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HomeMy WebLinkAbout05. In-Market Project Manager Proposal - SITE Marketing Request for Proposal In Resort Project Manager Vail Local Marketing District Strategic Insight & Timely Execution August 10, 2022 VLMDAC Board Members: Thank you for allowing SITE Marketing the opportunity to respond to the Vail Local Marketing District’s In Resort Project Manager RFP. I am confident that SITE Marketing can successfully fill this project management role, as well as bring leadership and strategic thoughtfulness to the VLMDAC , partner group and Vail brand. As many of you know, I founded SITE Marketing nearly 14 years ago and have been fortunate to have worked with the VLMDAC from the day I opened my doors. Upon starting my relationship with the VLMDAC, I had asked that the Board recognize SITE Marketing as a critical long-term partner with the VLMDAC. And, what began as a relatively small partner role, has grown over the years into a fully invested and trusted partnership between SITE Marketing, the VLMDAC and partner groups. Furthermore, over time, as board members, agencies, council members, and Town of Vail staff have changed, SITE Marketing has provided a consistency, along with historical perspective and experience that has been and continues to be invaluable to the VLMD AC. In this RFP, SITE Marketing presents: • Company Philosophy, Expertise, Background, and References • Resources and Team • Approach and Cost Proposal to the Project Management Partner role • Expanded opportunities outlining how SITE Marketing can play a larger leadership role with solutions to enhance and improve the work of the partner group and VLMDAC • Case Studies I would welcome the opportunity to present and discuss with the board SITE Marketing’s qualifications, experience, recommendations and overall response the RFP. Please contact me at 970-331-5073 or Meggen@sitemarketingco.com with any questions during your decision process. Thank you for your time and consideration. Sincerely, Meggen Kirkham President SITE Marketing Table of Contents Why SITE Marketing Executive Summary………..…………………………..……………3 Expertise, Background & References……………….…………………………………………4 - 9 Resources & Team…………………………………………………………………………………..10 - 11 Approach & Cost Proposal………………………………………………………………….……11 - 22 Case Studies…………………………………………………………………………………………….23 - 32 3 EXPERTISE, BACKGROUND & REFERENCES 4 SITE Marketing’s Philosophy SITE Marketing, founded by Meggen Kirkham in December of 2008, stands for “Strategic Insights and Timely Execution”. SITE Marketing is a strategic marketing agency representing a fundamental philosophical commitment to bold, insightful and effective marketing solutions executed on time and on budget. These essential marketing processes are the foundation of SITE Marketing’s client promise and what President, Meggen Kirkham, has spent a life-long career delivering. Strategic and customer insights are the starting point to any successful marketing program. SITE Marketing approaches every initiative with the same process. To begin with, insights into the VLMDAC’s marketing opportunities from within the industry, the competitive set and consumer mind set are established. Time invested into insights leads to thoughtful strategies, which in turn enable bold plans and tactics. Skillfully executed these will lead to measurable business results and success. This is SITE Marketing’s promise to the VLMDAC. 5 Capabilities & Expertise SITE Marketing’s capabilities include the following: • Strategic planning • Brand/positioning development and execution • Media planning, negotiation and execution • Creative execution across all mediums (print, broadcast, online, etc.) • Project Management; adhering to schedules and budgets • Photography and video asset acquisition, production and management • Content Management Systems • Budget Accountability & Management • Art and creative direction • Graphic design • Copy-writing • Printing • Production and trafficking • Promotion development and execution • Community outreach and communication • Measurement, results and conclusions reporting • Power Point presentation development Tourism, Travel and Consumer Trends Expertise SITE Marketing prides itself on being an expert on the latest tourism, travel and consumer trends and how those affect Marketing Strategy. SITE Marketing subscribes to the following Tourism reports and publications: • Destimetrics • https://www.destinationanalysts.com/ • http://www.ustravel.org - Comprehensive list of U.S. Travel statistics • http://www.tourism-review.com/newsletter - Tourism Review Weekly Newsletter • Forrester research reports on the Travel Industry • HotelROI Newsletter 6 Meggen Kirkham, President, SITE Marketing Background & Achievements Meggen Kirkham will be the primary individual responsible for and partnering with the Vail Local Marketing District Advisory Council. Meggen will be the day-to day contact; accountable for all deliverables as outlined in the In Resort Project Manager scope of work. Vail Local Marketing District, Partner January 2009 – present • Previous Responsibilities: • Integral partner contributing and leading the of overall development of goals, strategy, budget, tactics, brand and creative executions • Developed strategy, launched, managed and executed all aspects of the Vail All the Love 2009 summer promotion resulting in ROI for the summer of $3.2 million in the Town of Vail • Developed strategy, tactics and executed comprehensive Front Range and Destination strategic advertising plan and corresponding traditional media tactics and budget including print, radio, TV, billboard, creative, direct mail, electronic, promotions • Managed and oversaw the VLMDAC partner budget, including leading the budget planning process with partner group • Managed Email strategy and content briefs for in-state and out-of-state distribution • Current Responsibilities: • Intimately involved with the development of DiscoverVail website. Developed DiscoverVail content for launch, contributing to on-going content and making updates throughout the year • Oversee tactical video and photo asset acquisition, along with video production for website • Manage asset library, including development of Intelligence Bank asset portal system, and implementing and managing the User Generated Content program • Contribute to budget and tactics as they pertain to SITE’s designated scope • Develop monthly meeting agendas and presentations, attend monthly meetings, follow-up with partners on any actions required post meeting • Coordinate and assist in developing partner meeting agendas • Accomplishments • Adjusted budget, strategies and tactics in a nimble and responsible manner to react to COVID travel implications and market conditions affecting travel during 2020 and into 2021. • Refocused efforts and messaging, resulting in increased visitation and lodging tax in pandemic aftermath of 2021 and 2022. Vail Mountain Brand Marketing Manager, Vail Resorts November 1999 – Nov. 2008 • Developed and executed strategic plans and tactics for the overall Vail brand, advertising campaign, website, on-line and email marketing, media partnerships, collateral, promotions and packages, events, Team Vail, snow reporting and up-sell marketing communications all focused on driving incremental skier visits and revenue to Vail • Managed a $3.5 million marketing budget and a marketing team of five • Brought the re-developed Vail brand powerfully to life in distinctive and notable