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VLMDAC 1.20 January Board PresentationFINAL2VLMDAC BOARD MEETING JANUARY 20, 2021 Agenda •Monthly Financial Report, Carlie Smith •Approval of December 16, 2020 Minutes, Board •Appointment of Officers, Board •Board Member Orientation, All Partners •Data Systems Roadmap Update, Brown Analytics •Lodge Liaison Update, Mark Herron •2021 Goals, Budget & Strategic Approach, TOV & Cactus •Events Update, Jeremy Gross •Other Business MONTHLY FINANCIAL REPORT APPOINTMENT OF OFFICERS BOARD MEMBER ORIENTATION Expectations •What you can expect from us… –Collaboration (Partners and Board) –Goal-oriented –Data-driven •What we need from you… –Unified long-term vision –Clearly defined goals –Your point-of-view and expectations Partner Ecosystem VLMD = Town Council VLMDAC = Board Town of Vail = Oversight and Board Liaison •Website and Social Channel Management •Database and Email •Traditional Media Cactus •Strategy •Website Development and Guidance •Creative •Digital Media Strategy, Planning + Buying Malen Yantis PR •Public Relations •Influencer Program •Community /Partner Relations SITE •Project, Brand, Creative, and Budget Mgmt •Partner, Presentation, Agenda Coordination •Tactical Photo + Video Asset oversight VVP •Strategic leadership •Industry rep •Groups •RRC + Destimetrics oversight Mark Herron •Lodging Liaison • Brown Analytics Advisory Group •Data Roadmap Economic Development: Responsible for leading the town’s marketing, research and special events initiatives with the goal of retaining and attracting visitors and business to Vail and growing its year-round economyVLMD Partner Oversite and Management:Facilitate an open and direct relationship between the VLMDAC and vendors within the confines of publicly funded legislative mandate. VLMD partner and vendor contracting.Data: Oversight and coordination of in-resort data collectionFinance:Budget Management –Management of budget, reporting,revenue and accounts receivableTown Liaison:VLMD/Town Council including budget and report out on plan and resultsInformation Technology team at townLegal support of VLMD and VLMDACFinance Department SupportOther Town Departments -Welcome Center, etcVail Mountain Relationship –Work with Town Council and Town Manager to align and strengthenGuest Experience –Research, Welcome Centers, Other Town Departments & Special EventsVCBA and Business Community Town of Vail Liz Gladitsch Economic DevelopmentMarketing Specialist •Day to day VLMD contact •Partner oversight •Contract Management •Budget Management •Website/social oversight Town of Vail Jeremy Gross Economic DevelopmentEvents Coordinator •Commission on Special Events (CSE) contact •Event oversight / contracting •In-resort experience Mia Vlaar Economic Development Director •Primary VLMD Representative •VLMDAC Board Liaison •Partner oversight •Strategic Planning Carlie Smith Finance Manager •Financial reporting & analysis •Budget oversight •Annual and Supplemental budget Mgt. •Oversight of invoice processing Cactus Strategy –Strategic lead, seasonal approach, consumer insights, persona development, consumer journeyWebsite–User experience, development, site analytics, content guidanceData–DMP oversight, contract negotiations, attribution tracking, platform integrationsCreative–Concepting, execution, A/B testing iterationDigital Media -Strategy, planning, buying, monthly metric reporting, optimization Capabilities Cactus Jeff Graham President & CMO25+ years; 1 at Cactus •Agency oversight and conflict resolution Ainslie Fortune VP Account Leadership20+ years; 11 at Cactus •Primary point person / Day-to-day contact •Serves as Account Director and Travel Category lead •Oversees all aspects of account Mike Lee VP Brand Strategy20+ years; 10 at Cactus •Strategic brand lead •Drives Belief + Behavior Strategic Planning Process •In charge of insights and “sharp idea” Chris Shewmake VP Comms Strategy10+ years; recent hire •Strategic communications lead overseeing all channels •Drives Belief + Behavior Strategic Planning Process •How and where we deliver and express the “sharp idea” Jeff Strahl Creative Director25+ years; 14 at Cactus •Creative lead •Ensures creative is on brand and will motivate desired consumer action Cactus Katie Harker Senior Digital Planner7 years; 6 at Cactus •Primary media lead •Oversees buying and execution of all digital tactics •Leads DMP integration and data Scott Strother Digital Experience Dir10+ years; 1 at Cactus •Oversees website •Collaborates on digital data partner integrations Helen Shabinsky Project Manager3 years; 2 at Cactus •Manages schedules, budgets and scopes •Oversees internal project routing Malen Yantis PR Capabilities Domestic Media Relations –drive media coverage through story development/key messages, press releases, FAM trips, in-market media visits, identifying new/emerging media trends and talent as well as ongoing media pitchingDomestic Influencer Program –executing strategic paid/earned influencer programMexico Media Relations –manage Mexico PR partner Sylvia RiveraCommunity/Partner Relations –build relationships with partners in the community to promote/support through public relations efforts including CTO, hotels, restaurants, etc. •Brand positioning, story development •Media relations –story placement in local, regional, national and international outlets •One-on-one meetings with editors, freelance writers and producers •Writing and development of media materials •Content development for websites, blogs and integrated campaigns •Individual and group FAM tripsExecutive media training •Awards and accolades programs •Crisis communications preparedness and counsel •Business and entrepreneurial profiles •Product launches and grand opening celebrations •Key market media tours •Community involvement and public awareness campaigns •Corporate responsibility programs •Strategic influence programs •Internal communications •Social media including channel audit and strategy, comp set analysis and reporting, content creation and curation, photography, engagement and channel growth, style guides and identity Kristin Yantis Principal30+ years, 14 years operating MYPR •Primary point person/day-to-day contact •Oversees all aspects of the account Malen Yantis PR Amanda McNally, Account Director25+ years, 3 years MYPR •Strategic planning •Media relations Sylvia Rivera Mexico PR Consultant25+ years •Media relations •Media buying •Influencer/socialite relations •In-market event planning SITE Marketing Capabilities Project, Brand, Creative, and Budget Management: Input/feedback on branding, creative executions, website, strategic plan Partner, Presentations, Agenda Development & Coordination Tactical Photo & Video Assets: Managing the tactical photo/video plans/executions and asset management Budget (*previously): Compiled and managed budget, ensured supplemental and/or amendments accurately represented, worked with TOV on all aspects of budget, supplemental/amended budget requests Traditional Media (*previously): Managed all traditional media strategy, tactics and executions Representing “Strategic Insights and Timely Execution”, SITE is committed to bold, effective marketing solutions executed on time and on budget. SITE is capable of delivering on every aspect of clients’ marketing needs: •Copy-writing •Photography/Videography •Printing & Production •Digital Marketing and Website design •Research, analytics and ROI evaluation •Brand/positioning development •Strategic Mmarketing Plan development •Tactical/Promotional development and execution •Media (traditional and digital) planning and execution •Graphic design •Complete knowledge and passion for Vail is not something that can easily be found or taught, but runs deep in my life. This passion translates into my understanding of Vail’s unique brand, customers, challenges and opportunities. •Respected and trusted across the industry and marketing spectrum with comprehensive relationships and resources. •A life-long personal and family investment and commitment to the Vail Valley, as a Vail native and permanent resident since 1992. SITE Marketing Meggen Kirkham President25+ years in travel/tourism/marketing/advertising; 12 years as partner with VLMDAC •Primary point person / Day-to-day contact •Oversees all aspects of account Support Staff •Maggie Meek, Marketing Assistant •SITE will bring on additional resources to perform specific work. The philosophy of this ‘virtual marketing firm’ is that the client pays only for direct contribution to work, not idle overhead. Vail Valley Partnership •Strategic leadership, Industry representation, Research & DestiMetrics •Continued alignment with VLMD •Maintain daily occupancy & reservation activity reports and analysis •Executive summaries •Mid-month daily occupancy reports •Group v. leisure •Industry overlay reports. •Guest profiler database •Maintain industry relationships with Tourism Industry Association of Colorado, Colorado Tourism Office, etc. •Lodging & community outreach and strategic leadership Chris Romer -President & CMO 23 years destination sales & marketing experience14 Years with Vail Valley Partnership Kim Brussow –Director of Sales 30 years of experience in the meetings marketplace, travel & hotel industry10 years with Vail Valley Partnership •Collaborate with VLMD on best ways to market & develop the brand •Strategic leadership with lodging partners, members & industry •Continued focus on group/meeting industry, sales/marketing hybrid approach •Shift from tradeshow attendance & lead generation, to presenting informative options to lodging partners and coordinating opportunities •Host bi-weekly meetings with Vail DOS Advisory Council •Promote individual property group deals via DiscoverVail.com and group planner email database •Coordinate destination site tour logistics and “village wide” programs •Leverage Cvent, SendSites & Destination Colorado marketing tools to enhance brand recognition in group market •Video retargeting & geotargeting campaigns •Banner advertisements & CVB copy feature •Email blasts to planners Mark Herron –Lodge Liaison •Liaison with lodging community and VLMD •Partner with TOV, VVPO, MYPR, VCBA, CSE •Coordinate efforts with Cactus, Jackrabbit, BAAG, Inntopia and DestiMetrics •Assist with data collection •Discovervail.com o Manage lodging listings and Book>Direct o Referral tracking and conversion data o Enhance website content o Generate leads to website Over 30 years of Lodging/Hospitality experience 7 years on the VVP Board –Current Chairman Capabilities •Over 30 years of travel and hospitality experience in CRM, Analytics and Marketing Technology •Led this process for Vail Resorts and are partnering with multiple clients on this same path •Data-driven at our core Ownership of the Data-Driven Marketing Roadmap plan and implementation for the Town of Vail Delivering strategy + analytics enabled by technology Brown Analytics Advisory Group Brown Analytics Advisory Group Bob Brown Marketing Strategy & Analytics, Account Lead •15+ years of experience leading CRM & Analytics for major travel brands •Led Marketing Analytics at Caesars Entertainment and Vail Resorts and led the data-driven marketing transformation at Vail Resorts for over 6 years Jeremy Coleman Marketing Technology •20+ years of experience in digital and marketing technology from both the agency and client-side •Worked on the entire life cycle of digital and marketing technology capabilities for brands including MGM Resorts International, Bare Escentuals, Starbucks, Barbie, Western Union and United Airlines. •Partnered with Bob at Vail Resorts to lead technology side of data-driven marketing transformation Annual Planning Calendar Winter / Ski Season Begins Not currently part of VLMDs purpose; begin marketing summer during this season for those actively seeking out information. Partner Planning Revisit Town Council approved plans (Sept) in preparation for summer season strategy board presentation in January. Seasonal Strategy Partners share the seasonal strategic approach with the board; PR efforts begin. Creative + Tactical Plans Partners share the specific timing, media and creative executions. Organization Strategic Planning Executive Session. Paid Media Destination paid