HomeMy WebLinkAbout2006-06-15; Carlsbad Tourism Business Improvement District; 0606-8 Exhibit 7; Carlsbad Convention and Visitors Bureau ProposalLetter from the Chairman,
Carisbad Convention and Visitors Bureau
Board of Directors,
Addressed to the
Carlsbad Tourism Business Improvement District
Advisory Board
Other pocuments in This Section Include
Description of Services, Fees
March 26, 2006 Letter to the San Diego North Convention & Visitors Bureau
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^ Our belief is that the current method of providing sales support to the lodging industry in
~ Carlsbad is currently being met by the efforts of the San Diego North Convention and
- Visitors Bureau.
_ Therefore, we endorse, at this time, efforts by our regional colleague to secure funding
through the CTBID for the purpose of increasing room nights in business travel, leisure
� travel, and group travel.
The Carlsbad Convention and Visitors Bureau is requesting a total of $722,941 to
perform services in the following areas:
" • Manage and coordinate mazketing programs that position Carlsbad as a
- year-round leisure visitor destination in Southern California (Destination
_ Marketing/Branding), $450,750
� • Operation of the Visitor Information Center, $272,190
-- • Provide staff support to the CTBID, $1.00
You will note that our proposal contains several sections. The first three sections detail the
- specifics that are requested in Part 2, Scope of Work. A narrative is provided that speaks to
- every line item that is listed in the accompanying budget for Destination Marketing/Branding
_ and Visitor Center Operations.
^ I believe that we have done our best to provide as much detail as possible so as to give the
- Advisory Board a clear understanding of what is being requested and some justification as to
-- why.
Included in the third item of this proposal (Part 2, D- Staff Support to the CTBID) is a
� spreadsheet that provides an example of some, but certainly not all, of the information that
- may be requested by the CTBID to have included.
Should the CTBID Advisory Board wish to have added details to any of the programs or
items listed in this proposal, we will only be too happy to meet that request.
I would like to offer, at this time, two comments to the Advisory Board. This year, the City
of Carlsbad is on track to meet or exceed last year's collection of the Transient Occupancy
Tax ($10,071,377). As you might know, the City's partnership in tourism came to an end
when funding was eliminated to both the Carlsbad CVB and San Diego North CVB at the
end of February 2006. Therefore, there is currently no reinvestment of dollars back into the
very industry that provides the City with millions of TOT dollars every year. Our former
contract with the City contained language about having BID monies used to supplement the
activities of the Bureau. (It also had "matching" language, as well.) Please review the third
and fourth paragraphs on page four under, Business Plan Action Items, Part 2 Section C.
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_ Our Board strongly supports having an appropriate level of frnancial involvement provided
by the Ciry in tourism-related activities, and we believe it makes sense to focus on Visitor
"� Center operations and administration.
_ City support of the Visitor Center operations and administration will free up added CTBID
dollars that can be rededicated to marketing our destination. We ask the CTBID Advisory
� Board to become our advocate to encourage the City to become re-engaged as a partner in
� tourism.
The second comment I offer the CTBID is about funding. The very nature of the BID
collections is based on occupancy and contractor payouts are made monthly. Unlike a
government purchase order where a contractor can draw down on a set amount within an
account, monies derived through the BID will fluctuate every month. Should unforeseen
external pressures such as an economic downturn, sustained high-energy costs or a pandemic
result, this will potentially create difficulties in the delivery of certain services contained in
our proposal. If any or a11 of these external pressures were to occur, I would ask that the
CTBID meet with contractors to assess and re-address any items that could potentially be
impacted.
^ In conclusion, the mere fact that the CTBID has accepted and will soon review funding
- submissions is a momentous occasion. Every member of the CTBID Advisory Board is
- commended for providing this industry with leadership, direction and stewardship of its
_ financial resources. If selected to perform the services that have been detailed in this
proposal, I assure the CTBID Advisory Board that the Carlsbad CVB will `step up to the
plate,' and deliver on all counts. �
-- Again, thank you for a thoughtful and deliberate consideration of our proposal.
Sincerely,
� �. �. �
_ Patrick Fearn
Chairman
� Carlsbad CVB Board of Directors
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Des�cription +�f �er�ice �ee
II a. Manage and coordinate marketing programs that position Carlsbad as a$450,750
year-round leisure visitor destination in Southern California.
1. As brand manager, increase the brand awareness and identity of
Carlsbad in those geographic regions, specific cities, and market
segments offering the greatest potential for increasing the number of
visitors to Carlsbad each year.
2. Differentiate the Carlsbad brand from the competition through the
emphasis of the destination's key attributes.
II b. Generate increased occupied room nights in corporate and leisure $0
travel.
II b. Generate increased occupied room nights in r�ou� travel. $0
II c. Operate the Visitar Information Center in the Historic Santa Fe Train $272,190
Depot seven days per week from 9:00 a.m. to 5:00 p.m., Monday through
Friday, from 10:00 a.m. to 4:00 p.m. on Saturday, and from 10:00 a.m. to
3:00 p.m. on Sunday, except New Years Day, Easter Sunday, Thanksgiving
Day and Christmas Day to assist visitors and Carlsbad residents.
II d. Provide staff support to the CTBID as described in section II d, above. $1.00
TOTAL
Seven hundred twentv-two thousand nine $722,491
hundred fortv one dollars (please write out
dollar amount total proposed)
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califor�zia
March 24, 2006
Ms. Cami Mattson, President
San Diego North CVB
360 N. Escondido Blvd.
Escondido, CA 92025-2600
Dear Cami:
I wanted to let you know that at our March board meeting this past week, directors voted
unanimously to change the longstanding policy of this organization of pursuing, creating
and building a sales initiative for the Carlsbad CVB.
The resolution that was approved states: "That it shall be the policy of this organization
as it relates to future programs of work by the Carlsbad Convention and Visitors Bureau,
that the CCVB shall concentrate its efforts on marketing, branding and continuing to
build public relations value for our destination and will eliminate creating and/or building
a sales initiative from its program of work."
While we will continue to advocate and express our support for San Diego North CVB's
sales program for Carlsbad, this organization would appreciate having, as well, your
support for our efforts to market and brand Carlsbad.
Look forward to seeing you at Ca1TIA!
Sincerely,
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K Burkhart �
Executive Director
cc: CVB Boazd of Directors
Councilwoman Norine Sigafoose
Carisbad Convention & Visitors Burea❑
40D C?rlsbad Village Drive, Carlsbad, California 92008
(760) 434.6093 • Fax (760) 434.6056 • wwnn+.visitcarlsbad.com • infoCvisitcarlsbad.com
"The Official Destination �arke�ing Organization of Ca�isbad, Caliiornia'
Section A (1) & (2)
Part 3 - Submission Requirements
Section B (1) & (2)
Page Contents
Part 2, Scope of Work, Section A
Part 3, Other Requirements
Qualifying Statement
SMG Marketing Plan:
Carlsbad Convention and Visitors Bureau's Blueprint for Action
Differentiating the Carlsbad Brand
Description of Business Plan
Business Action Plan Items
Outdoor Advertising & Radio Promotions
Print Media Advertising
I nternet
Brand Consulting & Implementation
Brochure & Visitor Guide Distribution
Public Relations & Media
Marketing ROI
Professional Conferences
Print Production
Consumer Travel Shows
Professional Memberships
Event Sponsorships
Subscriptions & Publications
Other pocuments in This Section Include
Summary of Program Expenditures By Line Item
Carlsbad Convention & Visitors Bureau Media Coverage
Print Media Ad Buys by Publication
Carlsbad Convention & Visitors Bureau Visitor Guide, Destination Brochure
Carlsbad Convention & Visitors Bureau Annual Visitor Guide Survey
SMG Carlsbad Tourism Marketing Plan
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3, 4
4, 5
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6, 7
7, 8
8, 9, 10, 11
11, 12
12, 13
13, 14, 15, 16, 17
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Part 2, Scope of Work
A. Manage and coordinate marketing programs that position Carlsbad as a year-
round leisure visitor destination in Southern California.
1. As brand manager, increase the brand awareness and identity of
Carlsbad in those geographic regions, specific cities, and market
segments offering the greatest potential for increasing the number of
visitors to Carlsbad each year. The response to this RFP should include
suggested target regions, cities and marketing segments, and information
regarding how success in these areas would be measured.
2. Differentiate the key brand from the competition through the emphasis of
the destination's key attributes.
Part 3, Other Requirements
1. Provide a business plan that includes a description key actions and/or
tasks, of your approach to completing the services specified in this
proposal. Describe any innovative techniques or methods that your team
will offer the CTBID to perform the work within budget and on schedule.
2. A schedule for performing each action and/or task described in the scope
of work section. Provide a timetable for completion of all proposed
activities; this should be as specific as possible. List the cost for
completion of each action and/or task.
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Qualifying Statement
The Carlsbad Convention and Visitors Bureau (CVB) began operating as a destination
marketing organization on May 22, 1985, and for more than twenty years, has worked to
brand Carlsbad as a preferred leisure travel destination. Since its early beginning when
the Bureau functioned as a component of the Carlsbad Chamber of Commerce, the
organization evolved in 1996 to become an independent, 501(c) 6 not-for-profit
destination marketing organization.