photography • Responsible for development and management of vail.com • Responsible for promotional and retail packages involving lift tickets, lodging and vacation components • Developed relationships with various media contacts while purchasing media and securing added value 7 • Innovated and marketed the Vail Snow Daze event to kick off Vail’s early season • Involved in the development of signature Vail events including Spring Back to Vail and CarniVail, as well as assisting in other events such as the Vail Film Festival, The Session, and Taste of Vail • Implemented and managed Vail’s on-staff video program • Established and led external communication to lodges, merchant and partner community regarding marketing, co-op opportunities, snow messaging and everything relating to Vail Mountain activities • Developed strong relationships with central reservations and a complete understanding of the phone and online reservation system and process • Coordinated with the Vail PR to ensure key messages covered and aligned with overall brand goals • Ensured a seamless guest experience with communication with Product Sales on all marketing offerings • Worked closely with up-sell lines of business (Snowsports School, F&B, Adventure Ridge) to maximize marketing efforts and drive incremental business • Cross functional coordination aligning Vail Resorts Corporate departments with Vail Resort business activities, including Integrated Marketing, Air Marketing, Hospitality/Rock Resorts, Research, Strategic Alliance, International/Domestic Sales & Marketing, Photography/Video, and E-commerce Account Executive, Hill Marketing and Advertising March 1997- Nov. 1999 • Primary liaison between clients and agency functions for tourism and hospitality accounts totaling $1.5 million in annual billings. Developed a critical understanding of the client/agency relationship and what is necessary for success. Clients included: Monarch Ski Resort, Grand Junction Visitor & Convention Bureau, Grand County Tourism Board, ECO Bus, Telluride Conference Center, Vail Racquet Club • Strategic planning including development, implementation and management of marketing, advertising, media, public relations, promotional plans and budgets Clients/Experience As president of SITE Marketing, Meggen Kirkham has a decade long experience and expertise in the role of Account Manager, strategy and branding development, budget development and management, project management, and media planning with other clients including: • BravoEcho, Freelance Project & Account Manager & Strategic Partner, May 2022 - present • Vail Soul Music Festival, January 2010 – September 2010 • Vail Restaurant Month, January 2010 - November 2010 Community Volunteer • Vail Friends of Dance Board Member/Treasurer & Marketing/PR, July 2021 - present • Buddy Werner League Board Member, July 2021 – present, & Coach, 2015 – 2021 • Eagle County Charter Academy Theater Teacher & Guest Teacher, 2020-2021 • Eagle County Charter Academy & Vail Christian High School Parent Volunteer • Commission on Special Events Board Member, January 2007 – 2010 • 1999 World Ski Championships Hospitality Leader & Kids Adventure Games, Volunteer Education & Skills Miami University of Ohio, Oxford, Ohio, Graduated May 1992 Bachelor of Arts - Marketing, G.P.A. 3.6; Emphasis in Advertising and Communications 8 Personal Time Daughters (Kylie, 15 & Ashlyn, 10) and husband (Ron), avid skier (alpine and telemark), travel, trail running/hiking, camping, SUPing, mountain biking, health & fitness enthusiast! References • Chris Jarnot, former VP of Marketing, Vail Resorts/Vail Mountain Marketing, 970-331-5881 • Kelli McDonald, former Economic Manager at TOV/VLMDAC, 970-390-3295 • Laurie Mullen, VLMDAC Board Member 2005-2021, 970-376-5639 • Jana Morgan, Sweet Basil, Marketing Director; VLMDAC board member, former Vail Resorts colleague, 970-331-5262 • Kristin Yantis, MYPR, President; VLMDAC Partner & Colleague, 775-351-7904 • Chris Romer, Vail Valley Partnership, CEO, VLMDAC Partner & Colleague, 970-331-1103 9 Team & Resources SITE Marketing will contract with resources identified below based on the scope, scale and budget for any given project, at no additional cost to the VLMDAC. Rather than being locked in to just one source, this allows SITE to be flexible, nimble and resourceful and ultimately provide the best creative solution to the VLMDAC given the assignment The philosophy behind SITE’s ‘virtual marketing firm’ is that the VLMDAC pays only for the direct intellectual contribution to their work, not for idle overhead. This allows for a very linear relationship between fees and work, and as a result, the VLMDAC with an incredible value. Following are professional marketing and creative resources that SITE Marketing could contract, along with brief backgrounds. Marketing/Project Assistance Maggie Meek 10 Maggie has been working on contract with SITE Marketing since May 2010. Over the years, she has been instrumental in attending board meetings in Meggen’s absence, coordinating and executing lodging and event packages, merchant promotions, event calendar, and promotion of partnership programs. Maggie’s role with SITE Marketing and the VLMDAC could continue and expand as needed, depending on the ultimate scope of work SITE Marketing is assigned by the VLMDAC. Maggie got her start as an Assistant Media Planner with Euro RSCG-Media Planning Group in New York City. She moved to Vail in 2003 and worked in Guest Services and Yellow Jacket for Vail Mountain (Vail Resorts). In 2005, Maggie transitioned into Vail’s marketing department, first working as the Marketing Liaison between the marketing department and lodging community. She then moved into Group Sales and Service for Vail, servicing and selling both winter and summer group functions, including dining, on & off mountain activities and weddings. In 2008, she became the Online Marketing Manager for Vail Mountain managing the website, SEM, online advertising, social media, and email marketing strategy along with managing Vail lodging properties’ promotions. In late 2010, she moved to Boulder and worked for Rudi’s Organic & Gluten Free Bakery first as their Digital Marketing Manager, and then as their Senior Marketing Manager, managing Rudi’s traditional & online advertising, event marketing, social media, couponing, and promotions. From 2013-2019 she moved to a digital consulting role for Meek’s Building Centers (Retail chain in Mid-west and Northern California) focusing on website management, social media and digital advertising. Creative Execution, Copywriting, Creative and Art Direction Amplio Marketing, Inc. (Naomi Teske) Amplio Marketing, Inc. was founded on the idea that external resources should support and enhance internal and agency efforts; external resources can help manage and execute projects and by doing so, free up the valuable internal resources to focus on other important aspects of the business. It is also their strong belief that brand stewardship and message consistency are the responsibility of all who touch the business and the consistent portrayal of both makes all efforts stronger. Amplio has been in business for over twenty years and works with a variety of companies both in size and industry. Amplio can handle any job of any scope of scale. Some of these categories include: Advertising, IRCs and Scratch-offs, Web Banners, Press Kits, Trade Show Display, Direct Mail, In-Store & POS, Collateral, Brochures, Sell Sheets, Training Materials & Sales Support, Facility Graphics, Branding & ID, Kitting & Fulfillment. Suzie Schofield Suzie is a Senior Creative Director emphasizing in Advertising, Marketing, Storytelling and Content. Suzie attended Marquette University, where she graduated with a degree in Public Relations and Marketing. She did a stint as an in-house Mark/Comm manager before making the jump to the agency side where she served as senior copywriter and associate creative director for major brands like Starbucks, Microsoft and Vail Resorts. Suzie has logged many ski days in the Vail Valley – having worked on the launch of Adventure Ridge, the Birds of Prey downhill, Blue Sky Basin and other cool stuff. Suzie has nearly 30 years of experience with a number of award-winning campaigns to her credit. Her portfolio includes: Apple, Adidas, Columbia Sportswear, Holland America, Nike, Northern Marine (yachts), Make A Wish Foundation, Precor, Starbucks, Swedish Medical Center, Washington Athletic Club and others. When she’s away from the keyboard, Suzie likes sunshine, swimming pools and riding the merry-go- round with her son. She has spent time in Sun Valley, Whistler, Tahoe and other mountain towns – but Vail is hands-down, her favorite. First Chair Designs, inc. (Rich Grayson) Rich Grayson is a long time Vail resident with a long-standing background in strategic branding, advertising and design for the resort community and beyond. Since 2004, First Chair Designs has developed the unique ability to combine standout creative with affordable marketing solutions. Their success is based on personal service and the ability to translate client needs into concise, visual communications that work. They specialize in brand development, graphic design, advertising and publication design, and also offer a full range of pre-press and production services to ensure that the final printed design comes off the press perfect and meets the client’s expectations. 11 APPROACH & COST PROPOSAL 12 SITE Marketing’s Approach Current Situation Overview As the VLMDAC, SITE Marketing, other partners and Town of Vail look to the next year and future, it is important to review the mission statement, accomplishments, marketing priorities, operating plan and budget, current situation, consumer and travel trends. CONSUMER & TRAVEL TRENDS Travel is slowing in pace coming out of the increase in demand of late 2021 and 2022. With current economic conditions and the possibility of a looming recession, the travel industry is suffering. Air travel and gas prices are at an all-time high. Hotel properties are trying to maintain the higher rates they have enjoyed the past 18 months. Overall, these conditions are having a negative impact on travel, as consumers are in a more “wait and see mind-set” in regards to travel. Moving Forward The VLMDAC must remain nimble and ready to adjust plans, audience and messages to meet consumers mindsets when it comes to travel. The situation may likely come down to stealing share, as destinations fight over limited consumer vacation dollars. As the team continues through the strategic planning phase, with tactical and budget allocations over the next 6 months, it is important to revisit our defined Target Audience and existing summer 2022 Strategies and Brand Positioning. While, SITE Marketing and the current partners are all in alignment to these, once the new team is in place and full Summer 2022 results are in, it will be critical for all to evaluate these and make adjustments where appropriate. On the following pages, you will find SITE Marketing’s approach to the outlined RFP scope for the In Resort Project Manager position. In addition, SITE Marketing has outlined additional recommendations that maximize SITE Marketing’s skill set and utilizes SITE Marketing in a more comprehensive role; ultimately resulting in improved partner productivity and results for the VLMDAC. Understanding the Business VLMD MISSION STATEMENT The mission of the Vail Local Marketing District is to market and promote Vail to attract overnight destination guests primarily during the non-ski season time frame*, creating economic vitality by increasing the visitor base, sales tax and lodging tax revenues. *This could evolve to a more year-round time frame, focusing on “need times” 13 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. OPERATING PLAN & BUDGET The 2023 Operating Plan and Budget are currently in development and will ladder up to the Marketing Priorities and previously established strategies. With an increased budget YOY, partners are developing budgets and plans focused on prior successes, as well as innovations that are the most effective and efficient, align to the established strategies, and ultimately impact the VLMDAC’s priorities. • Data-driven marketing – Continue to build out available data to drive efficient and personalized content that leads to conversion • Data Systems Enhancements - Continue to drive and amplify efforts to get the right audience into our data systems so we have 1st party data available for future use • Content Refinement: Use data to identify and prioritize content needs within our website and social channels 14 SITE Marketing’s RFP Scope of Work, Costs & KPI’s The following outlines the scope of work as defined by the RFP, along with associated costs for each area. Should the scope of work change during the current FY23 budget process or later in the year, budget allocations will adjust accordingly. Following the RFP scope of work approach and expanded opportunities section, SITE Marketing’s budget summary outlines the RFP defined budget, alongside SITE Marketing’s recommended cost proposal and additional opportunities budget for the VLMDAC’s consideration. On-Going Professional Fees & Responsibilities • Utilizing long standing experience, institutional knowledge and history with the VLMDAC by providing assistance and guidance; ongoing consultation and advising regarding various VLMDAC matters • Coordinate internal and external resources, ensuring projects defined in this RFP remain within scope, schedule, and defined budgets, in collaboration with partner group and at direction of Town of Vail • Analyze project progress and, when necessary, adapt scope, timelines, and costs to ensure that project team adheres to project requirements • Establish and maintain relationships with appropriate client stakeholders, providing day-to-day contact on project status and changes • Establish and maintain processes to manage scope over the project lifecycle, setting project quality and performance standards, and assessing and managing risk within and across multiple projects • Determine and recommend resource allocation to streamline project efficiency and maximize deliverable outputs • Report project outcomes and/or risks to the appropriate management channels as needed—escalating issues as necessary based on project work plans • Work in collaboration with Town of Vail Economic Development staff (TOV staff) • SITE Marketing’s work ethic means we are never out of reach; with 24/7 access to the primary contact and on-going communication/availability while on vacation, after hours, etc. • SITE Marketing prides itself in being a fully engaged and dedicated leader with the VLMDAC on a consistent and reliable basis! • Processing of contracted vendor invoices Cost Proposal: $20,000 KPI’s • Meeting Deadlines: providing feedback in timely manner to meet deadlines • Creative Accuracy/Proofing: zero mistakes/typos in advertising • Consistent Reporting – Quarterly reporting • Budget Management - Manage