media begins; Run Belief + Behavior (B+B) Executive Session. Mountain Closes Winter activities close for season; FR paid media begins B+B Session Results. Annual Planning Calendar Heart of Summer Weekends, holidays and events drive peak summer visitation; Executive Session seasonal planning and next season budget creation. Back to School Family visitation declines while other audiences take advantage or non-peak benefits; Next Season plans are shared with the board. Fall in Vail Proving to be a vary viable timeframe for travel, Fall marketing begins in August. Summer Closes Summer activities close for season. Summer Begins Early May is typically slow due to mud season and for businesses to get an end of Winter break prior to Summer’s official launch on Memorial Day. Events Begin Summer events kick off with GoPro Mountain games in early June; Next season partner planning sessions. Key Monthly Milestones & Deadlines •1st Week of Month •Meeting agenda prepared and drafted •1st Tuesday -Town Council meeting •2nd Week of Month •Previous month’s metrics available around 10th, except for tax revenue which is a month behind •2nd Tuesday –Partner planning and board meeting prep •2nd Tuesday end of day –Partner slides/content due to SITE •2nd Friday -Board presentation delivered to board •3rd Week of Month: •3rd Tuesday –Town Council •3rd Wednesday –Board meeting •4th Week of Month: Follow ups and next steps DATA SYSTEMS ROADMAP UPDATE Agenda (-25% YOY)(-24% YOY) 1.Objectives and Status 2.Roadmap Output 3.Example of Approach 4.Phase 1 and 2 Review Objectives (-25% YOY)(-24% YOY) 1.Understand who our customers are: enable targeting and personalization by growing acquisition of customer data 2.Drive visitation growth (tax revenue) through increased marketing personalization and improved targeting 3.Obtaining customer data at each point in the customer journey 4.Take an iterative approach to leverage small investments to show ROI and inform larger investments Status (-25% YOY)(-24% YOY) Step 1: Current State Maturity Model •Evaluate current capabilities along the 5 building blocks •Target: 11/20 COMPLETE Step 2: Roadmap Summary Development •Develop key themes by time period and develop 3-year roadmap plan with tasks •Target: 12/20 COMPLETE Step 3: Roadmap Detail Development •Define additional detail around each roadmap task with costs/effort required •Target: 1/29 •Roadmap summary complete and aligned with TOV and Cactus teams •Roadmap detail development for year 1 in progress •Phase 1 roadmap work beginning now Organizational Collaboration Defining ownership of CRM and ensuring staffing and defined responsibilities to deliver on goals Marketing Data Evolving information on customers to leverage as a foundation for all data-driven efforts Analytics / Insights Understanding and leveraging performance and motivations at a customer level Marketing Strategy Align with VLMD goals and provide north star for all data-driven investments Automation / Execution Develop capabilities to execute on the vision across all marketing channels 0-3 Months: Q1 2021 4-12 Months: Q2-Q4 2021 Year 2: 2022 Years 3+: 2023+ Implement data capture quick wins to leverage winter visitation. Improve coordination across channel silos and build foundation for transition to data-driven approach. Grow 1st and 2nd party data capture and implement ‘manual’ data-driven journey(s) across multiple touchpoints. Grow analytics capabilities and evolve journey- based guest communication plans. Expand data capture to 2nd/3rd party and continue building marketing automation foundation. Evolve technology and connect additional data sources. Organizational Collaboration •Identify key roadmap roles •Define and begin initial cross-silo coordination •Identify key VLMD and partner role gaps •Begin filling key VLMD and partner role gaps •Refine responsibilities •Grow marketing analytics function Marketing Data •Data quick wins •Document current state •Identify data gaps. •Build tech plan for data •Grow 1st and 2nd party data •Grow data governance capabilities •Evolve tech plan for data. •Grow 2nd and 3rd party data Analytics/ Insights •Define KPIs •Document current state segmentation •Evolve digital analytics •Create initial segmentation models •Introduce guest behavior dashboard •Evolve and update segmentation models •Create lifecycle trigger identifiers Marketing Strategy •Define goals and mission of VLMD with Board •Redefine and map broad customer journey •Identify initial focus segment(s) •Define customer journey for priority segments. •Implement manual data-driven journey •Define brand marketing scalability needs •Evolve omni-channel communication strategy •Implement testing strategy Automation / Execution •Understand capabilities of existing tech/tools •Identify technology gaps for execution •Begin Marketing Automation development •Enhance campaign execution technology. •Develop trigger campaigns. Data-Driven Marketing Roadmap Summary 0-3 Months: Q1 2021 4-12 Months: Q2-Q4 2021 Year 2: 2022 Years 3+: 2023+ Implement data capture quick wins to leverage winter visitation. Coordinate better across channel silos and build foundation for transition to data-driven approach. Grow 1st party data capture and implement manual data-driven journey(s) across multiple touchpoints. Grow analytics capabilities and evolve journey- based guest communication plans. Expand data capture to 2nd/3rd party and continue building marketing automation foundation. Evolve technology and connect additional data sources. Organizational Collaboration •Identify Roadmap owner and working group •Identify and document R&R between VLMD and partners •Develop initial coordination processes between silos •Re-evaluate current planning process and timelines •Identify key VLMD and partner role gaps •Begin filling key VLMD and partner role gaps •Identify test strategy owner •Identify processes in need of responsibility clarification –rethink approach as needed •Continue filling VLMD and partner role gaps •Identify marketing data governance owner •Define marketing analytics needs and timeline •Define roles and responsibilities for key