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VLMDAC September Meeting PresentationVLMDAC BOARD MEETING SEPTEMBER 15, 2021 MEETING EXECUTIVE SUMMARY September VLMDAC Exec Summary •Review, finalize and approve the 2022 Operating Plan & Budget •Approve August VLMDAC Minutes Agenda •DISCUSSION TOPICS •2022 Operating Plan & Budget, All Partners •INFORMATION UPDATES •Monthly Financial Report, Town of Vail, Carlie Smith •Campaign Production & Asset Acquisition Updates, Cactus & SITE •2021 Sustainability Principles Campaign Updates, Liz Gladitsch •Summer Lodging Survey and SOAR Analysis, Mark Herron •Town of Vail Updates – Mia Vlaar, Jeremy Gross, Town of Vail •Other Business •MINUTES •Approval of August 18 AND August 30, 2021 Minutes, Board 2022 OPERATING PLAN & BUDGET Agenda •2021 Revenue Update •2021 Accomplishments •2022 Campaign Preview •2022 Proposed Operating Plan & Budget Strategy Shift •Building the DiscoverVail website and database infrastructure allows us to adapt to changing conditions and create stronger 1:1 relationships with the "right" guest (out of state, spend more/stay longer/protective of this place) –Data (database,segmenting, personalization) –Systems (website, software, email, social) –Examples of adaptation: COVID public health crisis, EGE flights, etc. 2021 SUMMARY 2021 Successes •116,480 customer records, up 460% year to date •Significant website enhancements: –Landing pages by audience –Improved content: breadth and depth –Enhanced website functionality and searchability –Improved website visitation –Improved organic search •Data Roadmap: identification of gaps,integration and progress •New Brand Campaign and expanded image library •Events: Integration, Awareness, Attendance and improved NPS •Sustainable Practices Guest Education Campaign 2022 OPERATING PLAN & BUDGET UPDATES Town Council Action Plan •VLMD Continued alignment with on business and marketing to Town Council’s Vision and Mission https://www.vailgov.com/Portals/0/docs/Town%20Council/2018-2020-council-action-plan.pdf 2022 Business Goal Business Goal :Drive responsible revenue growth in Vail by focusing on quality of guest, length of stay, and guest spend, along with effective communication of community values. Measurement continues to be through occupancy and average daily rate, lodging and sales tax revenues, especially during lower demand time periods. 2022 Marketing Priorities Optimize Visitation: Maximize longer stays and higher spend Grow Database and Build the Relationships: Use Data to understand our guest to enhance engagement & loyalty Destination Stewardship:protecting and sustaining our natural assets and resources while elevating the guest and resident experience. Brand Positioning: Positioning Vail as the Premier International Mountain Resort Community and define, support and deliver on the brand in working with community partners. Optimize Visitation •Targeted Guest –Stays longer, spends more, embraces destination values –Target high-value guest who travels further, stays longer and spends more –Conduct new in-depth customer interviews to uncover guest experiences preferences –Continue meeting with lodges to understand the best guest –Increase support of data systems to better understand consumer journey and signals of intent •Targeted Times –focus on mid-week and shoulder seasons –Continue Group efforts to fill in off peak times –Reduction in Front Range media support with focus on driving off peak visitation –Collaborate with Commission on Special Events to optimize event calendar Grow Database & Build Relationships •Grow our Database –Create stronger event partnerships/sponsorships –Enhance collaboration with lodging, restaurant, retail, TOV (parking) •Use Data to Understand our Guest –Optimize efforts based on message and tactic testing –Increase focus on content and 1:1 personalization (web, email, social) – –Loyalty program •Enhance Personalization –Initiate in-resort guest experience enhancements –Focused media •Reduction in overall media with focused guest targeting •Focus