budget to come in at projected costs 15 Meetings, Agendas & Presentations • Bi-Monthly one-on-one meetings and on-going communication with TOV staff • Coordinating and finalizing agenda for 12 monthly VLMDAC meetings, collecting agenda items from partners and organizing/approving with Town of Vail staff • Developing the 12 monthly VLMDAC presentations; coordinating (following up to acquire) content submission from partners, editing content, proofing content, correcting formatting issues, reviewing and finalizing presentation with Town of Vail prior to submission to the board • Record action items at Board and Partner meetings and follow up with appropriate partners to ensure questions are resolved. Provide follow up with TOV staff and note where they need to be next addressed • Support TOV staff developing presentations as needed for community and other VLMDAC related presentations (i.e., Town Council, CSE, Event Producers, VEAC, VCBA, etc.) • Attend monthly (12 meetings) with coverage by appropriate SITE Marketing representative for any meetings not personally able to attend due to travel/illness ▪ Take notes on action items and follow up with partners to ensure answers are provided and given to Mia/Liz to pass along to Council or note where they need to be next addressed • Coordinate monthly Partner Meeting agendas and communicate meeting assignments/expectations to partners prior to meeting. Meetings are led by agency and/or Town of Vail staff, unless otherwise directed • Attendance as appropriate (and able) at Town Council, community, other board meetings Cost Proposal: $19,000 KPI’s • Meeting Deadlines: Prepare monthly VLMDAC and other presentations in a timely manner, meeting submission deadlines established • Meeting Attendance: Attend all VLMDAC meetings personally or have a representative of SITE attend in my absence. • Presentation Accuracy: No mistakes/typos in presentations Operating Plan/Budget Involvement • Support (not leading) TOV staff in operating plan & budget partners’ meetings, developing meeting agendas, preparing partners for meetings, building presentation content, coordinating F&B for meetings as needed • Contribute to strategic planning & budget/partner meetings, support (not leading) agency and Town of Vail in the development of the Budget, Operating & Strategic Plan including: results, goals, objectives, indicators, strategy, personas, big ideas and tactical plan Cost Proposal: $5,000 KPIs: • Meeting Deadlines, completing tasks requested • Attendance and participation in planning and budget meetings 16 Video Production Management/Local In-Kind Advertising Management • Oversee and work with agency/appropriate partners and videographer on creative development of videos/films for website content stories, tactical/activity stories and social pieces • Manage the website & social video production and quarterly website content video production budget and timeline with videographer; working with appropriate team to determine content stories • Ensure the most productive and collaborative process to produce films in a successful manner • Ensure films are posted on website and distributed to appropriate partners and Town of Vail staff • Work with TOV staff to collect approximately 15 event program ad deadlines and specs. Work with agency/freelancer to resize/deliver creative to event producer. Note: TOV funds certain Vail events, which sometimes provide in-kind ads to the town, which are utilized by the VLMD. • Manage in-kind bus ad creative twice a year, working with agency/freelancer on creative and delivering assets to printer. Printer then delivers ads to agency to install. Note: TOV has bus ads and parking structure ads that can be changed twice a year, Cost Proposal: $15,000 KPIs: • Meeting Deadlines for advertising materials with no mistakes • Producing 15 – 20 website content videos (budget depending), meeting deadlines, budget and with complete accuracy • Producing 15 event program ads and seasonal bus ads; meeting deadlines Website Content Monitoring, Maintenance & Population • Provide website “ownership” with ongoing web updates/maintenance of existing content • Upload new content as appropriate • Audit and provide seasonal updates to landing pages, articles, photos, SEO and Meta descriptions as needed and when directed by team managing SEO • Provide website strategy support, suggesting website changes when something is not aligned with strategy, consulting with Town of Vail staff and appropriate partners as needed to enhance content • Ensure business listings are up to date (with supporting detail provided by the Town of Vail) • Uploading content from content contributors including copy, meta, SEO, photography, buttons, links, tagging information, etc. to be provided for upload • Obtain information on events from Town of Vail staff to add event information to other areas of site (not event calendar itself) • Vail.com cross-linking and content enhancement – provide twice annually (spring and fall) a seasonal audit of vail.com to ensure Vail, the destination, is accurately represented. Includes review of events page and in-resort offerings to track inaccuracies, missing content and suggest improvements Cost Proposal: $27,000 ($2,25025 hours per month; additional hours billed at $90/hour) KPI’s • Meeting Deadlines: providing content and feedback in timely manner to meet deadlines • Creative Accuracy/Proofing: zero mistakes 17 Photography/Video Content Capture & Asset Management/Community Asset Program • Vendor Management/Oversight: • Manage the photography/video asset budget • Negotiate, manage and oversee vendor relationship with photographer and videographer (vendor contracts are separate and not part of this scope) • Support relationship between agency, partners and photographer/videographer and other parties involved; problem solve • Align on strategy and approach; assisting photography/videographer in defining Scope Of Work agreement and priorities given budget parameters • Tier 2/3 Asset Acquisition: • Work with the agency, Town of Vail and partner group to develop shot list to further expand the Vail summer/fall asset library, including photo and video • Support photographer/videographer to accomplish the shots • Pre-production involvement: Review of talent, locations, wardrobe, arrange any location permitting, fees and approvals • On-site presence/support during shoots • Hold photographer/videographer to production timeline, deliverables and budget • Provide final assets to partner group and appropriate parties as outlined by the Content Strategy Team • Community Asset Program • Manage the community asset acquisition program • Community outreach to photographer/videographers; educating them on brand standards and asset requirements • Coordinate payment with TOV and acquisition of assets, aligning to terms of usage • Asset Management: • Respond to asset requests and provide assets if approved • Manage Intelligence Bank asset portal system (hosted by the Town of Vail), ensuring photo/video assets uploaded, properly tagged and filed, usage/terms outlined • Manage partners and community access to the portal system Cost Proposal: $29,000 Note: Does not include involvement with Tier 1/Brand Assets: Supporting photographer/videographer to accomplish the shots, Pre-production: Review of talent, locations, wardrobe, on-site presence/support during Tier 1/Brand photo/video shoots KPIs: • Budget Management - Manage budget to come in at projected costs • Asset Delivery – delivery of assets outlined in