processes •Grow marketing analytics function Marketing Data •Implement 1-3 data capture quick wins •Investigate 2nd party data available from town partners •Document current data landscape, data capture quality and data access needs •Document current available data across all sources •Gap analysis and prioritization of data capture and accessibility needs •Develop plan to address data consolidation and single source of truth for guest data •Grow 1st party data capture –phase 1 (include Aislelabs, survey data and more) •Develop 2nd party data connections and partnerships –phase 1 (include Destimetrics, airDNa and more) •Execute initial customer data integration(s) •Evolve guest data consolidation •Grow 1st party data capture –phase 2 •Develop 2nd party data connections and partnerships –phase 2 •Explore external appends to enrich guest data •Define guest journey phases and trigger events •Evolve guest data consolidation •Develop formalized Data Governance process Analytics/ Insights •Define KPIs for measurement of data-driven marketing success •Document current state segmentation capabilities •Require formal hypothesis and success criteria for campaigns •Assess and evolve current digital/email analytics capabilities (web, email, etc.) •Develop draft guest behavior executive dashboard •Create initial lifecycle segmentation based on guest behaviors/engagement •Create initial CLV model •Standardize evaluation of campaigns against success criteria and hypothesis •Perform overall assessment of guest behavior understanding •Create trigger criteria to identify guest journey transitions •Enhance segmentation to support increased personalization •Establish knowledge repository •Evolve and update lifecycle and LTV models •Develop research roadmap to plan learning agenda related to consumer insight Data-Driven Marketing Roadmap VLMD-lead Brown Analytics-lead VLMD/Brown Analytics-lead 0-3 Months: Q1 2021 4-12 Months: Q2-Q4 2021 Year 2: 2022 Years 3+: 2023+ Implement data capture quick wins to leverage winter visitation. Coordinate better across channel silos and build foundation for transition to data-driven approach. Grow 1st party data capture and implement manual data-driven journey(s) across multiple touchpoints. Grow analytics capabilities and evolve journey- based guest communication plans. Expand data capture to 2nd/3rd party and continue building marketing automation foundation. Evolve technology and connect additional data sources. Marketing Strategy •Define goals and mission of VLMD related to data-driven marketing, including Board role •Create initial campaign communications calendar •Map out ideal guest journey example as end goal •Identify initial focus segments using existing segmentation capabilities •Define guest journey steps for key segments •Implement one manual data-driven journey as input into ROI models for future investment •Refine ideal guest journey to inform future development priorities (develop use cases) •Identify top testing priorities and put initial test plan in place •Revise campaign communications calendar with new strategies •Define brand marketing scalability needs/content strategy •Evolve personalization strategy to leverage lifecycle and customer value •Evolve omni-channel communication strategy •Evolve content strategy Automation / Execution •Understand capabilities of existing tech/tools •Identify technology gaps for omni-channel execution for key use cases (email, web, social) •Phase 1 Marketing Automation development – email and digital advertising channels •Gap assessment for campaign management capabilities •Define business rules for campaigns and suppression •Implement QC for content and brand standards •Develop initial automated trigger campaigns •Phase 2 Marketing Automation –Technology enhancements for campaign execution including web and social •Define content accessibility and storage needs •Evolve trigger campaign development •Technology enhancements for campaign execution Data-Driven Marketing Roadmap VLMD-lead Brown Analytics-lead VLMD/Brown Analytics-lead Maturity at Beginning of Q2 2021 Organizational Collaboration Ownership, Roles, and Responsibilities Processes Priority/Staffing Skillsets Tools Alignment Marketing Data 360°View of Customer Managing/ Capturing/ Protecting Data Source system expertise Data Hygiene Data Governance Data Availability Ownership Analytics/Insights Analytical Tools Expertise Modeling/Forecasting Trust Transparency Segmentation Resourcing Ownership Marketing Strategy Goals Mapping to Initiative ROI Model and Approach Campaign Lifecycle Model Channel Strategy Customer Lifecycle Targeting Strategy Top-Down/Bottom-up Strategy Development Automation/Execution Channel Understanding Resourcing Attribution Modeling Reporting across channels Clear customer lifecycle approach Multi-Channel Approaches Tools (triggered, journey, channels) Begin with maturity model at that point in time 0-3 Months: Q1 2021 4-12 Months: Q2-Q4 2021 Year 2: 2022 Years 3+: 2023+ Implement data capture quick wins to leverage winter visitation. Improve coordination across channel silos and build foundation for transition to data-driven approach. Grow 1st and 2nd party data capture and implement ‘manual’ data-driven journey(s) across multiple touchpoints. Grow analytics capabilities and evolve journey- based guest communication plans. Expand data capture to 2nd/3rd party and continue building marketing automation foundation. Evolve technology and connect additional data sources. Organizational Collaboration •Identify key roadmap roles •Define and begin initial cross-silo coordination •Identify key VLMD and partner role gaps •Begin filling key VLMD and partner role gaps Marketing Data •Data quick wins •Document current state •Identify data gaps. •Build tech plan for data •Grow 1st and 2nd party data Analytics/ Insights •Define KPIs •Document current state segmentation •Evolve digital analytics •Create initial segmentation models •Introduce guest behavior dashboard Marketing Strategy •Define goals and mission of VLMD with Board •Redefine and map broad customer journey •Identify initial focus