on lower demand time periods Destination Stewardship •Welcome Center Programming •Ongoing Sustainability Practices Campaign •Dedicated funding towards Destination Stewardship Plan Brand Positioning •New brand campaign •Community generated asset program •In-resort dream experience •Dream Trips BRAND POSITIONING AND NEW CAMPAIGN THE CHALLENGE Reinvigorate the Vail brand through a campaign designed to provoke consumers to feel excited about and intrigued to visit Vail. To do that, we need to start treating Vail like the badge brand that our guests see it as. We have to act boldly and create both experiences and advertising that people want to talk about. When you’re in Vail, the confines of reality are but a suggestion. The air feels fresher. Life feels lighter. And spirits are lifted to a new high. There is som ething m agical happening in this valley. You feel as if you’re the main character in a story. Just take a walk through the village down to the creek, and you’ll understand. It may seem surreal, but trust us: it’s just Vail. There’s no denying that there is something special about this place, as if it exists specifically as a rem inder to enjoy life. The best way to put it is when you’re here it feels like... CAMPAIGN PLATFORM HOW THIS COMES TO LIFE The Life is But a Dream campaign will extend across all advertising channels/tactics, including our TV, digital, web presence and in-market. As such, in FY21, we produced TV, ambient video and still campaign assets to launch as the next iteration of the Vail brand. We took a tiered approach to capturing and concepting campaign assets. CAMPAIGN TIER SUMMARY BUDGET DETAIL 2022 Proposed Budget 2022 Revenue Projection $ Annual Marketing Budget $ Contingency-Destination Stewardship Plan $ Contingency-Other $ Initiatives Using Reserves $ Total VLMD Budget for 2022 $ Use of Fund Balance $ The proposed budget will use $374,000 of fund balance. The 2022 projected ending fund balance is $1,201,786, 32% of annual revenues. Revenue Projection: + 3% from 2019 3,825,000 3,595,240 100,000 130,760 374,000 4,200,000 374,000 2022 Proposed Budget Expenditure Increase: + 7.6% from 2021 + 15.6% from 2019 9%Web/CRM/Social 1 %Public Relations 6 %Groups 1 %International 5 %FR Overnight 20% Destination Drive Visitation 37% Drive Visitation Overnight & Out-of- State Visitation 49% Strategy/Branding Research Photo/Video Fees 14% Database 27%Trad 73% Digital Media Type Full Budget 2022 Budget Breakout -$4,200,000 45%Trad 55% Digital Media Type 37% Drive Visitation Overnight & Out-of-State Visitation 49% Strategy/Branding Research Photo/Video Fees 14% Database71% Drive Visitation Overnight & Out-of-State Visitation 22% Strategy/Branding Research Photo/Video Fees 7% Database 4%Web/CRM/Social2%Public Relations 17 %Groups 4 %International 8 %FR Overnight 35% Destination Drive Visitation Full Budget 9%Web/CRM/Social 1 %Public Relations 6 %Groups 1 %International 5 %FR Overnight 20% Destination Drive Visitation 27%Trad 73% Digital Media Type Full Budget Budget Comparison 2019 vs. 2022 2019: $3,574,714 2022 Budget: $4,200,000 Thank You and Questions Action Requested of Council:Approval of the 2022 VLMD Operating Plan of $4,200,000 THANK YOU APPENDIX Loyalty Program •Program Goal: –The goal of a Customer Loyalty program is to increase engagement and retention, and eventually drive advocacy. –For the Town of Vail, the goal of a Customer Loyalty program is also to build a direct relationship with visitors that supplements their individual relationships with town partners. •Definition / Techniques / Approach / Description: –Use 2022 to develop and test potential loyalty program components (incentives) to understand what best drives desired behavior. –Longer-term, these behaviors and incentives can be built into a structured program. Planning will focus first on driving sign up and visitation. •KPI –TBD as program is developed Dream Trips •Program Goals: –Build Relationship -Capture Data & Engagement/Loyalty –Brand Stewardship •Definition / Techniques / Approach / Description: –Develop three “Dream Trips” to Vail that illustrate one-of-a-kind, over-the-top vacation experiences. –Promote through integrated marketing efforts -social, electronic marketing efforts and PR. –Each trip also can be given away to drive data capture. •KPIs: –Ad clickthroughs + social engagement –Media coverage –No. of packages purchased MONTHLY FINANCIAL REPORT 2022 CAMPAIGN PRODUCTION & ASSET UPDATES Tier 1 •Cactus wrapped “Life Is But a Dream” production with Naked City -- consisting of 2 drone days & 2 full shoot days -- and currently moving into the edit phase •Cactus aiming to share a near final cut of the TVC :30 in the October board meeting Tier 2 •SITE & Cactus in partnership with Jack Affleck + STEEP Motion wrapped production of Tier 2, w/o 9/6, capturing 5 hero moments: ○Father/Daughter riding Gondola ○Couple in hot-tub (Night shot) ○Woman in swimming pool ○Woman on horse in Gore Range ○Woman in Arrabelle window (Night shot) 2021 SUSTAINABILITY PRINCIPLES CAMPAIGN UPDATES Sustainability Principles Campaign 9/16: -Business community communication requesting participation and introduction to campaign 9/21: -Sustainability Quiz and trip giveaway live -Media live -Email to database - Take Quiz to Win Trip 9/24: -Collateral and swag distribution to businesses/Welcome Center SUMMER LODGING REPORT & SOAR ANALYSIS Lodging Report VLMD Summer Lodging Survey and SOAR analysis summary •A total of 109 surveys were sent with 31% responding vs 27% in Winter •The survey consisted of the same 11 questions as Winter plus two new questions. •Survey results were compared 2021 vs 2020 •On a 4.0 scale all responses were above 2.0 •YOY 16 ratings out of 21 increased Key Take-a-Ways •90% indicated VLMD marketing is very important •Special Events now ranks as the top VLMD service •Areas with significant ranking increases; Lodging Communication (+.46), VLMD support of Lodging sector (+.46), VLMD represents Lodging (+.32) •Areas of focus; Generating leads to website, Group bookings, Discovervail.com’s effectiveness •71% understood the tax proposal to fund affordable housing and year-round marketing •The 3 most important issues that face the Town of Vail; 1.Workforce shortage/availability 31%, 1. Workforce housing 31%, 3. Early Childcare 17% Lodging Report VLMD Lodging Actions Items •Conduct joint weekly Lodging calls with Kim Brussow •Work with Book>Direct to drive more traffic to Discovervail.com •Increase lodging participation with retail value adds •Assist in driving visitors to the Welcome Center •Create new monthly Lodging Newsletter •Help launch and promote the DMP •Address pertinent TOV Survey issues at the November Lodging Roundtable meeting TOWN OF VAIL UPDATES APPROVAL OF MINUTES Thank you! Upcoming Meetings: VLMD Operating Plan & Budget Presentation, September 21, 2021, Town Council Chambers VLMDAC Monthly Meeting, October 20, 2021; Town Council Chambers/Virtual Via Zoom APPENDIX VLMD 2021 Summer Lodging Survey SOAR Analysis SOAR Analysis Current Strengths - Brainstorm our strengths as a community business and create a list to be refined later. Opportunities – In a similar manner to our strengths, brainstorm the opportunities in our market. Future: Aspirations – Next, brainstorm what we want to achieve in the future.What would inspire us, where should we head, what are our core objectives? Results – Measure what success would look like. What would be associated with our aspirations? Can they be measured? Rating Key: 3.5+: Very good response. Enhance if possible 3.0-3.49: Good response look for ways to improve 2.0-2.99: Merits review and further research > 1.99: Explore options and understand core issue 2021 >or < 2020 *YOY increase/decrease Q1 Rank the VLMD services (1 Not important – 4 Very important) 3.59 < 3.64 Marketing – (90% indicated important or very important) 3.53 > 3.38 Events (*.15 increase) 3.24 = 3.24 Public relations 3.04 > 2.94 Leisure Promotions (*.10 increase) 3.0 > 2.87 Discovervail.com (*.13 increase) 2.97 > 2.74 Group Bookings (*.23 increase) Q2 Rate the VLMD