tactic shot lists • Quarterly Report that aligns to contract deliverables • Acquire 20 community assets 18 SITE Marketing Can Do More For The VLMDAC SITE Marketing has historically provided extensive strategic leadership, partner coordination and program management to the VLMDAC. Up until the past 2 years, SITE served in the role of marketing director and leader for the partner team. With the addition of the Town of Vail’s internal staff, SITE Marketing’s role has become project manager, marketing assistant and administrator. SITE Marketing believes the partner group can operate more effectively and efficiently with an expanded scope that utilizes the strategic leadership SITE can bring to the team and the VLMDAC as a whole. SITE has the capacity, knowledge and expertise to ramp up these efforts to meet the growing needs of the partner group and VLMDAC. Below are several aspects where SITE’s leadership skills, capabilities and experiences SITE brings could be fully utilized to better serve the VLMDAC. Strategic Leadership & Partner Integration - Current Situation: The VLMAC currently has 11 partner groups (including email, Steep, 20North and town staff) working on the business. Robust team integration and alignment across the functions is challenging. In an expanded leadership role, SITE would be focused on driving the partner group forward in a cohesive, efficient and effective manner to develop clear communications, processes and procedures, as well as marketing solutions to solve for the business needs. SITE Marketing’s solution in leading this effort includes: • Develop an organizational chart clarifying the various VLMDAC partners’ and Town of Vail staffs’ specific roles and responsibilities, along with how and where integration occurs • Lead the on-boarding process for new partners and VLMDAC board members to ensure understanding of roles and responsibilities, processes, historical perspectives, opportunities, challenges, mission, goals, objectives, strategies and budget • Maintain frequent and regular partner meetings with defined meeting purpose, objectives, agendas, process and follow-ups • Develop a process for detailed briefs to be created to inform what the partner group is solving for, along with clear alignment, roles, responsibilities and integration • Asses tactics against briefs to ensure what is being implemented is solving for the challenge vs. just because it sounds good; resulting in partners being smarter with resources • Develop key measurement criteria for objectives with more frequent report outs of results to the team, allowing partners to be nimble with optimizations and ideas along the way. Create and lead a smaller internal group that constantly monitors measurement criteria and results, and can quickly react to market changes with new strategies and tactics • Create and lead an environment and process where VLMDAC partners are encouraged to present fresh innovative strategies, tactics and ideas to the VLMDAC members in their area of expertise • Provide the VLMDAC board members the opportunity to become more involved in the strategic planning process and take ownership of a specific partner strategies and tactics should they desire • Implement frequent social gatherings among partners (and board) to foster relationship building Cost Proposal: $15,000/year 19 Brand Alignment & Oversight - Current Situation: With Vail’s Resorts shift away from building and promoting the Vail Brand, instead focusing on Epic Pass, the VLMDAC has the opportunity and responsibility to be the leader in developing and protecting the Vail brand. In addition, with many partners and community groups “touching” the brand through various executions, it is critical to ensure a unified voice, look and feel. Unfortunately, the established brand voice, look and feel is often mis-represented, which is a disservice to our overall branding goal and leads to consumer confusion. The partner group and extended community partners must be completely aligned on the overall Vail brand. And, while a “Tool Kit” exists, the content doesn’t include many aspects to guide and ensure brand alignment. SITE Marketing’s solution in leading this effort includes: • Direct the creative agency and process in developing comprehensive Brand Guidelines that include: • Brand Pillars, Brand Character • Brand Voice & Voice Characteristics • Copy Principals with examples • Messaging Framework by Top, Middle, Bottom funnel levels • Visual Voice • Visual Characteristics • Visual Principals (logo, colors, photo/video direction) • Campaign Specific tool kit/playbook with campaign visuals and language • Provide oversight among partner groups to ensure that executions follow the brand and visual guidelines; become the clearing house for proofing and reviewing creative executions • Ensure briefs are developed aligning to the brand voice and visuals • Develop the “Lighthouse Concept” within the Vail community by guiding and engaging the lodges and merchant community to follow and align to the VLMDAC strategies and brand positioning; therefore the sum of our marketing voices will far outreach our individual efforts • Work with the community (especially lodging and summer event producers) to disseminate the Vail brand by providing the education and resources for the community to extend and leverage the brand in their marketing efforts Cost Proposal: $15,000 Budget Oversight & Management - Current Situation: The Town of Vail staff is responsible for the development, coordination and management of the VLMDAC partners’ budget. The process is often disjointed and unclear, with a lack of transparency and understanding of the budget by partners and the VLMDAC board. SITE Marketing’s solution in leading this effort includes: • SITE Marketing proposes taking on this role, as SITE had previously managed (for 10 years); working with TOV Finance, Economic Director/staff and partners to build and maintain the budget • Lead the development and presentation of the Annual Operating Plan & Budget; aligning partners throughout the process, including initiating the planning process earlier to allow for more comprehensive and well-thought-out planning sessions • Accurately make updates and track changes to the budget when shifts and/or supplemental budgets occur; work closely with the Town of Vail finance department in reconciling the budget Cost Proposal: $5,000 20 Enhanced Video Content - Current Situation: Video content for the Discover Vail website and social media has become exceedingly important, with frequent and relevant content mandated continuously to stay relevant with consumers. The partner group doesn’t have a clear process on how to execute these video pieces that is both strategic and nimble. Furthermore, there is no clear or robust distribution process beyond our own channels. SITE Marketing’s solution in leading this effort includes: • Develop detailed briefs outlining the objectives of the video content pieces that aligns to the brand • Implement video content ideation (possible story boarding if time allows) with input across various partner groups to solve for the brief • Develop and adhere to a video content timeline, with the ability to shift dates/content quickly • Develop and manage a robust video distribution plan utilizing a contracted group specializing in this area • Manage and oversee the entire process; ensure partner integration to maximize the content being developed will be used across multi functions as appropriate • Develop KPI’s and measurements; monitor