segment(s) •Define customer journey for priority segments. •Implement manual data-driven journey Automation / Execution •Understand capabilities of existing tech/tools •Identify technology gaps for execution •Begin Marketing Automation development 4-12 Months: Data-Driven Marketing Roadmap Summary Identify high level summary of what needs to be addressed within that area Organizational Collaboration Ownership, Roles, and Responsibilities Processes Priority/Staffing Skillsets Tools Alignment Marketing Data 360°View of Customer Managing/ Capturing/ Protecting Data Source system expertise Data Hygiene Data Governance Data Availability Ownership Analytics/Insights Analytical Tools Expertise Modeling/Forecasting Trust Transparency Segmentation Resourcing Ownership Marketing Strategy Goals Mapping to Initiative ROI Model and Approach Campaign Lifecycle Model Channel Strategy Customer Lifecycle Targeting Strategy Top-Down/Bottom-up Strategy Development Automation/Execution Channel Understanding Resourcing Attribution Modeling Reporting across channels Clear customer lifecycle approach Multi-Channel Approaches Tools (triggered, journey, channels) 4-12 Month Focus (Q2-Q4 2021) Tie areas of focus back to maturity model 0-3 Months: Q1 2021 4-12 Months: Q2-Q4 2021 Year 2: 2022 Years 3+: 2023+ Implement data capture quick wins to leverage winter visitation. Coordinate better across channel silos and build foundation for transition to data-driven approach. Grow 1st party data capture and implement manual data-driven journey(s) across multiple touchpoints. Grow analytics capabilities and evolve journey- based guest communication plans. Expand data capture to 2nd/3rd party and continue building marketing automation foundation. Evolve technology and connect additional data sources. Organizational Collaboration •Identify Roadmap owner and working group •Identify and document R&R between VLMD and partners •Develop initial coordination processes between silos •Re-evaluate current planning process and timelines •Identify key VLMD and partner role gaps •Begin filling key VLMD and partner role gaps •Identify test strategy owner •Identify processes in need of responsibility clarification –rethink approach as needed Marketing Data •Implement 1-3 data capture quick wins •Investigate 2nd party data available from town partners •Document current data landscape, data capture quality and data access needs •Document current available data across all sources •Gap analysis and prioritization of data capture and accessibility needs •Develop plan to address data consolidation and single source of truth for guest data •Grow 1st party data capture –phase 1 (include Aislelabs, survey data and more) •Develop 2nd party data connections and partnerships –phase 1 (include Destimetrics, airDNa and more) •Execute initial customer data integration(s) Analytics/ Insights •Define KPIs for measurement of data-driven marketing success •Document current state segmentation capabilities •Require formal hypothesis and success criteria for campaigns •Assess and evolve current digital/email analytics capabilities (web, email, etc.) •Develop draft guest behavior executive dashboard •Create initial lifecycle segmentation based on guest behaviors/engagement •Create initial CLV model •Standardize evaluation of campaigns against success criteria and hypothesis 4-12 Months: Data-Driven Marketing Roadmap (Page 1/2) VLMD-lead Brown Analytics-lead VLMD/Brown Analytics-lead Define roadmap tasks within that time period to address areas of focus. Organizational Collaboration Ownership, Roles, and Responsibilities Processes Priority/Staffing Skillsets Tools Alignment Marketing Data 360°View of Customer Managing/ Capturing/ Protecting Data Source system expertise Data Hygiene Data Governance Data Availability Ownership Analytics/Insights Analytical Tools Expertise Modeling/Forecasting Trust Transparency Segmentation Resourcing Ownership Marketing Strategy Goals Mapping to Initiative ROI Model and Approach Campaign Lifecycle Model Channel Strategy Customer Lifecycle Targeting Strategy Top-Down/Bottom-up Strategy Development Automation/Execution Channel Understanding Resourcing Attribution Modeling Reporting across channels Clear customer lifecycle approach Multi-Channel Approaches Tools (triggered, journey, channels) 4-12 Months Maturity Progress Assess maturity evolution as a result of specific roadmap tasks executed. Organizational Collaboration Ownership, Roles, and Responsibilities Processes Priority/Staffing Skillsets Tools Alignment Marketing Data 360°View of Customer Managing/ Capturing/ Protecting Data Source system expertise Data Hygiene Data Governance Data Availability Ownership Analytics/Insights Analytical Tools Expertise Modeling/Forecasting Trust Transparency Segmentation Resourcing Ownership Marketing Strategy Goals Mapping to Initiative ROI Model and Approach Campaign Lifecycle Model Channel Strategy Customer Lifecycle Targeting Strategy Top-Down/Bottom-up Strategy Development Automation/Execution Channel Understanding Resourcing Attribution Modeling Reporting across channels Clear customer lifecycle approach Multi-Channel Approaches Tools (triggered, journey, channels) Maturity at Beginning of 2022 Update maturity model at end of time period. Phase 1 & 2: Organizational Collaboration (-25% YOY)(-24% YOY) •Identify Roadmap owner and working group •Identify and document R&R between VLMD and partners •Develop initial coordination processes between silos •Re-evaluate current planning process and timelines Q1 2021 •Identify key VLMD and partner role gaps •Begin filling key VLMD and partner role gaps •Identify test strategy owner •Identify processes in need of responsibility clarification –rethink approach as needed Q2-Q4 2021 Phase 1 & 2: Marketing Data (-25% YOY)(-24% YOY) •Implement 1-3 data capture quick wins •Investigate 2nd party data available from town partners •Document current data landscape, data capture quality and data access needs •Document current available data across all sources Q1 2021 •Gap analysis and prioritization of data capture and accessibility needs •Develop plan to address