HomeMy WebLinkAbout16. VLMDAC January Meeting PresentationVLMDAC 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