on services offered (1 Does not meet expectations – 4 Exceeds expectations) 2.83 > 2.74 Events 2.55 < 2.76 Marketing (*.21 decrease) 2.48 < 2.78 Public relations (*.30 decrease) 2.42 > 1.96 Lodging communication (*.46 increase) 2.14 > 1.85 Group Bookings (*.29 increase) 2.04 > 1.78 Generating leads to website (*.26 increase) Q3 How familiar are you with Discovervail.com? (1 Not familiar – 4 very familiar) 3.0 > 2.88 (*.12 increase) Q4 Is Discovervail.com effective at promoting lodging reservations? (1 Strongly disagree – 4 Strongly agree) 2.24 < 2.44 (*.20 decrease) Q5 VLMD would like to provide Public Relations for the lodging industry. Is your property currently undergoing or planning any renovations, promotions or new programs? Yes/No If yes, please provide brief details. 62% 0f properties are planning or completing renovations Q6 How relevant is the VLMD efforts to the Lodging sector? (1 Not relevant – 4 Very relevant) 3.18 > 2.72 (*.46 increase) Q7 How well does VLMD promote destination sales in non-winter months; group, leisure, events? (1 Strongly disagree – 4 Strongly agree) 2.91 > 2.6 (*.31 increase) Q8 How well does VLMD represent the lodging sector? (1 Does not meet expectations – 4 Exceeds expectations) 2.88 > 2.56 (*.32 increase) Q9 How well does VLMD communicate with the lodging sector? (1 Does not meet expectations – 4 Exceeds expectations) 2.6 > 2.44 (*.16 increase) Q10 Rate the Vail Lodging Winter Round Table (1 Does not meet expectations – 4 Exceeds expectations) 3. 2 > 2.96 (*.24 increase) Q11 A Town of Vail survey recently distributed a poll regarding tax changes to fund affordable housing and year-round marketing. Do you have a good understanding of these options 71% stated they understood the tax changes to fund affordable housing and year-round marketing Q12 Please select the three most important issues that face the Town of Vail Results 1.) 31% Workforce shortage/availability 1.) 31% Workforce housing 3.) 17% Early Childcare 4.) .07% Parking 5.) .06% Transit/Transportation 6.) .05% Healthcare 7.) .04% Sustainability Q13 Willingness to attend occasional monthly lodging round tables. (Yes or no) 88.2% < 96% Yes, they would be willing to participate (Busy summer) Return on Digital Ad Spend (RODAS) For every $1 we spend in digital paid media, we generate an estimated $22.41 in lodging revenue. This is down slightly from $22.94 last month as our media spend fluctuates and we account for trip planning windows impacting our annual booking data averages MoM Adara Enhanced RODAS = displays full market visibility by leveraging the ADARA Co-op data, in addition to STR Census, STR Occupancy and OAG Flights data. In 2020, Adara RODAS was estimated using only ADARA Co-op data. Adara Enhanced $22.41 RODAS Paid Media % of Spend in August 5% August Impressions 4.4M August Clicks 34.1K Total spend to date for 2021 is $476K (68%) Overall clicks decreased MoM due to a decrease in media spend but CTR increased across all paid media channels Website High Level Performance HIGHLIGHTS: - Time on site has decreased slightly from last month. We will monitor as enter into the fall season and work to develop content that creates more fall specific engagement. - Pages per session has maintained month over month. - Organic traffic is continuing to maintain and grow as a prominent traffic driver for the site. - Slight decrease in traffic as we enter into fall and out peak summer. We saw a very similar slow decline in traffic last year at this same time. SEO High Level Performance Domain Overview / Position Tracking Keyword Overview HIGHLIGHTS: Domain Overview shows that the domain authority has maintained at 33 which shows stability in our site and that our improvements have a long term impact. We are reaching 4.7k users via organic traffic which contributes to a large portion of the site traffic. Additionally, the quality of our keywords is improving as we continue to improve our rankings and increase our keyword visibility. We now have 16 keywords consistently ranking in the top 3 spots.