data consolidation and single source of truth for guest data •Grow 1st party data capture –phase 1 (include Aislelabs, survey data and more) •Develop 2nd party data connections and partnerships –phase 1 (include Destimetrics, airDNa and more) •Execute initial customer data integration(s) Q2-Q4 2021 Phase 1 & 2: Analytics/Insights (-25% YOY)(-24% YOY) •Define KPIs for measurement of data-driven marketing success •Document current state segmentation capabilities •Require formal hypothesis and success criteria for campaigns Q1 2021 •Assess and evolve current digital/email analytics capabilities (web, email, etc.) •Develop draft guest behavior executive dashboard •Create initial lifecycle segmentation based on guest behaviors/engagement •Create initial CLV model •Standardize evaluation of campaigns against success criteria and hypothesis Q2-Q4 2021 Phase 1 & 2: Marketing Strategy (-25% YOY)(-24% YOY) •Define goals and mission of VLMD related to data-driven marketing, including Board role •Create initial campaign communications calendar •Map out ideal guest journey example as end goal •Identify initial focus segments using existing segmentation capabilities Q1 2021 •Define guest journey steps for key segments •Implement one manual data-driven journey as input into ROI models for future investment •Refine ideal guest journey to inform future development priorities (develop use cases) Q2-Q4 2021 Phase 1 & 2: Automation/Execution (-25% YOY)(-24% YOY) •Understand capabilities of existing tech/tools •Identify technology gaps for omni-channel execution for key use cases (email, web, social) Q1 2021 •Phase 1 Marketing Automation development –email and digital advertising channels •Gap assessment for campaign management capabilities Q2-Q4 2021 Next Steps (-25% YOY)(-24% YOY) 1.Address any follow-ups or questions from this meeting 2.Develop roadmap details/costs for Phase 1 & 2 3.Gather and incorporate partner feedback on Roadmap 4.Move into Phase 1 implementation LODGE LIAISON UPDATE Lodging Survey Results •Marketing –(96% indicated important or very important) •Willingness to attend monthly lodging round table. 96% said they would be willing to participate. 3.5+: Very good response. Enhance if possible •Events •Public relations •Leisure Promotions 3.0-3.49: Good response. Look for ways to improve •Marketing –(96% indicated important or very important) •Willingness to attend monthly lodging round table. 96% said they would be willing to participate. 2.0-2.99: Merits review and further research •Lodging communication •Group Bookings •Generating leads to website > 1.99: Explore options and understand core issue Lodging Survey Results Discovervail.com and Lodging Relationship 2.0-2.99: Other areas that merits review and further research Discovervail.com/Destination Sales •How familiar are you with Discovervail.com •How well does VLMD promote destination sales in non-winter months; group, leisure, events •Is Discovervail.com effective at promoting lodging reservations VLMD Relevancy/Representation/Communication with the lodging sector •How relevant is the VLMD efforts to the Lodging sector •How well does VLMD represent the lodging sector •How well does VLMD communicate with the lodging sector Lodging SOAR Analysis Current Strengths –Brainstormed our strengths as a community business and created a refined list. Opportunities –In a similar manner to our strengths, brainstormed the opportunities in our market. Future Aspirations –Next brainstormed what we want to achieve in the future. What would inspire us, where should we head, what are our core objectives? Results –Measured what success would look like. What would be associated with our aspirations? Lodging Liaison Report SOAR Strengths Strengths Brand recognitionMarketingLevel Orange –Staying openVail Strong –Safety2020 drive marketPublic RelationsEvents and ActivitiesSecond homeownersPartner relationshipsBoard/Staff experienceSocial mediaGuest experience –net promoter scoreReal EstateGuest relationsInternational market Lodging Liaison Report SOAR Opportunities Opportunities Lodging engagement/communication/supportDiscovervail.com lodging bookings, website engagement, referrals SEO auditsVail Resorts relationship/unificationGroup sales Leisure bookingsDrive market Colorado Lodging Association tourism campaign Paid search/Organic search Digital marketingData acquisition/collectionShared lodging data –opaque reportsData tracking (Jackrabbit)Technological trendsPackage offeringsAnnual events –(i.e.; Go Pro Games, Triple Bypass)Participation activities –Lacrosse, Volleyball, SoftballExpand summer business to shoulder seasons Lodging Liaison Report SOAR Aspiration Aspirations Investigate new productsCollaboration offerings –(off season lift tickets, Epic Discovery, special events)Lodging supported TIF capital improvements ($40 million funding expires 2030)Sustainability Green Initiative Enhanced lodging relationship Lodging Liaison Report SOAR Results Results Lodging tax/Sales taxDiscovervail.com views, referrals, bookingsBi-annual reportsLodging occupancyGroup salesLodging average daily ratesParking occupancyNet promoter score Lodging Liaison Report 90 Day Lodging Action Plan Lodging CommunicationShare SOAR AnalysisSend Bi-weekly Lodging Postcards and/or emailsContinue Tool Kit updatesLodging Survey –complete and distributed, next survey late Spring Discovervail.com SEO Audits -collaborate with Cactus/Jackrabbit Establish lodging website goalsImprove referral tracking and conversion dataEnhance website content Create new opening page and interior pageGenerate leads to websiteContinue to recruit new propertiesManage lodging listingsWork with VVP to identify need times using DestiMetrics and Inntopia Lodging Liaison Report 90 Day Lodging Action Plan Data Acquisition Participate in the Inntopia Weekend Outlook Straw Poll Program –10 properties reportingAssist with data collection from the lodging sectorContinue to build lodging data base –shared Google Doc Lodging ParticipationEncourage lodging sector to participate in the Colorado Lodging Association tourism campaign Collaborate with VVP, VLMDAC to