The Mission Statement for the Carlsbad Convention and Visitors Bureau
"To successfully promote Carlsbad as a preferred year-round leisure travel destination,
with the primary emphasis on increasing travel spending within the City, generating
additional tax revenues and expanding travel and tourism-related employment within the
City of Carlsbad."
The Vision Statement for the Carlsbad Convention and Visitors Bureau
"To increase the brand awareness and position of Carlsbad as a world-class vacation
travel destination by communicating an image that sells the uniqueness of the Carlsbad
experience."
Position Statement for the Carlsbad Convention and Visitors Bureau
"Carlsbad, California is Southern California's finest coastal destination, combing a year-
round climate for outdoor activity with the perfect balance of natural and constructed
attractions that provide the visitor an unparalleled opportunity to nurture the soul and to
reconnect with life's most important elements. From a traditional European spa
treatment that uses the naturally healing mineral spring waters that made famous
Carlsbad with its namesake in the Czech Republic, to the five-star pampering that can
only be found at two of the world's most famous resorts, Carlsbad has become a
destination for rejuvenating the human spirit. The community offers a dazzling array of
delights for the individual palate, offering both quality and experience to both the casual
and discerning diner. With its flourishing arts and culture community, Carlsbad has
become a regional treasure, ensuring that both your mind and your palate are enriched.
This pristine setting has set Carlsbad apart from all others as the Mecca for world-class
sporting events that bring elite athletes from around the globe to compete."
_� In the recent extended contract with the City of Carlsbad that expired on February 28,
� 2006, the Carlsbad CVB was named as the brand manager and it is the desired intention
of the CVB to be selected as the brand manager during the duration any new agreement
._I that is entered into between the Carlsbad CVB and the CTBID.
� Furthermore, in the SMG Tourism Marketing Plan that was commissioned by the
� Carlsbad Convention and Visitors Bureau in 2005, the Plan recognized the Bureau as,
_� "The best organization to create awareness and brand differentiation/positioning."
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SMG Tourism Marketing Plan:
Carlsbad Convention and Visitors Bureau's Blueprint for Action
The Carlsbad Convention and Visitors Bureau received funding from the City of
Carlsbad to secure the professional services of Strategic Marketing Group for the
purpose of identifying an action plan in a new funding environment. Prior to the
expiration of the contract for tourism promotional services that the Bureau had with the
City of Carlsbad, funding for operations and branding programs came from the City.
In June 2005, SMG completed its report —"Carlsbad Convention & Visitors Bureau:
Tourism Marketing Plan for a Business Improvement District Funded Bureau" — and is
now the blueprint for action that will be undertaken by the Bureau as we move forward.
Of course, there will be areas within the plan that will require readjusting, such as the
recent decision by the CVB Board of Directors to discontinue all efforts to establish a
sales division within the Bureau. However, the Bureau will closely follow specific
recommendations provided in Sections 6-12 of the Plan.
A copy of the SMG Plan is a part of this proposal. The Carlsbad Convention and Visitors
Bureau is committed to following this plan and will make modifications where such
changes can further maximize the Bureau's effectiveness in marketing and branding the
destination.
• Geoqraphic Reaions
Carlsbad enjoys a unique setting as a drive-destination within the Western United
States, primarily, California, Arizona and Nevada. Therefore, the Bureau will
continue to concentrate on this cluster of Southwestern states as its primary
region of interest. The Bureau will continue to concentrate marketing efforts in
several key regions within Southern California - Orange County, Los Angeles
County, Inland Empire and Riverside County and San Diego County.
The Bureau will continue to maintain its presence in Northern California, primarily
in the San Francisco metro area, through distribution of its destination brochure,
attendance at the Bay Area Travel Show, and potential ad buys in magazines
that meet the desired demographics of travel for Carlsbad.
The Bureau concurs with SMG in its observation that: "Based on proximity,
Carlsbad traditionally attracts both business and leisure visitors from the
Southern California market, specifically Los Angeles County, Orange County,
San Bernardino, Las Vegas and Arizona."
The Bureau also believes that, based on data generated through the Visitor
Information Center and fulfillment requests, there is the opportunity to see
increased visitation by residents from Washington State in the late fatl to early
spring months. The Bureau's participation in the Seattle Times Travel Show,
together with the seasonal distribution of the Carlsbad destination brochure on
the Washington-B.C. Ferry System, have helped to elevate the brand awareness
for Carlsbad in the Greater Northwest.
• Specific Cities
The high density of Southern California provides the Bureau with an excellent
opportunity to maximize its brand awareness in cities throughout Los Angeles,
Riverside, Orange, Inland Empire and San Diego Counties. Our focus in
Northern California will concentrate on the Greater San Francisco Bay Area.
In Arizona, emphasis will continue to be in the Greater Phoenix metro area, that
includes Phoenix, Scottsdale, Glendale, Tempe, Mesa and other Valley
communities. In Nevada, the primary market will be Las Vegas and the
surrounding communities.
• Measurements of Success
Various measures are currently employed by the Bureau to track the activity level
of existing programs. New programs included in this proposal will also have
measures to determine activity and success.
Visitor Information Center Activity
Visitor Guide & Destination Brochure Distribution
Website Activity - Visitor Sessions, Page Views, Time Spent on site
Leads Generated Through Print Advertising
Consumer Travel Show Leads
"Earned Media" Valuation
Fulfillment Conversion Study
Leisure Market Visitor Survey
Periodic Online Surveys Conducted by Bureau
TAPSCAN 8� Clear Channel Stats on billboard/radio promos
• TarQet Seqments
The Bureau's multi-faceted approach to destination branding will convey the
Carlsbad brand to three specific and potential target segments of leisure travel:
Individual vacation travelers who desire a vacation/destination getaway with a
wide range of activities;
Families with children who desire a wide variety of recreational and cultural
activities for the family;
Seniors over the age of 60, as they have both the discretionary income and time
availability to extend their visit.
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Differentiating the Carlsbad Brand
In the SMG Marketing Plan for the Carlsbad CVB, it states that, "Part of successfully
building the Carlsbad brand is to clearly differentiate the destination and make it relevant
in the mind of consumers." To set Carlsbad apart from our competitors, the Bureau will
continue to work and find ways in which to emphasize our key attributes and convey
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them in a way that become memorable experiences for our new and repeat target
market segments.
Carlsbad's key attributes are the beach, recreation, community and culture. Combining
all elements of communication — print media, public relations, consumer travel shows,
outdoor advertising, radio promotions, Internet — the Bureau believes that it will be able
to "effectively communicate key points of differentiation" about Carlsbad.
The Carlsbad Convention and Visitors Bureau is committed to following specific
recommendations outlined in the SMG Marketing Plan and will implement, where iYs
both practical and in-line with financial resources, specific aspects on destination
branding.
The Bureau's response to Part 3, Section B of the RFP details the Action Plan for
managing and directing those items in this section of the RFP.
Description of Business Plan
At the April 26, 2006 meeting of the Carlsbad Convention and Visitors Bureau Board of
Directors, an expenditure budget was proposed and approved that, if accepted by the
CTBID, will fund all aspects of a business plan that has been written to support the
Bureau's response to this RFP. Specifically, the Board reviewed and gave its
endorsement to this plan, a multi-faceted approach in the way the Carlsbad CVB works
to increase the awareness of Carlsbad. The end-result of this plan would be an increase
in the economic impact to our community, primarily as it relates to the hospitality
industry. The Bureau believes this is consistent with its mission statement.
This business plan incorporates several key areas, specifically, public relations,
marketing, Internet technologies and consumer travel shows. It is a balanced mix of
complementary components, working in concert to achieve the desired results.
The amount approved by the Board for marketing and branding the destination and
requested in fhis proposal to the CTBID is $450, 750 for FY 06-07.
Within the thirteen line items detailed in the budget that is a part of this proposal, the
Board identified three new actions that comprise slightty more than 40% of the entire
funding that is being requested for Destination Marketing/Branding. A thorough
discussion of these three items — Outdoor Advertising & Radio Promotions, Brand
Consulting and Implementation, Marketing ROI — is included in this proposal. Of the
remaining ten, only Internet and Public Relations & Media have seen new internal
components added.
What follows is a detailed Business Plan on how the Carlsbad Convention and Visitors
Bureau will spend the monies requested, addressing those items requested in Part 3,
Section B(1) and (2), where applicable.
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BUSINESS PLAN ACTION ITEMS
A description is provided for each of the thirteen line items as presented in the Summary
of Program Expenditures for Destination Marketing/Branding. The total amount
requested for Fiscal Year 06-07 is $450,750.
Outdoor Advertising 8� Radio Promotions -$90,000 - 20.0%
Wth Phoenix and Las Vegas as finro of Carlsbad's key out-of-state markets, the Bureau
has developed an exciting and creative two-month marketing campaign to tap-in to both
communities that combines outdoor advertising, radio and Internet.
• Obiective
The objective is to promote Carlsbad as a destination for family vacations with
billboards and radio in both Phoenix and Las Vegas. The campaign includes
radio commercials to drive listeners to locate the prominent billboard in each
market, and to identify the graphic elements on each billboard that represent a
tourist attraction in the Carlsbad area. At that point, they will go to the radio
station website where they will click on the "Contest page" to enter the
sweepstakes. Prizes will be awarded to winners of each category. Specifics will
be determined at a later date, however, we anticipate that Carlsbad hotel
properties, attractions, retailers and restaurants be participating. Additionally, we
are in discussions with an air carrier to be a part of the both campaigns and to
provide transportation as part of the "Grand Prize" giveaway.
