason for their visit.
Audience members spent roughly $2.0 million on activities in Eagle County, $1.1
million of which was spent in the Town of Vail.
Orchestra members spent roughly $141,000 on activities in Eagle County during
the duration of their stay, all of which was allocated to the Town of Vail.
132019 Economic Impact
2019 Economic Impact
Tax Revenue Generated
and Direct Economic Impact
Impacts on Eagle County and the Town of Vail
14
Tax Revenue Generated
Direct spending associated with Bravo! Vail generated substantial tax revenue for
Eagle County and for the Town of Vail. The above table is a breakdown of tax
revenue collected in Eagle County and the Town of Vail.
In total, Corona estimates that spending associated with Bravo! Vail generated
approximately $1.1 million in tax revenue for the county and municipalities,
$551,000 of which was tax revenue for the Town of Vail.
152019 Economic Impact
To estimate tax revenues for the Town of Vail, Corona used a rate of 4 percent for food and beverage
(excluding groceries), shopping, and activities and a tax rate of 5.4 percent for lodging. For other
municipalities, Corona applied appropriate tax rates on food and beverage (excluding groceries),
lodging, shopping, and activities. To estimate tax revenues for Eagle County, Corona applied a 1.5
percent tax rate on food and beverage (excluding groceries), lodging, shopping, and activities.
Expenditure
Food and beverage $398,106 $186,301
Lodging and hotel expenses $450,881 $255,634
Shopping $169,933 $61,043
Activities $102,177 $48,186
Total Tax Revenue $1,121,097 $551,164
Town of Vail
All Eagle County
Governments
Direct Economic Impact
The table above shows that the total direct economic impact (direct spending plus
tax revenue) generated by Bravo! Vail in 2019 was approximately $24.6 million,
$14.3 million of which was in the Town of Vail.
162019 Economic Impact
Expenditure
Food and beverage $9,836,596 $5,509,698
Lodging and hotel expenses $8,397,024 $5,665,840
Bravo! Vail direct expenses $228,852 $228,852
Parking $68,390 $44,206
Shopping $3,813,591 $1,587,119
Activities $2,239,280 $1,252,844
Total Direct Impact $24,583,734 $14,288,559
Eagle County Town of Vail
Total Direct Impact on Eagle County
172019 Economic Impact
Bravo! Vail
Attendees: 56,282
Orchestra members: 590
Food &
Beverage
$9,438,490
Note: The total Bravo attendance figure used in the impact model includes all paying attendees.
Lodging &
Hotel Expenses
$7,946,143
Bravo! Vail
Expenses
$228,852
Parking
$68,390
Shopping
$3,643,658
Activities
$2,137,104
Direct Spending
Tax Revenue Total Impact
$23,462,637
$1,121,097 $24,583,734
This flow chart presents the total direct
economic impact generated by Bravo! Vail on Eagle County. Combined, audience, orchestra members, and Bravo! Vail spent
roughly $23.5 million in Eagle County and generated approximately $1.1 million in tax
revenue, creating a total direct impact of roughly $24.6 million in Eagle County.
Total Direct Impact on the Town of Vail
182019 Economic Impact
Bravo! Vail
Attendees: 56,282
Orchestra members: 590
Food &
Beverage
$5,323,397
Note: The total Bravo attendance figure used in the impact model includes all paying attendees.
Lodging &
Hotel Expenses
$5,410,207
Bravo! Vail
Expenses
$228,852
Parking
$44,206
Shopping
$1,526,076
Activities
$1,204,658
Direct Spending
Tax Revenue Total Impact
$13,737,394
$551,164 $14,288,559
This flow chart presents the total direct
economic impact generated by Bravo! Vail on the Town of Vail. Combined, audience, orchestra members, and Bravo! Vail spent
roughly $13.7 million in Vail and generated approximately $551,000 in tax revenue,
creating a total direct impact of roughly $14.3 million in the Town of Vail.
2019 Economic Impact
Appendix
Data Collection Overview •Analysis Methodology•
About Corona Insights
19
Data Collection Overview
Research Mode and Sampling
>Online surveys were distributed to audience members who attended a paid Bravo! Vail
performance in the 2019 season. All surveys were collected between August 5 and
September 3, 2019
Sample Size
>A total of 933 surveys were collected from audience members.
>A total of 96 surveys were collected from orchestra members.
>Sample sizes vary for individual questions due to some respondents leaving questions
blank.
202019 Economic Impact
Analysis Methodology (1 of 2)
The analysis methodology for 2019 was replicated from the 2018 survey. The following is a
general overview of the methodology used in 2019.
Bravo! Vail’s direct economic impact on Eagle County is generated by direct local spending
by audience members, orchestra members and their guests, and the associated tax revenue.
These estimates do not include indirect and induced impact from this economic activity. The
most critical factors influencing the economic benefit are the number of attendees; their
length of stay; and their food and beverage, lodging, parking, shopping and activities
expenditures. Bravo! Vail gathered spending data from audience and orchestra members
through intercept and online surveys that were collected throughout the Festival. Corona
reviewed and provided recommendations for the audience and orchestra member surveys
prior to Bravo! Vail using them to collect data.
212019 Economic Impact
Analysis Methodology (2 of 2)
Audience survey respondents identified expenditures on food and beverage, lodging,
parking, shopping, activities, and spa treatments. Respondents also identified where —e.g, the Town of Vail, Avon, Minturn, Beaver Creek —in Eagle County they spent money.
Orchestra members identified expenditures on food and beverage, hotel expenses (other
than lodging), spa treatments, shopping, and activities and indicated where they spent money. Hotel lodging expenditures for orchestra members were provided by Bravo! Vail. In addition
to dollars directly spent by Bravo! Vail on orchestra lodging, participating hotels made
significant in-kind contributions that are not included in the impact model.
Corona aggregated personal responses from the intercept and online surveys and relied on
total concert attendance and orchestra data provided by Bravo! Vail. This analysis distinguishes between Festival attendees that live in the Valley and those that traveled from
outside the region, and between visitors to Eagle County who listed Bravo! Vail as a primary
reason for their visit and those who did not. Corona created an economic impact model that identifies spending in Eagle County and in individual communities within Eagle County by
audience and orchestra members. The model is a conservative estimate of the impacts of
Bravo! Vail because it only counts the dollars spent by attendees whose primary purpose for coming to Vail was to see Bravo! Vail. In addition, only those attendees spending in a
category are included in the model. In addition, we report only direct impacts, not the
indirect or multiplied impacts that come from spending dollars in a community.
222019 Economic Impact
About Corona Insights
232019 Economic Impact
Our founder named the company
Corona because the word means “light.”
It’s the knowledge that surrounds and
illuminates an issue;exactly what we
provide.Our firm’s mission is to provide
accurate and unbiased information and
counsel to decision makers.We provide
market research,evaluation,and strategic
consulting for organizations both small
and large.
Learn more at www.CoronaInsights.com
1580 Lincoln Street
Suite 510
Denver, CO 80203
Phone: 303.894.8246