and report results Cost Proposal: TBD depending on the number of videos produced Winter Marketing Support - Current Situation: As the role of VLMDAC expands into marketing “winter need time periods” through owned and paid channels and year-round website, supporting winter assets (photo and video) and content will be necessary. SITE Marketing’s solution in leading this effort includes: • Manage contracted photographer and videographer to capture winter specific assets needed to support content, creative and messages • Oversee productions of winter focused website/social films, following the same process outlined above with summer video productions • Contribute to expanding winter related content and information on DiscoverVail.com. Coordinate with the content strategy team in developing and posting winter specific content Cost Proposal: TBD based on asset capture budget, quantity of films produced, desired winter website content 21 Cost Proposals Following outlines and describes SITE Marketing’s three cost proposals for the VLMDAC’s consideration: A - RFP Determined Budget Fees: Understanding scope has changed YOY, with some responsibilities removed and others added, this pre- determined budget is a reduction of $29,000 (20%) from SITE’s current professional fees. B - Recommended Total Professional Fees for RFP Scope: Based on appropriate “right sizing” of hourly rates for defined scope of work; taking into account SITE Marketing’s level of intellectual contributions, experience, expertise, and history with the VLMDAC and tourism industry. C – Expanded Leadership & Management Role Fees: Additional professional fee allocations recommended for SITE Marketing’s expanded leadership partnership role across various functions. RFP Budget Allocation A SITE’s Cost Proposal B Opportunities Budget C On-Going Professional Fees $20,000 Meetings, Agendas, Presentations $19,000 Asset Management $29,000 Video Production/In Kind Advertising Mgt $15,000 Website $27,000 Operating Plan/Budget $5,000 Partner Strategic Leadership & Integration $15,000 Brand Alignment & Oversight $15,000 Budget Oversight & Management $5,000 FY23 Winter Asset/Video Production/Content Mgt $5,000 - $25,000 Professional Fees $115,000 $137,000 +$5,000 - $55,000 SITE Marketing welcomes the opportunity to continue the partnership as the In Resort Project Manager with the VLMDAC. However, as outlined, SITE Marketing has the capabilities and previous experience of serving the board as a much more robust strategic partner and leader. As a self-motivated marketing professional, I am excited to continue to engage with the VLMDAC, partner groups, Town of Vail and community. I am confident that my skills, background and experiences in Marketing and with the community, combined with unique qualifications, will continue to be an asset to the VLMDAC. I look forward to answering any questions you may have and speaking with you regarding SITE Marketing’s proposal. I can be reached on my cell phone anytime at 970-331-5073 or email Meggen@sitemarketingco.com. Thank you! 22 CASE STUDIES 23 Vail All The Love Program & Campaign Situation Overview As a result of the 2008 economic crisis, consumer confidence was down and destination and international travel to Vail was tracking 20% off during the peak booking window for the winter season. Data showed that there was some Destination traffic willing to book a short last-minute vacation based on snow and aggressive packages. Meanwhile, Front Range pass sales were on par with last winter (making up 20% of the Vail day skiers with 12% overnight guests) and research suggested people would be staying closer to home this winter for their vacations. However, our Front Range market share dropped 9 – 10% in the past 3 seasons and Front Range skiers tend to stay no more than one night (most are day trips) and ski at Vail just 2.5 of their available pass days. The Front Range market often has a “bad taste” in their mouth when it comes to Vail with many obstacles surrounding the experience. In addition, other ski resorts in the state were fighting for this market with look-alike and sound a-like offers adding to consumer confusion. We were likely to achieve reduced business this season unless we did something different to change consumer behavior. Furthermore, with a new brand campaign in place, we had to be sensitive to “Like nothing on earth” and not compete with or take away from this brand positioning still in its infancy. Strategies & Insights • Appeal to the “opportunistic” Destination Guest with an aggressive 3-night & 3-day minimum package (include air fare in key markets where possible) they will be motivated to book a visit Vail • Vail needed to “show the love” to the Front Range in order to change behavior. By providing the Front Range the best “insider” deals from Vail including lodging, Snowsports School, mountain dining, Adventure Ridge, restaurants/nightlife, shopping, activities, spas and services – available throughout the winter – their behavior will change and they will not only come to Vail, but stay at least one night, possibly more and spend incremental dollars throughout the town • Front Range bookings were spontaneous; urgency and call to action were used to disguise brand distress • It costs less to reach more people on the Front Range • Campaign and messages designed to resonate with the Front Range market and cut through the clutter Tactics & Execution • Community wide kick-off and launch early November, followed by community solicitation • Destination campaign launched mid-November electronically promoting a 3 night/3-day package (special airfare where possible) to Vail for early season • Front Range “Vail All the Love” campaign launched early December promoting the website www.vailallthelove.com with sections containing the best lodging prices available, as well as special offers from Snowsports School, mountain dining, Adventure Ridge, restaurants/bars, shops, activities, spas and services (all updatable/changeable once a month) • Direct Mail to Vail Front Range database of pass holders, non-pass holders, lapsed pass holders (approx. 100K) in early December containing a special Vail All the Love Card to show at participating merchants to redeem the special offer • Email campaign and inclusions in Steepsavers • Banner campaign on Front Range targeted websites 24 Results Bookings: Week Total Bookings Total Room Nights Total Performance Index (Total Room Nights/ VATL web Visits) 12.1 - 12.7 5 6 $964.04 0.13 12.8 - 12.14 40 66 $12,576.00 0.49 12.15- 12.21 37 57 $12,686.00 0.65 12.22 - 12.28 17 33 $10,320.00 0.49 Grand Total 99 162 $36,546.04 0.48 Web Traffic: VailAlltheLove.com Week Page Views Visits Entries Exits Single Access Total Vail.com Visits % of Visits to VATL pages 12.1 - 12.7 7,871 4,729 1,509 1,080 219 126,416 4% 12.8 - 12.14 22,006 13,597 5,587 4,073 1,475 127,669 11% 12.15- 12.21 13,749 8,829 4,561 3,111 1,592 130,173 7% 12.22 - 12.28 10,526 6,759 3,752 2,600 1,463 112,577 6% Grand Total 54,152 33,914 15,409 10,864 4,749 496,835 7% Conclusions • Results and feedback from the market, as well as community indicated that the “Vail All the Love” campaign was a success. Results reported do not take into account incremental spending at shops, restaurants, bars, spas and activities in Vail • Vail re-entered a market not spoken to directly with a compelling message and “insider” offers • The All the Love campaign was successfully extended far beyond just advertising with direct mail, web, electronic efforts and the critical community outreach efforts – all in a relatively short amount of time and with limited resources • The retail effort and campaign were developed and executed while maintaining the overall brand integrity • It is worth noting that this positioning and campaign continued successfully into Summer 2009 as the primary message and campaign in the Front Range market With nearly 54,000 page views and 34,000 visits to the website, people quickly became aware of and interested in the program. 