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Promos on the radio stations will create interest and excitement for the campaign
and will direct listeners to a dedicated website for more details.
• Marketina Specifics for the Phoenix Campaign -$45,000
Radio Stations: KYOT-FM, KESZ-FM
Spots: 200 (100 per day)
Frequency: Monday - Sunday
Schedule: 2 weeks on, 2 weeks off
Duration: 2 months (suggested, April/May 2007)
Reach: 32% of adults 35+ over 8 times
Total Net Reach: 379,000
Total Gross Impressions: 2,802,800
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Billboard Location: Interstate 17, downtown Phoenix
Duration: 2 months
Reach: 42% of adufts 18+ over 7 times
Daily: 89,000
Total Gross Impressions: 3,855,500
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• Marketinq Specifics for the Las Veaas Campaiqn -$45.000
Radio Stations: KKNT-AM, KKJJ-FM
Spots: 180 (KKNT-AM, 84; KKJJ-FM, 96)
Frequency: Monday - Saturday
Schedule: 2 weeks on, 2 weeks off
Duration: 2 months (suggested, AprilMlay 2007)
Reach: 22% of adults 35+ over 5 times
Total Net Reach: 209,700
Total Gross Impressions: 1,017,200
Billboard Location: Interstate 15 & Harmon, downtown Las Vegas
Duration: 2 months
Reach: 67% of adults 18+ o�er 12 times
Daily: 140,000
Total Gross Impressions: 5,258,000
The Bureau will have access to data during the campaign to monitor online activity,
including the click-thru rates for each of the four radio station websites.
Clear Channel radio and outdoor advertising has provided details of this campaign to the
Bureau. The outdoor advertising division of Clear Channel worked with the Carlsbad
Convention and Visitors Bureau to secure and place billboard advertising that appeared
in Scottsdale, Arizona from May — September 2002.
Print Media Advertising - $85,180 —18.9%
The Bureau plans to continue with its print media schedule of buying advertising in
twenty-one publications. Of those, fourteen are distributed on a regional basis in the
Western states, and the remaining seven have a national reach. Eight publications carry
the business reply card that allows for readers to request a copy of the Carlsbad Visitor
Guide. Two publications are membership directories.
In total, it is anticipated that at current pricing levels, the Bureau will purchase 55 print
ads and at a cost of $82,539. In total, these publications represent an average issue
circulation of 3,579,182 with total impressions at 35,960,968. These numbers have
been provided by the respective publications listed below.
• Regional Distribution:
Sunset
San Diegan
Carlsbad Travel Information Guide
Preferred Destinations
Phoenix Magazine
California Tour & Travel
OC The Place
SkyWest
Antelope Valley Press
Carlsbad Chamber Membership Directory
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• National Distribution:
Arthur Frommer's Budget Travel
National Geographic Traveler
Conde Naste Traveler
California State Visitor Guide
Vacations
Trave150 & Beyond
Where To Retire
Anaheim/Orange County Visitor Guide
San Diego Vacation Planner
Society of American Travel Writers Membership Directory
Additionally, ten of these publications include a business reply card (BRC), which
provide readers the opportunity to "check-and-send° for specific information. In 2005,
the Bureau responded to 13,729 BRC leads that were realized through its print media
advertising.
The Bureau will continue to solicit interest among Carlsbad lodging properties so as to
provide additional co-op advertising opportunities. Through co-op participation,
Carlsbad can take additional page ownership and further increase presence and brand
awareness.
Internet - $74,650 -16.6%
On average, Bureaus in the United States are spending, on average, 10% - 30% of their
marketing budgets on all phases of online activity. Therefore, we believe that what is
detailed in this proposal is well within the national average.
Over the last 3 years, the Carlsbad CVB has introduced new content to its official site,
www.visitcarlsbad.com, improved functionality and modular additions, to include an
online reservation system. Coupled with those improvements, the Bureau has
maintained an active Search Engine Optimization program that has yielded significant
results.
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Year Visitor Sessions Page Views
2005 327,140 1,148, 031
2004 297,285 896,476
2003 232,814 662,907
Additionally, in the SMG Marketing Plan, it was recommended to the Carlsbad CVB that,
"the CVB website should be upgraded on a continual basis." What follows are key areas
where the Bureau has planned for those upgrades.
Funding for online activity in FY 06-07 will be concentrated in eight areas. Of those
eight, only one — Pay-Per-Click — will be a new addition to what is already being
performed.
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• Pav-Per-Click - $30.000
Pay-Per-Click (PPC) advertising is one of the most productive, reliable, and
affordable forms of direct response advertising online. PPC is 100%
performance-based. The programs are set up so the Bureau is only assessed
fees when a visitor to a site clicks on our advertisement — bringing them directly
into our site
The fees associated with PPC marketing are base don pre-set bids we place on
a keyword-by-keyword level. Each keywords value is different — a result of the
commercial viability of the keyword and the number of businesses vying for the
click-through.
Fees (bids) for editorial travel keywords related to San Diego, North San Diego
and Southem California range from $0.35 to $1.50 per click. Commercial travel
keywords related to hotels, resorts, tours and vacation packages range from
$0.50 to $5.00 per click.
An example of some of the words we might bid on are listed below. Our goal is to
generate as many targeted site visitors at the most reasonable rates. For
purposes of this illustration, the following words are from Yahoo; words from
Google could be more expensive.
Keyword Possibilities Avg. Pre-Season Bid
carlsbad california 0.45
carlsbad 0.79
city of carlsbad 0.59
carlsbad flower fields 0.25
carlsbad restaurant 0.25
carlsbad hotel 1.25
carlsbad ca hotel 1.25
carlsbad california hotel 0.87
carlsbad airport 0.2
carlsbad state beach 0.2
city of carlsbad ca 0.6
spa vacation southern california 0.51
california golf vacation package 0.52
san diego california �acation 1.31
southern california family vacation 0.51
california vacation guide 0.51
san diego romantic vacation 0.6
southern california vacation 1.4
southern california beach vacation 1.15
spa vacation southern california 0.51
southern california family vacation 0.6
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� Specialized Media ltinerary Builder - $2,000
Much like the Customized Itinerary Builder, the Specialized Media ltinerary
Builder will enable press and PR visitors to create personalized itineraries by
browsing the site and selecting Listings, Special Offers and Event Calendar
information stored in the database. Rather than having the press and PR
prospects browsing the entire site, an administrative tool will be created that
allows the Bureau to specify only the listings and events we would like them to
consider and have access to.
Technology continues to bring to the marketplace new and innovative
applications that can be included into existing online environments. The Bureau
believes that by retaining $12,500 in this line item, it will be able to identify and
incorporate additional modules that provide added value to
www.visitcarlsbad.com, both to the end-user and increased functionality for the
Bureau.
Brand Consulting 8� Implementation - $60,000 -13.3%
Whether it is a durable good, consumable product or travel destination, branding is an
essential element that determines whether a said organization achieves a stated level of
success. What sets Carlsbad distinctly apart from other California coastal destinations,
in the eye of the consumer, is the challenge that is now before us. We believe that a
process of active engagement with branding professionals is essential, as this will
provide the Bureau with critical information that will help in the formulation of various
messages to the consumer.
Within San Diego County, both the San Diego Convention and Visitors Bureau and the
San Diego North Convention and Visitors Bureau have undertaken a similar branding
process to varying degrees. As Carlsbad continues to compete with other California
coastal destinations and is often overshadowed by its close proximity to San Diego, the
"Village by the Sea" clearly needs to proceed in a timely and calculated direction that
elevates its current marketing and promotes an identifiable Carlsbad brand.
In short, the following three primary questions need to be answered:
• What kind of experience should our destination be all about?
• What differentiates our products and services from competitors?
• What is superior about the value we offer our stakeholders?
In late May, the Bureau plans to issue a Request for Proposal to a number of qualified
firms that have clearly established themselves as leaders in destination branding. We
expect to receive proposals and move to the presentation and selection stage in late-
June. A review panel of marketing professionals will be help to determine which firm will
receive the award. The Bureau has budgeted, not to exceed, $60,000 for a process that
is expected to take between nine months and one year to complete. Commencement of
the process is expected to occur in July or August 2006.
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• Visitor Guide Distribution - $2,700
The Distribution Service Agreement also provides for bulk storage and delivery of
the 2006 Carlsbad Visitor Guide and Destination Brochure to the following:
Distribution Program Area # Sites
12 Official Califomia Welcome Centers 10
San Diego International Vsitors Center 1
The Carlsbad Visitor Guide is made available by distribution agreement to the
Official California Welcome Centers in Santa Ana, Oceanside and the Visitor
Information Center in San Diego. The contract for distribution is for 12 months.
• U.S. Postal Service/bulk rate qermit & mailinq -$9,460
The Visitor Guide is the Bureau's primary fulfillment piece and is used to meet
requests that result from print advertising, business reply cards, Internet,
consumer travel shows and the Destination brochure. Fulfillment is mailed via
bulk mail, with requesters receiving the Visitor Guide within two weeks of making
their request. The annual U.S.P.S. bulk mail permit is $150. The Bureau
estimates that approximately 20,000 Visitor Guides will be mailed in FY 06-07.