develop a Group marketing planContinue Lodging round tables and individual meetingsSolicit partner feedback (TOV, VVP, MYPR, VCBA) 2021 GOALS + BUDGET Town Council Action Plan •VLMD business and marketing goals should ladder up to Town Council’s Vision and Mission https://www.vailgov.com/Portals/0/docs/Town%20Council/2018-2020-council-action-plan.pdf Town of Vail Business Goals •Lodging Tax: –Year-round marketing efforts –Potentially events, guided by VLMD strategy –New and expanded marketing opportunities •Sustainable Destination: –Continue to build and enhance sustainability of destination. Increase status as a sustainable destination and an eco-friendly resort. Needs to be incorporated into content plan and messaging. –Specific focus on driving visitation during lower demand time period (May, June, September, October, November) –Support the town’s creation of a cultural and heritage preservation program and incorporate into messaging Town of Vail Business Goals •Town Infrastructure: VLMD to provide data and direction on multi-use facilities and community gathering areas for Civic Area Plan ($40 million TIF funding available until 2030) and West Vail Plan •Guest Experience: Creatively approach and support efforts to continually enhance the guest experience •Vail Resorts Partnership: Work closely with Vail Mountain to continually align on strategic plans and goals for Vail on a year-round basis VLMDAC 2021 Business Goals (May –October) May –October (Non-winter months) 2019 AND Pre COVID 2020 Goals 2019 Results 2020 Results 2021 Goals For Discussion Sales Tax +4%+.89%-11%TBD Lodging Tax +5%-6%-11%TBD Overall Summer Occupancy 50.1%+3%45%(down 6%)31% (down 31%)TBD Group Occupancy +5%24%(up 9%)4.3% (down 82%)TBD International 2021 Budget –$2,184,024 (-17% from 2020 Amended Budget) StrategyBrandingResearchPhoto/Video Fees DriveOvernight & Out-of-state Visitation Destination FR Overnight Groups Public Relations Data Systems 35% 65% 15% 36% 1% 18% 4% 21% Digital100% Based upon 1st Supplemental Approved on Jan. 4, 2021 Fund Balance at 46% Website3% Social/Influencers4% 2021 Budget –Level B Considerations Should 2020 revenue exceed forecast and additional budget become available, we recommend scaling up or adding the following based on budget as well as market conditions. Requesting board feedback on below priorities: 1.Content plan and execution 2.Increase paid media (prioritize traditional in Front Range) 3.Organizational visioning 4.Bavarian Trail Assets 5.Reinstate Public Relations in-market travel and Newswire 6.Increase International Mexico Efforts TBD based on travel restrictions 7.Partner Fees returning to “more normal” levels 8.Modify Group Sales strategy and tactics 9.Research –Burke and/or other brand research 2021 STRATEGIC APPROACH COVID Has Forever Changed Travel COVID will have lasting impact on travel behavior at all stages of the consumer journey. We need to revision our marketing approach to align with the new “normal”. Changing Vail Resorts Involvement With recent Vail Resorts changes, summer marketing and support will look very different for the foreseeable future. There is also an opportunity for the VLMD to play a larger role in defining the brand. Regardless, the VLMD is committed to continued collaboration and fostering a strong relationship with Vail Resorts. We Have Data DiscoverVail.com has solidified our independence and commitment to data. We’ll use this newly acquired freedom to test and iterate, and in turn create a more personalized experience for our guests New Board Members New board members offer an opportunity to take a step back, evaluate our process and efforts and bring a new perspective to our approach. It Begins Today All of these factors make this the perfect time to adjust our annual planning process and ensure alignment across VLMD, Board and the partners. Building a More Personalized Approach In summary, our strategic approach is focused on moving us from: Information Provider Personalized Engagement One-way push communication Two-way dialogue Static Visitor’s Center Dynamic Concierge Strategic Approach The partners have collaborated to develop a strategic plan that will help us recover from the impacts of COVID and set us up for years to come. Continue to build out and use available data to drive efficient and personalized content that leads to desired behavior Personalization Amplify efforts to get the right audience into our data systems so we have 1st + 2nd party data available for future use Data Acquisition Use data to identify and prioritize seasonal content needs for use across channels including our website and social accounts Refined Content Data Acquisition Data we own. 1st Party -WiFi list-TOV databases-Website pixels-Group leads-Contests & giveaways-Surveys 2nd Party Data owned by someone else. -Businesses, lodges, restaurants, etc.-Partnerships (CTO, Eagle Air, etc.)-Events Refined Content with “Find…” Campaign Platform INSPIRE CONSIDER BOOK EXPERIENCE SHARE INSPIRE To move towards a more personalized, concierge-style relationship with our guests, we need to think through our role along the full consumer journey, and algin partner efforts with goals that support and enhance the customer experience. PASSIVE CONSIDERATION ACTIVE CONSIDERATION DREAMING DISCOVERY SHARE REFLECT PASSIVE CONSIDERATION ACTIVE CONSIDERATION DECISION ACTION PLAN STAY DREAMING Personalizing the Consumer Journey Primary: Primary: Destination Families with Teens Secondary: Destination + Front Range Boomers Tertiary: Front Range Events(Active Professionals, Super Boomers, Destination Families) Today’s Example Summer Persona Overview Demographics: (7.5% of US) •Married, white, family of four living in Dallas, TX. Parents are ~45. Kids aged 13 and 16 •Affluent, HHI of $250k+, home value over $1MM and net worth above $5MM Mindsets and Motivators: •Look for premium experiences and goods: Drive a luxury SUV or CUV, buy organic, enjoy fine dining and belong to premium gym. •Schedules are crazy, even considering less commuting and cancelled events due to COVID. •With busy lives, they’re looking for opportunity to spend