25 VLMDAC Front Range Promotional Campaign Situation Overview & Insights CONSUMER & TRAVEL TRENDS • Value driven behavior continues to prevail in 2008 o Vail must continue to demonstrate that we are ‘listening to the consumer’ through messaging/tonality, offers, products, etc. • Our ability to control price remained a challenge even though some occupancy/rate increases occurring • Consumers were beginning to spend more on F&B/discretionary spending • Close-in booking trends continue but not as significant, accounting for about a quarter of bookings • Consumers continue to shop around, price compare, and finally book direct o Vail must provide competitive and compelling offers • Direct VBCR phone conversions successful; however overall bookings direct to property increasing o Compelling value package is the lead in offer, but typically book a la carte o Reservations agents are able to probe consumer and offer various packages COMPETITVE UPDATE • No new breakthrough or differentiating brand positioning • Competitors were focused on pure retail and tactical messaging / Minimal brand building efforts • Generic price-driven packages versus value-driven communication • Creative executions remained undifferentiated and generic Strategies • Support a world-class infrastructure enabling the physical, emotional and cultural pursuits of passions through leisure travelers and groups/programs/camps • Improve percent of Destination and International guests while retaining Front Range guests • Provide a reason to believe followed by reasons to make a decision/purchase • Promote value message – But never “on sale” o By strengthening the brand, offering proof points and providing guests with compelling lodging/event packages • Continue pulsing strategy by making Vail top of mind o Right person, Right offer, Right time • Promote world-class event platform and programs o Offers further proof and contributes to our economic vitality o Continue to develop and promote new Vail 360 programs • Leverage existing partnerships and ambassadors • Continue to leverage the loyal customer database, partnerships/programs channels Tactics & Execution • Developed a highly targeted multi-media mix platform to multiple Front Range consumer touch points to build brand awareness with compelling tactical event/lodging offers through pulsing strategy o Traditional Media: Pulsing, targeted & tactical campaign to build early awareness and immediate impact throughout the summer/fall months o Online: Search, Retarget and Geo Target o Email: Vail Resorts + Vail Summer databases • Drive conversion by developing compelling and relevant content focused on events/ programs/pkgs. • Newspaper & radio campaigns in the Front Range • Inclusion in all Snow Daze marketing efforts 26 • Community outreach and onsite promotion: buttons, chap sticks, window acetates, TV8 interviews • Extension of the program through charitable component with Food Bank of the Rockies Results • Vail Mountain’s Net Promoter scores were at their highest levels (92), meaning guests were feeling very good about their decision to visit Vail and recommend Vail to friends. With snow being constant over the last year, the only significant changes to influence this score were the new brand campaign, the All The Love program and Epic Pass • December saw the most skier visits in several years, despite the “recession” • All indicators pointed to Vail outperforming identified competitive set • Event attendance and parking counts were up over 2009 OnLine revenues for Early Season Ski Free Stay Free YOY through November 30: VCUI Results 2008 2007 % Change Aug. 1- Nov. 30 Aug. 1- Nov. 30 08 vs. 07 SFSF B2G3 Early Season $ 37,000 $ 13,000 285%* *absolute numbers are low, therefore percentage change is very high Vail Central Reservations (VBCR) All The Love Results as of 12/19/08: • 800# calls: 83 • Room nights: 15 • Lodging Revenue: $6,121.24 OnLine Banner Results: Week Impressions Clicks Click Rate Media Cost Total Sales ROI 11/23/2008 - Phase 1 8,886,808 5,571 0.06% $ 662 $ 21,256.93 32.11 11/30/2008 - Phase 1 8,886,808 5,571 0.06% $ 5,571 $ 167,525.81 30.07 12/07/2008 - Phase 1 & 2 2,339,419 1,734 0.07% $ 1,734 $ 86,611.98 49.95 12/14/2008 -Phase 2 7,554,323 4,951 0.07% $ 4,951 $ 118,089.90 23.85 12/21/2008 - Phase 2 333,505 341 0.10% $ 4,541 $ 93,002.00 20.48 Total/Average 28,000,863 18,168 0.07% $ 17,459 $ 486,486.62 31.29 MEDIA ACHIEVEMENTS • Newspaper o Total Impressions: 11.8 M Households o Ad dollar value $43,000 (color, discounted rates) o Added Promotional Value $70,000 • Television o Overall Reach 73% & 6.3 Frequency o Spot dollar value $37,000 (discounted rates) o Added Value $5,000 27 Occupancy Levels (MTrips Data as of August 31, 2010) Sales Tax Collections (Town of Vail Data as of August 31, 2010) Conclusions • Vail’s combined branding and promotional strategy of providing a reason to believe followed by reasons to make a decision/purchase worked when comparing to prior year results and our competition • Vail should continue to promote a value message, but never “on sale”. We should continue to strengthen the brand, offering proof points and providing guests will compelling lodging/event packages • The pulsing strategy to make Vail top of mind with the right person, right offer and right time works • Vail’s world-class event platform and programs are unlike our competition and should continue to be a focus in our messaging 0% 20% 40% 60% 80% 100% 120% May June July August Sept Oct 2010 2009 $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 May June July August Sept Oct TOTAL 2010 2009 28 Vail. Like Nothing on Earth Situation Overview & Insights In mid-2007 it became apparent to the Vail Marketing team that Vail’s brand positioning needed re- thinking. This resulted from a realization that two powerful drivers of the brand were shifting dramatically: 1. The aging baby boomers and their fundamental changing behaviors 2. Vail’s experience, inherent in its infrastructure, was evolving rapidly The Vail Marketing team and Genesis (creative & strategic agency) moved forward in a thorough investigation of all aspects pertaining to the brand. The thinking and process is summarized below: • While Vail is a household name, a legend around the word and unique on the face of the planet, the world around us has changed and Vail needed to change with it or be left behind. In addition, with the heavy investment happening off the slopes, Vail’s reputation in town is and will continue to become as powerful as the mountain experience • The new guest: Today is a buyer’s market as luxury is redefined. Even more relevant in today’s economic situation, luxury is no longer measured by possessions. Today it is measured by experiences, memories, bragging rights, worldliness. And, snow and gravity aren’t enough. Destination travelers are shopping for an all-round experience. The baby boomers have started to retire. The next generation is now our core audience.25-44, well-traveled, valuing rich experiences, variety, and a life in balance • The