• Freiaht & Forwardina - $1,050
Visitor Guides are shipped by freight from the printer to Califomia warehouse
distribution centers.
• Deliveries to Carlsbad Hotels - $1,575
Of the 50,000 Visitor Guides printed, the Bureau has allocated 20,000 to be
made available at all Carlsbad lodging establishments. Re-supply of Guides is
done monthly through a distribution agreement. The Bureau created a special
acrylic holder that provides a sleeve that holds a monthly Calendar of Events
alongside the Visitor Guide. The contract for distribution is for 12 months.
Public Relations & Media - $30,929 — 6.9%
From local television and newspaper coverage to intemational broadcast and online, the
Bureau has demonstrated its ability to garner significant earned media for and about,
Carlsbad. From 2003-05, the Carlsbad CVB public relations staff worked directly with
121 journalists and media outlets to either `pitch' Carlsbad or to provide editorial and
photography assistance. The value of this coverage is $2,102,440.
Type of Publicity 2003 2004 2005 2006 Totals
Local Newspapers 20 20 29 5 74
Local Regional/State Magazines 18 15 13 3 49
Local Broadcast 1 1 3 2 7
State, National, InYI Newspapers 10 7 5 0 22
National & InYI Magazines 12 2 4 3 21
National, Int'I Broadcast 8 Online 18 3 6 2 29
13
There are any numbers of ways this can happen and even though the Bureau
was responsible for putting the information out, it is often impossible to track the
entire outcome. Bacon's Media Monitoring is comprised of finro components -
National Print Monitoring and Internet News Coverage.
National Print Monitorinq
Bacon's provides monitoring coverage for more than 20,000 daily and weekly
newspapers, consumer and trade magazines and journals and news wires.
These articles are delivered in the mail and by email notification.
Their extensive catalog of travel and tourism publications that are monitored
include key publications such as:
AAA Going Places
Bank Travel Management
Business Traveler
Courier
Diversion
Hemisphere
JAX FAX Travel Marketing Magazine
NWA WorldTraveler
Premier Hotels & Resorts
Southwest Airlines Spirit
Travel + Leisure
Travel Sawy
TravelAge West
WhaYs On
American Way
Bus Tours Magazine
Continental
Cruise Industry News Quarterly
Elite Traveler
Horizon Air
Leisure Group Travel
Passport
Promenade
Spa
Travel Agent Magazine
Travel Trade News Edition
Travelweek
Wine Country This Week
Arthur Frommer's Budget Travel
Business Travel Executive
Corporate 8� Incentive Travel
Cruise Travel
Endless Vacation
InsideFlyer
Long Weekends
Physicians' Travel 8 Meeting Guide
Recommend
Spotlight's Wine Country Guide
Travel Courier
Travel Weekly
Vacations
ASU Travel Guide
Business Travel News
Country Discoveries
Destinations
GSA Travel Magazine
International Travel News
National Geographic Traveler
Po�thole Cruise Magazine
Sky
Town & Country Travel
Travel Press
Travel World News
VIA
Internet News CoveraQe
Today the Internet is a vital communications and research tool and thousands of
popular travel and news sites publish information about Carlsbad. Searching the
Internet for these articles and trying to store and make sense of it can be an
overwhelming and time consuming undertaking.
10,000 news-oriented Internet sites are monitored for any mention of our pre-
determined search terms. Over 825 sites searched are online versions of daily
papers. Internet articles are emailed each morning and also uploaded to the
MediaSource portal, where they are stored. Through the portal the full-text
articles can be viewed, sorted and summaries of the coverage in seconds. The
full text version of the article can be saved so even if the URL expires, a copy will
always be available.
• Bacon's Monthlv Ad Value Report -$2,280
Bacon's monthly report on Carlsbad articles that have published is an accurate
way to determine the ad equivalency of an article. The articles are measured
and the ad value is calculated according to a publication's advertising rate.
15
• Media & Travel Writer Familiarization Tours -$2,500
Media familiarization tours, or FAM's, is one of the most cost-effective methods
for interacting with journalists, primarily those who are on-staff with print
publications or who freelance. Inasmuch as the Bureau tries to secure
complimentary rooms and meals for visiting writers, this may not always be
possible, especially during peak season. Often, when we cannot obtain a comp
room, the Bureau will pay the media rate. Providing meals on a comp basis can
be more difficult, depending on the dining establishment. Over and above
lodging and meals, many times the Bureau will provide a welcoming gift basket
that awaits the travel writer in his/her room. It is anticipated that the Bureau will
spend $2,500 to make these visiting joumalists feel at home while on
assignment.
• Production of '"B Roll" - $300
From time-to-time, the Bureau is called upon to provide "B Roll," or unedited
video. This "B Roll" is used by the broadcast media when building a story about
Carlsbad, and serves as the visual conceptualization to the viewer. Such was
the case with Emily Kaufman of ABC's Good Moming America. Our ability to
generate earned media through legacy channel and cable broadcast is greatly
enhanced through the use of "B Roll."
Marketing ROI - $30,000 - 6.7%
Although the Bureau previously requested funding from the City of Carlsbad to evaluate
the return on investment through its marketing effort, funds for research was never
approved.
The Bureau believes that by conducting a visitor profile survey and annual fulfillment
conversion study will provide data on the overall effectiveness of its programs is an
essential and vitally important element of branding.
However, the Bureau has effectively implemented a survey function on its website to
periodically gather information. The most recent survey that ended May 10, 2006, forty-
four questions were asked from those who, in 2005, requested a Visitor Guide through
www.visitcarlsbad.com. Questions included; frequency of travel to Carlsbad, household
income and other family demographics, visitor spending, and satisfaction ratings on
customer service, beaches, restaurants, entertainment, and kids activities.
Still, there is a tremendous void that has exists, not just about travel habits and spending
patterns, but on the actual analysis of this data. By including a possible series of
surveys and a fulfillment conversion study in FY 06-07, the Carlsbad CVB will have
extremely relevant data and trending information in which to build future marketing
campaigns. A copy of the recently completed survey is included with this submission.
Researchers have been identified and further discussions are needed before a final
determination can be made as to which organization the Bureau will contract with to
conduct ROI studies/surveys. The Bureau anticipates that work could begin on these
projects by September 2006.
17
(It should be noted that in 2004, the Bureau selected Striker Media to produce its
annual Visitor Guide and production is now underway for the new Carlsbad
Visitor Guide. There exists a three-year agreement befinreen Striker and the
Bureau for production of the Visitor Guide, along with the option to renew for an
additional three years. Although the Bureau has contracted out all aspects of
Visitor Guide development and production, the CVB has retained both editorial
and content control. Striker solicits all advertising and retains all revenue from
those sales. Therefore, no funding is requested for the production of the
Carlsbad Visitor Guide in FY 06-07.)
Consumer Travel Shows - $11,465 - 2.5%
The Bureau attends three consumer market travel shows in Califomia and Nevada, two
of the primary markets for promoting the Carlsbad brand. Complementing the other
elements of brand marketing — outdoor advertising & radio promotions, print media
advertising, Internet, public relations — by attending consumer travel shows is a great
way to meet the consumer and ask "for the order."
A fourth show — Seattle Times — has been reintroduced in the lineup of consumer travel
shows in FY 06-07. We found that our attendance in the Seattle market was well
received and, with our destination brochure in distribution throughout the area, Carlsbad
can expect to build its brand awareness in the Northwest through our continued
participation at the Seattle Times Travel Show.
Registrations, furnishings, electricity, transportation, lodging and meals for four
consumer travel shows totals $11,398, or 2.5% of the program expenditures for
Destination Branding.
(Due to a change in show schedule by the Los Angeles Times Show in 2004-05,
whereby the Seattle show coincided with Los Angeles, the Bureau chose, instead, to
attend the largest show on the West Coast in Long Beach.)
Other than attendance, the results of a consumer travel shows can be very difficult to
track without some type of inechanism that allows for both immediate interaction and
future re-marketing of the destination. At all consumer travel shows, the Bureau
gives the visiting public a chance to sign-up for a two-day vacation getaway.
Requirements include a name, mailing and email address, and several short questions
on their awareness of Carlsbad and when they might be most likely to visit Carlsbad.
Carlsbad hoteliers, LEGOLAND, and area restaurants have been most generous in
providing value for these travel show drawings.
Email addresses are entered into the Bureau's database and follow-up information is
later provided with an opt-out selection.
19
The second organization — ArtSplash — has grown in popularity and is well on its way to
becoming a Carlsbad "Signature Event.° The Bureau has provided, and will continue to
provide, direct support by covering the cost of creative design and production of a
promotional rack card that is distributed throughout San Diego County in the month prior
to the event. ArtSplash attendance has increased every year since its inception. We
believe that our active participation and partnership has helped to make this event a
success, year-after-year.
Subscriptions & Publications - $1,050 - 0.2%
Various industry publications that are offered through Travel Industry Association and
Destination Marketing Association International provide the Bureau with valuable
information that would otherwise not be a�ailable. In addition, subscriptions to the San
Diego Business Journa/ and USAE News help to keep the Bureau informed of events
that impact our industry, both on a regional and national level.