quality time together as a family, while finding plenty of entertainment for the kids. Travel Behaviors: •Kids play an active role in making family travel decisions. •Tend to stay longer, bring more people and in turn spend more for lodging and activities. •Stay 6 nights on average, with 84% staying 3+ nights. •May travel with extended family or groups: 6.2 average people in the party, 1.6 above the overall audience Destination Families INSPIRE CONSIDER DREAMING DISCOVERY PASSIVE CONSIDERATION ACTIVE CONSIDERATION “We didn’t really take a vacation last year. We want to make up for it with a trip for the whole family this year.” Mom sees her friends taking a vacation to the beach on Facebook and starts researching about new vacation ideas. Mom searches for ”Best family mountain vacation ideas” and clicks a Google ad promoting Vail.BEHAVIORSCONNECTIONSTASKMom and Dad chat with the kids about where they’d want to go this year. All agree on a mountain vacation. Drive Desire Spark interest in Vail Differentiate Win the competitive comparison She spends time on DiscoverVail.com learning about activities for the kids. Broad Awareness Media Consideration Media Local TV + Video Paid Social PR Influencers Print Sponsored Content Broad Search Integrations Partnerships Digital Video + Display Brand Actions Native Content Paid Social Blogs/Reviews Category Search Website Content Travel Sites Broad + Competitive SEM Organic Social Retargeting Destination Families Experience Pathway BOOKING DECISION ACTION PLANNING “We’re willing to pay for a premium experience, but want to make sure it’s worth it” Dad searches for “best hotels in Vail” and compares hotel listings and locations via OTA. site Dad has rewards points with a hotel chain and credit card for booking. BEHAVIORSCONNECTIONSTASKConversion Media PLANNING CONSIDER Prove Value Showcase our premium offering and range of rates Promotional Social Promotional Email Email/CRM Retargeting (OLA, email) Travel Sites, OTAs, VR rental sites Branded Search Packages / Offers Book Direct Tool Digital Content “Traveler Tools” Partnerships Dad compares airfare and lodging costs for a few mountain destinations to understand the budget. Planning Tools Booking Tools Book Direct Tool OTAs/VR Rental Sites Digital Content Partnerships Books the stay and then researches flights with preferred airline. Destination Families Experience Pathway EXPERIENCE PLANNING POST + REFLECT Mom wants to find the best places to eat in town, while Dad wants an authentic mtb experience.BEHAVIORSCONNECTIONSTASKDigital Touchpoints STAY BOOK ENHANCE THE EXPERIENCE Support planning and discovery of on-site experiences through relevant content The kids search for “best activities in Vail” and use DiscoverVail.com to learn about on-site events. On-Site Experiences Social Sharing On-site signage ‘Gram moments #’s Location tags UGC Contests Offers SHARE ENCOURAGE EARNED Experiences that crate conversation DiscoverVail.com Email / CRM Location-based digital/social Review Sites + Blogs Curated Content Paid Social Organic social, #’s, locations Welcome Centers Street Teams Transit Local Ambassadors On-Site Signage On-Site WiFi Events When they arrive, the whole family decides they want to do at least one big group activity together. Reviews Yelp Blogs TripAdvisor Press OTAs/ABB/Vrbo The kids post pics to their Instagram, while mom leaves a TripAdvisor review for their rafting guides. Partners Lodging partners Concierge Restaurant partners Activities + Groups Events “We want to maximize our time here, and find things the whole family can enjoy” Destination Families Experience Pathway INSPIRE CONSIDER BOOK EXPERIENCE SHARE INSPIRE •Aligning marketing tasks with phases consumer journey establishes a marketing framework, while still allowing tactics to be personalized at the segment and user level. •We’ll build out a journey for each priority persona, and use them to inform communications, media and digital offerings for each audience. DREAMING DISCOVERY SHARE PASSIVE CONSIDERATION ACTIVE CONSIDERATION DECISION ACTION PLAN REFLECT DREAM Drive Desire Spark interest in Vail Differentiate Win the competitive comparison Prove Value Premium offering at range of rates Enhance On-site planning & discovery Encourage Conservation Experiences and tools to drive conversation MARKETING TASKS CUSTOMER EXPERIENCE PATHWAY STAY How Will We Use This? Jan 4 Jan 11 Jan 18 Jan 25 Feb 1 Feb 8 Feb 15 Feb 22 Mar 1 Mar 8 Mar 15 EVOLVING THE DIGITAL EXPERIENCECUSTOMERJOURNEY Resolve Issues Site Audit Consumer Journey Content Strategy Content Calendar Targeted Campaigns Targeted Experience Site Goals Align Partners + Board Jan 4 –Jan 22 Jan 15 –Feb 5 Jan 11 –Feb 10 Jan 25 –Feb 10 Feb 8 –Feb 22 Feb 15 –Feb 28 Feb 17 Feb 17 –March 15 March 15 EVENTS UPDATE Thank you! Upcoming Meetings: VLMDAC Monthly Meeting, February 20, 2021; Virtual Via Zoom APPENDIX Return on Digital Ad Spend (RODAS) •For every $1 we spend in digital paid media, we are generating an estimated $9.41 in lodging revenue •This is up from $9.17 RODAS reported in December, •This can be attributed to high booking volume and media buy efficiencies in the Fall = Adara Reported RODAS x 1.72 (weighted for 28% of market) Adara Adjusted $9.41 RODAS Unfiltered web traffic December 2020 Site VisitorsSite Sessions 19,794 13,028 Mobile | Desk | Tab 62% | 35% |2% Pages / SessionBounce Rate 64%2.2 Avg. Site Session 1:36 Filtered website engagement baseline Pages / SessionBounce Rate 42%2.1 Avg. Site Session 2:20 Benchmark Bounce Rate: Excellent: < 25% Good: 26% -49% Average: 50%-65% Benchmark P/S: Excellent: 3+ p/s Good: 2 p/s Average: 1 p/s Benchmark TOS: Excellent: 3+ min Good: 2+ min Average: 1+ minute December 2020 *Benchmarks reflect filtered, non-bounce traffic data Website Engagement KPI’s YTD December 2020 Website BookingConversions On-site Newsletter Sign-Ups 136 412 Book DirectLodging Searches 1,140 Book DirectLodging Referrals 647 User action on DiscoverVail User action on DiscoverVail going to Book Direct Page Users searching for Lodging on Book Direct page User action on Book Direct to go to Lodging properties