new competition: Other ski resorts are moving to the experience model. And, our ski competition has changed. We’re competing for the luxury dollar beyond just snow. There are 5 main ski resort positions: Big & Beautiful; We have it all; Authentic/town; Big air; No lines/now waiting • The Vail experience: Nature has been generous - there are many great mountains. But the purity of the back bowls experience makes Vail unique. There is an incomparable feeling of life intensely lived. “Life isn’t measured by the breaths we take, but by the things that take our breath away” – we built the brand upon this truth and this feeling is at the heart of our brand promise. And the promise must be kept not just by the mountain, but in every single thing we do on and off the slopes Strategy • This promise was brand new. It was a crucible to be filled with true experiences, so over time it would contain real power • The Vail brand will truly be in a class of its own and own the higher ground. Positioned not as a ski resort among ski resorts, but as a world destination among world destinations • One medium - word of mouth. And everything done was designed to stimulate it • We communicated in the language of luxury, not the familiar language of ski • The color white was an equity. White represents the winter sports lifestyle. Purity (The back bowls experience). A blank canvas. (Complete personal freedom.) • In a market overloaded with ski hyperbole and sports imagery, we had to be an original. Signature photography was classic black and white 29 Tactics & Execution • In vertical print, the campaign launched with a 16-page insert called The White Book • Magazine ads were ‘posters’, laid out horizontally so that the reader turned the book to view them • In web, the White Book was a short animation • Brand extensions include “Little White book” notebook, snow messaging, email and online banner creative, all up-sell creative, video segments, internal and external employee communication Results & Conclusions • While it is obviously best to measure brand gains over longer periods of time, early results both measured and anecdotal were very encouraging • December 2007 saw the most skier visits in several years, despite the “recession” • Net Promoter scores were at their highest levels (92) consistently since measurement started that season, meaning guests were feeling very good about their decision to visit Vail. These are increases of 10% and more, which methodologically suggests something significant has interjected in the perception of Vail. With snow being similar year over year, the only significant changes to influence this score was the new brand campaign, Vail All The Love program, and potentially Epic Pass marketing. Nevertheless something was at work changing guest perception for the better • The new brand positioning communicates an incredible perceived value to Vail’s customer experience without putting Vail on sale • It is worth noting that the “Vail. Like Nothing on Earth” positioning has become the brand position (although execution has significantly changed) for Vail summer as well and has successfully moved Vail to a singular year-round brand 30 Vail Soul Music Festival Situation Overview & Insights The first ever Soul Music Festival in the state of Colorado came to Vail from August 20 – 22, 2010. This three-day festival was different than other music festivals in Vail with the opportunity to bring a diverse and new demographic audience to Vail. In addition, the festivals’ artistic line-up not only brought a new music genre to the Vail Valley, but to the state of Colorado. The VLMDAC’s support of the event through inclusion on vail.com, in email blasts, Front Range print and broadcast advertising and online efforts was much appreciated in reaching the Front Range and Destination markets. SITE Marketing’s responsibilities included the local marketing, public relations and community communications. As with many new events, and despite the support of the Town of Vail and Commission on Special Events, the local marketing and public relations dollars were limited and therefore, we had to be extremely resourceful in our marketing strategies and efforts. However, we felt that because this was a new and unique event to the Vail area and state of Colorado, we would be successful in gaining the media and community support to make the event a success. Strategies • Build awareness and educate the local market and visitors on Vail Soul Music Festival • Strategically engaged and negotiated with the local media to be a part of the inaugural Vail Soul Music Fest by providing each with specific areas that they could take ownership in the event • Recognized the importance of the local media as a communication channel not only to locals, but to Front Range and Destination guests to encourage a return visit during the festival • Strategically placed media stories and advertising to target audiences during key summer time periods • Valued the importance of building relationships with the community and engaged the local community with ongoing communication • Alignment with other Vail summer music festivals for mutual benefiting promotional efforts • Provided strategic direction for research, reporting results and conclusions Tactics & Execution • Extensive advertising campaign (June – August) covering all local media –TV8, KZYR, The Mountaineer, The Vail Daily, Plum TV • Negotiated added value/promotional support from TV8, KZYR, Mountaineer and Vail Daily in the way of Free advertising , promotion and editorial • Consistent Valley wide poster , collateral and email campaign to all businesses and lodges (concierges) • Secured Social Marketing by Vail Summer Marketing/Vail Marketing and Vail Valley Partnership • Obtained inclusion on local blogs by What To Do Magazine, Vail/Beaver Creek Magazine, Vail.net • Secured complimentary local website calendar inclusions 31 Results • Local Media Exposure/Added Value totally $50,000 plus on a $10,000 local budget • Approximately 20 editorial placements/mentions in local print media, plus broadcast appearances and on-air coverage • One-third (32%) of the festival-goers were first-time attendees to Vail bringing in new visitors to the Town of Vail. And, 73% plan to return in the future and bring additional guests with them • In the first year, Vail Soul Music Festival attracted a small local audience (9%), with the majority of the audience from the Front Range (77%) and various out-of-state destinations (13%) including Chicago, Houston, Omaha, Detroit and Los Angeles • Word-of-mouth (59%) was selected as the most common way people heard about the festival, followed by website (17%), email (14%) and local newspaper (15%). • Over 1700 attendees came to Ford Amphitheater for the inaugural event • Directly accounted for 365 room nights • The estimated economic impact on the Town of Vail: $342,197(+/- 10%) Conclusions • While the festival did not attract a large local audience, it did bring a wonderful new audience to Vail with plans to return and bringing additional friends and family • Continuing to strategically work with the local media will be important to further generate the awareness and education for the local market about Soul Music Festival • Alignment with other music events (Jazz, Bravo, Hot Summer Nights) is critical to ensure that Vail is known for a wide-variety of world-class musical genres • Community support and on-going communication is critical to the success to generate the word-of- mouth awareness 32