21
1 1 1 I 1 1 i i i ? � i i ! � i i t � r I i I I t t ) i i � 1 1 1 i i i 1 i 1 E 1 ) 1 1
Budget Line Items Amount % Notes
;t �
�
�
_�� �.���., .. � ��� �, ,_�,�.� �.... � � � : : ��..._ _ , �
Destina�on Marlceting/Branding
Outdoor Advertising & Radio Promotions $90,000 20.0% 2-month p�e-summer 2007 campaign - Phoenix, Las Vegas
Print Media Advertising $85,180 18.9% 21 publications, 55 print ads
Internet $74,650 16.6% New site development, pay-per-click, ongoing search engine optimization
Brand Consulting 8� Implementation $60,000 13.3% 9-12 month branding process
Brochure & Visitor Guide Distribution $36,985 8.2% Freight, bulk rate delivery/distribution of visitor guide/destination brochure
Public Relations & Media $30,970 6.9% Tracking/ROI tools
Marketing ROI $30,000 6.7% Survey(s), fulfillment conversion study ROI
Professional Conferences $12,450 2.8% 9 professional industry conferences/media receptions
Print Production $12,000 2.7% Destination lure brochure
Consumer Travel Shows $11,465 2.5% 4 West Coast regional consumer travel shows
Professional Memberships $4,250 0.9% 5 professional trade associations
Event Sponsorships $1,750 0.4% Fiesta Del Barrio, ArtSplash
Subscriptions & Publications $1,050 0.2% In-office reference 8� informational resources
TotAI 5450,750 100.0%
� � � �-�a � i i t �1 > > t > > 1 � t 1 1 i�, i 1 1 1 l 1 1 1 1 1 1 1 1 1 1 1 1��l �) 1 1
Destination MarketinglBranding Amount Total Notes
Outdoor Advertisfng 8 Radio Promotfons
Phcenix/Las Vegas Campaign $90,000 New Item; 2-month campaign in both cities, billboard 8 daily radio promotions with Clear Channel
Total 580,000
PrirK Media Advertising
Arthur Frommers Budget Travel $11,000 Regional distribution, 4 issues - BRC
National Geographic Traveler $11,000 Regional distribution, 4 issues - BRC
Conde Naste Treveler $5,500 Regional distribution, 2 issues - BRC
Sunset $7,500 Regional distribuGon, 1 issue - BRC
Sunset (San Diego Co-op) $1,300 Annual San Diego ConVis co-op; bureau joins other partners; 1 issue
Califomia State Visitor Guide $7,200 Annual state visitor guide; full page, co-op partners particiapte - BRC
San Diegan $3,800 Annual publication
Vacations $3,650 National subscription, 3 issues - BRC
Carisbad Travel Infortnation Guide $1,000 Annual guide
Preferred Destinations $6,760 Free distribution in Orange County hotel rooms; 12 issues
Travel 50 & Beyond $1,900 National subscription, 3 issues - BRC
Where To Retire $925 National subscription, 1 issue - BRC
Phcenix Magazine $2,200 Annual 'Great Summer Getaway' issue; full page, co-op partners participate
Anaheim/OC Visitor Guide $2,400 Printed semi-annually, 1/2 page full color ad
Califomia Tour S Travel $4,400 Printed quarterly
OC The Place $5,700 Free distribution in Orange County hotel rooms, 12 issues
San Diego Vacation Planner $2,750 Annual ConVs visitor guide
SATW Annual Directory $2,200 Annual membership directory
Carisbad Chamber Membership Directory $1,795 Annual membership directory
SkyWest $1,700 United 6cpress in-flight magazine; service to McClellan-Palomar airport, 1 issue
Antelope Valley Press $500 Only newspaper in print ad lineup; 6 issues, 1/12 page ad - March 8 September - BRC
Total i86,180
IMernet
New Site Development $25,000 Ongoing development; items currently being prioritized
Pay-Per-Click Marketing $30,000 New Item; key words, buy schedule to be detertnined
Ongoing Site Maintenance $3,500
Hos6ng $1,200 Monthly hosting of visitcarlsbad.com
Search Engine Optimization $12,000 Annual conVact for annual SEO
NXT Book online visitor guide $2,000 visitor guide digitized on visitcarlsbad.com
SBC -DSL Connect $600
Domain Name purchase/renewal $350
Total t74,650
1 1 1}�j � i i i i i{ i � i)) i 1 1) 1 1 t I) t) 1 1 i 1) 1 1 1 1 1 l 1 1 i 1 1
Destination MarketinglBranding Amount Total Notes
_._ _ _
Consumer Travel Shows
Las Vegas Travel Fair $1,300 January 6, 2007, Las Vegas, NV
Seattle Times Travel Show $2,115 January 27-28, 2007, Seattle, WA
LA Times Travel 8 Adventure $3,300 February 6-7, 2007, Long Beach, CA
Bay Area Travel Show $2,250 March 24-25, 2007, Santa Clara, CA
Redesign of Exhibit Display $2,000 New creative, photo replacements on double-panel pullup dispiay
Misc. show items $500 Items/replacement items, as needed
Total 571,�65
Professlonal Memberships
Travet Industry Association $675
Destination Marlceting Ass'n Intemational $950
Westem Association of CVB's $600
Society of American Travel Writers $1,500
Califomia Travel Industry Association $525
Tdtai s4.250
Event Sponsorships
Fiesta del Barrio $750 Cash sponsorship
ArtSplash $1,000 Cover cost for creative, production and rack card distribution county-wide of promo piece
Totai i1,7b{I
Subscrlptions & Publications
San Diego Business Joumal $100
USAE News $150
Travel Industry Association $300
Destination Marketing Ass'n IntemaGonal $500
Totai i1,050
Carlsbad Site Administration
How many people were in your immediate travel party on your most recent visit to Carlsbad?
22/388 - 5.67% r I was traveling solo
121/388 - 31.19% � 2
54/388 - 13.92% t' 3
90/388 - 23.20% �` 4
63/388 - 16.24% t"' S or more
How many nights did you stay in Carlsbad?
53/388 - 13.66% r' 1
47/388 - 12.11% �` 2
45/388 - 11.60% � 3
42/388 - 10.82% �` 4
29/388 - 7.47% � 5
34/388 - 8.76a/o � 6
73/388 - 18.81% �' 7 or more nights
What was the primary purpose of your most recent visit to Carlsbad?
53/388 - 13.66% r` Visit friends and family
23/388 - 5.93% � Business conference or meeting
17/388 - 4.38% t` Relocation and house hunting
30/388 - 7.73% � Seasonal attractions (i.e., The Flower Fields)
0/388 - O.00a/o r Professional Tournaments at La Costa Resort and Spa
2/388 - 0.52% �` Running Events (Carlsbad 5K, Carlsbad Marathon, Carlsbad Triathlon)
2/388 - 0.52% r` The Village Street Fair
103/388 - 26.55% t` LEGOLAND
67/388 - 17.27% �` Beach
15/388 - 3.87% {` Shopping
1/388 - 0.26% r Spa
Other, please specify �— 80 Answers [ View ]
Page 2 of 9
Was Carlsbad your only destination on your trip or was your visit part of a longer, more extended trip?
170/388 - 43.81% r Only Carlsbad
177/388 - 45.62% �' Carlsbad was part of a longer trip
Who made most of the travel plans for your trip to Carlsbad?
294/388 - 75.77% r` Myself
24/388 - 6.19% r` Spouse
4/388 - 1.03% �' Significant other
10/388 - 2.58% {' Children
1/388 - 0.26% {' Grandparents
http://www.visitcarlsbad.com/admin/surveys/index.cfin?action=Combined&SurveyID=14 5/11/2006
Carlsbad Site Administration
8/388 - 2.06% � Other relative
5/388 - 1.29% �` Friend
3/388 - 0.77% �` Travel agent
Other, please specify 9 Answers [ View ]
What best describes you?
48/388 - 12.37% �' Single
53/388 - 13.66% � Married without children
21/388 - 5.41% �' Single parent
224/388 - 57.73% �` Married with children
33/388 - 8.51% t` Retired
Other, please describe �— 11 Answers [�ew ]
What is your gender?
266/388 - 68.56% {' Female
110/388 - 28.35% �' Male
What is your age?
7/388 - 1.80% r' Under 25
61/388 - 15.72% t` 25 - 34
125/388 - 32.22% � 35 - 44
97/388 - 25.00% r 45 - 54
67/388 - 17.27% t` 55 - 64
20/388 - 5.15% �' 65 or older
On average, how many trips do you take in a year?
6/388 - 1.55% r 0 trips
147/388 - 37.89% r 1- 2 trips
144/388 - 37.11% {` 3- 4 trips
50/388 - 12.89% �` 5- 6 trips
31/388 - 7.99% r 7 or more trips
What type of accommodation did you choose when visiting Carlsbad?
52/388 - 13.40% �' Resort
86/388 - 22.16% �' Full service hotel
46/388 - 11.86% r Budget (value priced) hotel
26/388 - 6.70% {` Motel
5/388 - 1.29% r Bed and Breakfast
60/388 - 15.46% r Time Share
29/388 - 7.47% � Vacation rental
Page 3 of 9
- http://www.visitcarlsbad.com/admin/surveys/index.cfin?action=Combined&SurveyID=14 5/11/2006
Carlsbad Site Administration
4/388 - 1.03% �' Campground
4/388 - 1.03% �` RV Park
30/388 - 7.73% �' Friends and Family
What local attractions did you visit during your trip? Please check all that apply.
143/388 - 36.86% r LEGOLAND
84/388 - 21.65% � The Flower Fields
249/388 - 64.18% r Beaches
3/388 - 0.77% r Leo Carillo Ranch
115/388 - 29.64% r San Diego Zoo
21/388 - 5.41% r Del Mar Fairgrounds (County Fair, Horse racing, Festival of Lights, etc.)
78/388 - 20.10% r 6an Diego Wild Animal Park
10/388 - 2.58% I� Quail Botanical Gardens
124/388 - 31.96% r Oceanside Pier
159/388 - 40.98% r Carlsbad Premium Outlet Mall
215/388 - 55.41% r The Village of Carlsbad
88/388 - 22.68% I— SeaWorld
Other, please specify � 53 Answers [ View ]
If you depend on accommodations, facilities and area attractions to be accessible for the physically
challenged, how would you rate Carisbad's accessibility.
48/388 - 12.37% � Excellent
69/388 - 17.78% r Good
10/388 - 2.58% � Fair
0/388 - 0.00% �` Poor
173/388 - 44.59% r N/A
If you stopped at the Visitor Information Center, how would you rate the overall service you received?
70/388 - 18.04% r' Excellent
37/388 - 9.54% � Good
4/388 - 1.03% T Fair
1/388 - 0.26% �' Poor
How would you rate the location and access of this �sitor Cerrter?
49/388 - 12.63% r Excellent
51/388 - 13.14% � Good
7/388 - 1.80% {` Fair
0/388 - 0.00% t' Poor
123/388 - 31.70% �' Didn't stop at the Visitor Center
0/388 - 0.00% � Couldn't find the Visitor Center
Have you seen our print advertising?
Page 4 of 9 _
http://www.visitcarlsbad.com/admin/surveys/index.cfm?action=Combined&SurveyID=14 5/11/2006 -
Carlsbad Site Administration
170/388 - 43.81% t' Yes
184/388 - 47.42% �' No
Page 5 of 9
If you answered Yes to the previous question, please share with us those publications where you've seen
advertising about Carlsbad.
12/388 - 3.09% r Arthur Frommer's Budget Travel
49/388 - 12.63% I- Sunset Magazine
86/388 - 22.16% r California Visitors Guide
78/388 - 20.10% r San Diego Vacation Planner
3/388 - 0.77% r Preferred Destinations
1/388 - 0.26% � LA Family
6/388 - 1.55% I! National Geographic Traveler
9/388 - 2.32% r Vacations
0/388 - 0.00% (- Travel 50 & Beyond
13/388 - 3.35% (- Conde Naste Traveler
4/388 - 1.03% I- Where To Retire
8/388 - 2.06% I- San Diegan
8/388 - 2.06% r Phoenix Magazine
8/388 - 2.06% (! California Tour and Travel
30/388 - 7.73% r VIA Magazine (AAA)
5/388 - 1.29% r Phoenix Magazine
3/388 - 0.77% I- Sacramento Bee, Fresno Bee, Modesto Bee
0/388 - 0.00% r The Antelope Valley Press
13/388 - 3.35% I! Orange County/Anaheim Visitors Guide
2/388 - 0.52% I- OC The Place
Other, please specify 14 Answers [�ew ]
How did you first hear about Carlsbad?
158/388 - 40.72% � Family and Friends
64/388 - 16.49% r Internet
8/388 - 2.06% r Travel Agent
26/388 - 6.70% �` California Visitors Guide
15/388 - 3.87% {` AAA publications (magazine and/or travel books)
15/388 - 3.87% r"' Newspaper or magazine story
3/388 - 0.77% t` By visiting one of the Official California Welcome Centers
4/388 - 1.03% �` Televison
Other, please specify � 79 Answers [ View ]
What is the likelihood you will visit Carlsbad within the next 2 years?
206/388 - 53.09a/o r l definitely plan to be back within two years
80/388 - 20.62% r' There's a good likelihood I'll be back
77/388 - 19.85% �' Not sure
http://www.visitcarlsbad.com/admin/surveys/index.cfin?action=Combined&SurveyID=14 5/11/2006
Carlsbad Site Administration
Did your most recent visit to Carlsbad meet your every expectation?
309/388 - 79.64% �' Yes
14/388 - 3.61% �' No
46/388 - 11.86% � I haven't yet visited Carlsbad
Page 6 of 9
Excluding what you may have paid for lodging accommodations, what do you estimate your travel party
spent during your most recent visit to Carlsbad?
10/388 - 2.58% r' $50 - $99
48/388 - 12.37% �` $100 - $250
81/388 - 20.88% {` $250 - $499
69/388 - 17.78% t` $500 - $749
25/388 - 6.44% �' $750 - $999
63/388 - 16.24% � $1000 - $1999
26/388 - 6.70% r $2000 - $4999
3/388 - 0.77% r $5000 or more
How far in advance did you plan your trip to Carlsbad?
37/388 - 9.54% � Less than one month
77/388 - 19.85% �` 1- 2 months
104/388 - 26.80% � 3- 4 months
61/388 - 15.72% t' 5- 6 months
14/388 - 3.61% r 7- 8 months
12/388 - 3.09% �' 9- 10 months
12/388 - 3.09% t' 11 - 12 months
17/388 - 4.38% t` Over 12 months
Which months are you more likely to visit Carlsbad?
11/388 - 2.84% �' Jan
13/388 - 3.35% �` Feb
31/388 - 7.99% � March
34/388 - 8.76% �"' April
35/388 - 9.02% �' May
55/388 - 14.18% �` June
48/388 - 12.37% �` July
52/388 - 13.40% �` August
30/388 - 7.73% �' Sept
20/388 - 5.15% �' Oct
15/388 - 3.87% � Nov
13/388 - 3.35% � Dec
What is your household income?
http://www.visitcarlsbad.com/admin/surveys/index.cfin?action=Combined&SurveyID=14 5/11/2006
_ Carlsbad Site Administration Page 7 of 9
1/388 - 0.26% � Under $15,000
9/388 - 2.32% �` $15,000 - $29,999
25/388 - 6.44% r $30,000 - $44,999
30/388 - 7.73% r $45,000 - $59,999
39/388 - 10.05% �` $60,000 - $74,999
26/388 - 6.70% r" $60,000 - $74,999
41/388 - 10.57a/o �' $75,000 - $89,999
40/388 - 10.31% � $90,000 - $104,999
26/388 - 6.70% �` $105,000 - $119,999
80/388 - 20.62% � $120,000 or more
How would you rate your overall satisfaction level with Carlsbad?
223/388 - 57.47% {` Excellent
88/388 - 22.68% �` Good
11/388 - 2.84% {' Fair
0/388 - 0.00% � Poor
27/388 - 6.96% r I haven't yet visited Carlsbad
Rate the level of customer service you received while visiting Ca�lsbad?
166/388 - 42.78% r Excellent
147/388 - 37.89% �' Good
7/388 - 1.80% t` Fair
0/388 - 0.00% �' Poor
26/388 - 6.70% � I haven't yet visited Carlsbad
How important is the concept of public safety when selecting a destination where you would like to spend a
long weekend or vacation?
291/388 - 75.00% r Very important
66/388 - 17.01% �" Somewhat important
5/388 - 1.29% t" Not important
How important are lifeguards at the beaches where you recreate?
143/388 - 36.86% r Very important
143/388 - 36.86% � Somewhat important
74/388 - 19.07% �` Not important
If you used the beachwalk along Carlsbad Village Boulevard or walked along the seawall, how would you rate
your experience?
218/388 - 56.19% �" Favorable
6/388 - 1.55% � Unfavorable
92/388 - 23.71% �` I didn't stroll the beachwalk or seawall
http://www.visitcarlsbad.com/admin/surveys/index.cfin?action=Combined&SurveyID=14 5/11/2006
Carlsbad Site Administration
Did you find the Carlsbad �sitor Guide to be informative and useful?
321/388 - 82.73% �" Yes
8/388 - 2.06% �' No
How would you rate directional signage throughout Carlsbad, including signs directing you to the �sitor
Information Center, LEGOLAND or other attractions and points of interest?
102/388 - 26.29% r Excellent
176/388 - 45.36% �` Good
33/388 - 8.51% �' Fair
1/388 - 0.26% t` Poor
29/388 - 7.47% �` I haven't yet visited Carlsbad
How would you rate the quality of beaches in Carlsbad?
116/388 - 29.90% �' Excellent
135/388 - 34.79% �' Good
li/388 - 2.84% �' Fair
3/388 - 0.77% r` Poor
55/388 - 14.iS% {` I didn't go to the beach
31/388 - 7.99% r I haven't yet visited Carlsbad
How would you rate the selection and variety of restaurants in Carlsbad?
109/388 - 28.09% r Excellent
185/388 - 47.68% {' Good
20/388 - 5.15% t` Fair
0/388 - 0.00% �' Poor
30/388 - 7.73% t" I haven't yet visited Carlsbad
How would you rate nightly entertainment in Carlsbad?
20/388 - 5.15% t` Excellent
60/388 - 15.46a/o �' Good
25/388 - 6.44% r Fair
3/388 - 0.77% t` Poor
212/388 - 54.64% t' I didn't take advantage of the nightly entertainment options
31/388 - 7.99% t` I haven't yet visited Carisbad
How would you rate pedestrian crosswalks along Carisbad Village Boulevard (the roadway running parallel
to the beach)?
80/388 - 20.62% t` Excellent
182/388 - 46.91% r Good
19/388 - 4.90% t' Fair
4/388 - 1.03% � Poor
Page 8 of 9 _
http://www.visitcarlsbad.com/admin/surveys/index.cfin?action=Combined&SurveyID=14 5/11/2006
_ Carlsbad Site Administration Page 9 of 9
_ 34/388 - 8.76% � I haven't yet visited Carlsbad
How would you rate Carlsbad for providing things to do for children?
95/388 - 24.48% �` Excellent
132/388 - 34.02% r Good
18/388 - 4.64% r` Fair
1/388 - 0.26% r Poor
88/388 - 22.68% �'" I don't have kids, so it really doesn't matter to me
_ Are rising gas prices straining your travel budget?
�' 238/388 - 61.34% � Yes
- 125/388 - 32.22% �' No
If you answered Yes in the previous question, will you reduce the frequency of travel, perhaps even to
Carlsbad, if gas prices remain high or continue to escalate?
~ 173/388 - 44.59% �` Yes
96/388 - 24.74% � No
[ Bac__k_ to Manage Survey ]
0
- http://www.visitcarlsbad.com/admin/surveys/index.cfm?action=Combined&SurveyID=14 5/11/2006
Carlsbad Convention & Visitors Bureau
�
r
,—
Tourism Marketing Plan for a
Business Improvement District Funded Bureau
SMG
'� 5 T R A T E G I C
I M A R K E T I N G
' G R O U P
P.O. Box 10109 South Lake Tahoe, California 96158 (530) 541-2A62 FAx (530� 541-8720 www.smgonline.net
Car/sbad Convention & Visrtors Bureau
Table of Contents
Section 1: Project Overview
I. Introduction
II. Project Goals & Objectives
III. Elements of Carlsbad Tourism
Section 2: Macro Trends
I. California Macro Trends
II. California Economic Trends
III. California Demographic Trends
IV. Travel, Social and Cultural Trends
Section 3: Micro Trends
I. Size and Scope of the Carlsbad
Tourism Market in Perspective
II. City of Carlsbad Lodging Industry Overview
Section 4: Carlsbad Product Experience
I. Product/Experience Profile
II. Visitor Benefits
III. Carlsbad Strengths, Weaknesses,
Opportunities and Threats
Section 5: The Competition
I. Direct Competitors
II. Indirect Competitors
Section 6: Carlsbad CVB Mission, Goals & Objectives
I. Carlsbad CVB Mission Statement
II. Goals
III. Core Objectives
Section 7: Marketing Opportunity & Target Markets
I. Carlsbad Marketing Opportunity
II. Target Markets
Section 8: Marketing Strategies
I. Branding/Positioning
II. Differentiate the Destination
III. Generate Room Nights
Section 9: Carlsbad CVB Business Model
Section 10: Carlsbad CVB Business Model Action Plan
Brand Building Stage:
I. Advertising/Promotions/SalesNisitor Information
II. Strategic Partners
III. Public Relations/Community Education
Implementation Stage:
I. Website EnhancementsNisitor Communication
Brand Loyalty Stage:
I. Collect Visitor Information/Measurement
Section 11: Organizational Structure
Section 12: Carlsbad CVB Budget
Appendix
'SMG
2
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6
8
8
9
10
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Strategic Marketing Plan
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Carlsbad Convention & Visitors Bureau Strategic Marketing P1an
Section 1: Project Overview
I. Introduction
For many years, tourism funding for tourism promotion organizations has primarily been funded
through the collection of Room Tax (Transient Occupancy Tax) levied on visitors when they stay
at a local lodging facility. The tax is then collected by the appropriate jurisdiction, either County
or City, and the collected tax funds flow into a general fund.
At that point local jurisdictions have funded tourism by reinvesting those collected funds towards
programs implemented by tourism promotion organizations. In some cases, the amount funded
is decided by formula, but in many cases it is allocated based on competing budget priorities,
often times against popular programs like police and fire protection, recreation, etc. To date,
many tourism promotion organizations have been able to maintain funding and, in some cases,
increase funding levels through this model. But times are changing.
Over the past five years, the State of California has faced significant budget challenges. State
politicians have increasingly turned to appropriating local funds as one method of balancing the
State budget. This action has put increased pressure on local cities and counties and, as a
result, many regions have seen tourism funding reduced or cut entirely.
To combat this trend and restore a source of funding that cannot be allocated for other
purposes, many tourism communities are implementing Hotel/Tourism Business Improvement
Districts (BIDs). These improvement districts have been formed in a number of situations by
local lodging operators to specifically fund tourism promotion efforts.
In the BID process, local lodging operators agree to self-assess themselves, collect the money
and pass the funds onto a designated tourism promotion organization, most often the
convention and visitors bureau. This process has already been implemented in a number of
communities in California and will continue to occur in the future. Quite a few communities are
planning to develop a BID as a hedge against potential future reductions that would threaten
tourism-based economies.
This process should be viewed as an investment by the lodging community. Not unlike the
investment an individual might make with their own hard-earned dollars. To this end, the
Strategic Marketing Group (SMG) was retained by the Carlsbad Convention and Visitors Bureau
to develop the following marketing plan in conjunction with the Carlsbad tourism community. In
this plan SMG seeks to clearly identify the potential challenges and opportunities, marketing
programs, organizational structure and Return on Investment (ROI) the Carlsbad tourism
community may achieve with the anticipated BID funds. This plan should aid potential
participants in assessing the viability of this tourism investment and identify the future direction
for tourism marketing efforts.
II. Project Goal & Objectives
A. Project Goal
To provide the Carlsbad Convention 8� Visitors Bureau (Carlsbad CVB) and the local tourism
community with a comprehensive plan for future tourism promotion efforts utilizing anticipated
BID funds.
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Carlsbad Convention & Visitors Bureau
D. Project Design
The project design consisted of the following three phases:
Carlsbad Project Scope
Phase 1 Phase 2
Data/Information � Data/lnformation �
Collection Analysis
Phase I: Data/lnformation Collection
Strategic Marketrng Plan
Phase 3
Business Model
DevelopmenU
Final Marketing Plan
Data and information collection consisted of a number of distinct activities that included
interviews, a review of information from Carlsbad, as well as industry information from outside
the area.
1. Locallnterviews
SMG conducted individual interviews with key members of the Carlsbad tourism community.
Interviews included individuals from local government, the lodging industry, and the Carlsbad
Convention & Visitors Bureau. While these interviews were wide ranging, several important
themes became apparent and are summarized below:
- There is very good support for the Business Improvement District in Carlsbad with the
funds to be used for tourism promotion.
- There is a strong interest in the funds going to the Carlsbad Convention & Visitors
Bureau to implement tourism promotion programs on behalf of the community.
- Those interviewed recommended that a key program should be to help build the
Carlsbad brand and increase awareness within the marketplace.
- A number of those interviewed indicated the BID funds were also necessary because
additional lodging inventory would be available within the next few years and would
have an impact on the lodging industry.
- Developed programs need to be able to benefit all aspects of the lodging industry and
be measurable and actionable.
2. Carlsbad Information
SMG reviewed a significant amount of information from Carlsbad and the tourism/hospitality
industry including the following:
- All materials produced by the Carlsbad Convention & Visitors Bureau including
the current CVB Marketing Plan
- Lodging and Transient Occupancy Tax data and information
- Smith Travel lodging information
- Correspondence regarding the Business Improvement District
- Relevant newspaper clippings
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Carlsbad Convention & Visitors Bureau
Strategic Marketing Plan
3. Industry Information
Travel data relevant to Carlsbad and San Diego County was obtained from the California Office
of Tourism including the following:
- California Travel Impacts by County, 1992-2003
- California Transient Occupancy Tax by Jurisdiction
Phase II: Data/Information Analysis
SMG conducted a thorough analysis of the collected data in order to fully understand the current
marketplace, the competition, and Carlsbad's strengths, weaknesses, opportunities and threats.
Phase III: Final Strategic Marketing Plan
Following the comprehensive analysis, SMG developed a long-term plan outlining target
markets, marketing opportunities, strategies and action steps for achieving Carlsbad's identified
goals and objectives.
5
Carlsbad Convention & Vrsitors 8ureau
� Cooperation
Strategic Marketing Plan
The primary tourism organization needs to foster cooperation befinreen other tourism
promotion organizations as well as the greater political community.
• Vision
The primary tourism organization needs to provide a vision for the greater community.
Community Benefits
If all of these components work in unison along with the necessary resources and funding, the
local community should benefit in a number of areas including:
• Positive Return on Investment (ROI) to those that have invested in tourism promotions
• Enhanced quality of life -
Recognition of the importance of protecting natural elements which add to visitor satisfaction
as well as local quality of life.
• Improved infrastructure and local services -
Tourism generated tax dollars can play an important role in municipal and county funding for
local services.
• Jobs and business improvement -
Tourism often adds to the revenues that, in turn, increase employment and strengthen local
business.
• Enhanced image and economic development value which will help to attract and retain
business entities
With the advent of the BID, Carlsbad will have made a significant change in how it funds
tourism, which has historically been funded through the general fund.
� 7
Car/sbad Convention & Vrsrtors Bureau
Strategic Marketing Plan �
IV. Travel, Social and Cultural Trends
In addition to the changing economic and demographic characteristics, Americans' travel,
cultural and social changes, as well as recent terrorist attacks are also impacting travel and
tourism throughout the country. Below are several important trends occurring nationwide:
• The lmportance of Families
The American family is becoming an important focus fueled primarily by the aging of
baby boomers, the inward turn or "cocooning" of the family unit, and continued
threats of terrorism. This trend stresses the importance of quality family time and
demands that destinations address the needs of this important market in order to
stay competitive. It is important to note that this trend involves a broad definition of
families including traditional families, blended families and single head of household
families.
Additionally, as the population ages more focus has been placed on
intergenerational vacations, which might include grandparents and grandchildren,
involved in activities that engage both.
• An Increasing Focus on Children
Along with the importance of family travel is the trend to focus vacation plans around
children. This increasing interest in the family and children offer many destinations a
growth opportunity for the future.
• An Increasing Interest in Health and Fitness
Americans are becoming more aware of health and fitness issues and their
importance. As such, interest in outdoor activities like hiking, biking, golf, tennis,
birding, fishing, etc. has grown.
• /ncreased Value
Today, people are constantly looking for increased value, no matter what the
purchase. Destinations must continually look for ways to provide additional value and
benefits to increase visitation.
• /ncreased Cultural Awareness
More and more travelers are celebrating the cultural differences that exist within the
country. As a result of this trend, greater numbers of travelers are interested in
attending a variety of arts and cultural activities and events when considering a
vacation destination.
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Carlsbad Convention & Visitors Bureau
Strategic Marketing P/an
• Environmental lssues are Priority
Americans are increasingly more interested in environmental issues. This issue
impacts the selection of destinations as well as the selection of activities while on
vacation. Those destinations that place a strong emphasis on the environment will
have a competitive advantage over those that do not. Correspondingly, the rural
atmosphere has taken on more significance as travelers become more directly
involved in rural activities.
• View Time as Money
As people become increasingly pressed for time due to the hectic nature of their
lives, the impact is seen on vacation and travel. As has been written many times,
vacation trips have become significantly shorter in duration. Additionally, consumers
are looking for hassle free vacations placing greater importance on ways of booking,
and travel to and from destinations.
• Look for an Educational Component fo their Vacations
A growing number of travelers are not only considering activities, scenic beauty and
location in their trip decision criteria, but in many cases they are also looking to be
educated while on vacation. Local culture, skill development and general increased
knowledge are all becoming more of a priority.
• The lmpact of Technology
There can be no doubt about the impact of technology on society and the changes
that have resulted. This impact is also occurring within the travel industry with the
advent of the ►nternet, which has dramatically impacted distribution channels as well
as provided an advertising platform for even the smallest of destinations and
businesses. As technology has improved, many organizations now have the ability to
book live reservations beyond lodging. Many websites have even become a central
component of an organization's marketing efforts.
; SMG�
14
Carlsbad Convention & Visitors Bureau Strategic Marketing Plan
As can be seen from Table 9 on the previous page, Carlsbad offers a wide variety of tourism
activities and experiences for visitors to enjoy. In addition, the area is in close proximity to a
number of regional attractions not located in Carlsbad but accessible to the Carlsbad bed base.
These attractions serve as major demand drivers and provide an important opportunity to
leverage Carlsbad's price/location differential.
Figure 9
Regional Demand Drivers
Disneyiand
LocaC
Business LEGOLAND
Mexico San Diego
Zoo
City of
Carfsbad
San Diego
Major Golf Wild Animal
Courses Park
Casinos
Sea World
San Diego
� 22
Carlsbad Convention & Visitors Bureau
II. Visitor Benefits
Carlsbad's product attributes translate into a variety of visitor benefits.
ATTR/BUTES
❖ Recreation
❖ Historical/ Cultural
❖ Shopping
❖ Events
❖ Meetings and
Conference Facilities
Translate into
Strategrc Marketing Plan
BENEFJTS
➢ Fun Experience
➢ Quality Vacafion Experience
➢ PriceNalue
➢ Choice
➢ Fun Experience
Carlsbad's local character and availability of activities make it a classic California beach town
that provides a generally fun experience for all visitor segments.
➢ Quality Vacation Experience
Conveniently Iocated close to visitor markets, the natural beauty of the California coast and
proximity to major world class attractions allows for a high quality vacation experience.
➢ PriceNalue
Carlsbad provides visitors with a strong price/value experience. Prices that are very competitive
with other destinations for the unique combination of activities and experiences create a strong
sense of value that is very attractive to visitors.
➢ Choice
Carlsbad offers visitors a wide variety of choices that include seasons to visit, recreational
attractions, events, historic exhibits, lodging, dining and shopping.
� 23
Carlsbad Convention & Visitors Bureau
III. Carisbad Strengths, Weaknesses, Opportunities and Threats
StraYegic Marketing P/an
In order to build a sustainable competitive advantage, it is important to review the strengths and
weaknesses of Carlsbad as well as the opportunities and threats that will impact its future
success.
Carlsbad SWOT Analysis
Strengths
• Accessible Location
• Range of Lodging
• Beaches/Environment
• Attractions
• Lodging, Shopping and
Dining Infrastructure
Weaknesses
. interstate 5 Traffic
• Visitor Signage
•: SFtuttle Service
`• Loeat Knowledge of Visitor
Senriees '
�` Lack of City-wide Visitor
Profiie Qata
Opportunities
• Shoulder and Off Seasons
• Funding
• E�ended Stays
• Aquatic Center
• Proximity to Markets
• Size
• Environment
A. Destination Strengths
• Accessible Location
Threats
• Increased Competition
. indigent Population
• Locai Community
Receptivity to Tourism
Promotion
• Weak Corporate Travel
Carlsbad is located immediately adjacent to Interstate 5 with excellent proximity to core
Southern California markets. The area is also located about 30 miles north of San Diego
which provides excellent air access both domestically and internationally. Carlsbad also has
a local airport with two flights daily from Phoenix and six flights with connecting service
through Los Angeles.
• Range of Lodging
The City of Carlsbad offers an excellent variety of lodging opportunities that include major
destination resorts, mid-size branded properties and small locally-owned properties. This
variety satisfies the needs for a variety of customers at a number of different price points.
• Beaches/Environment
Carlsbad boasts excellent beaches and provides visitors with an excellent natural attraction.
Carlsbad has excellent beach access and supports a wide variety of water based
recreational activities.
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Carlsbad Convention & Visrtors Bureau
Strafegic Marketing P/an
C. Destination Opportunities
• Shoulder and Off Seasons
As was identified in the lodging seasonality section of this report, Carlsbad has significant
opportunity to increase its shoulder and off season visitation patterns.
• Funding
Perhaps one of the strongest aspects of Carlsbad is the fact that the lodging sector has
coalesced to support the creation of a Business Improvement District (BID) thus ensuring
tourism promotion funding for today as well as the future.
• Extended Stays
A significant opportunity is the potential to increase visitor length of stay. With the potential
of additional funding, Carlsbad may be able to attract segments that stay longer and provide
the destination with increased economic impact.
• Aquatic Center
An additional opportunity for the area is the development of a new Aquatic Center that will
allow for youth sports and competitions to be held in Carlsbad.
• Proximity to Markets
Southern California markets have excellent access to Carlsbad. While this proximity can
also cause a significant weekend visitor orientation, on the other hand it represents a
significant opportunity for attracting new visitor segments or mid-week business from nearby
under-developed markets.
• Size
The fact that the Carlsbad tourism community is small and manageable is a significant
advantage. The tourism community can maximize this advantage by using a consensus
process and getting ideas to the marketplace quicker than other larger competitors.
• Environment
As mentioned previously, one of the foremost attributes of the destination is the environment
which can provide long-term strategic opportunity for the destination and the CVB.
Developing sustainable tourism practices will protect the environment while providing a
revenue stream for the destination. Carlsbad would benefit by communicating to visitors the
importance and emphasis on maintaining/improving the environmental quality of the
destination. This not only helps to further position Carlsbad as a"good citizen" committed to
environmental preservation, it also coincides with a major consumer trend.
SMG;
26
Carlsbad Convention & Visitors Bureau
Santa Monica
Strengths:
• Central Los Angeles location
• Proximity to shopping/dining
• Beach
• Air and auto access
Weaknesses:
• Crowding
• Weekend orientation
www.santamonica.com
Strategic Marketing Plan
Competitive Focus: The Real Life Alternative
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San Diego
Strengths:
• Location, climate
• Excellent recreational opportunities
• Shopping/dining
• Excellent attractions
• Beach
• Air and auto access
Weaknesses:
• Crowding
• Weekend orientation
www.sandiego.org
Competitive Focus: Beach P/us
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Carlsbad Convention & Visitors Bureau Strategic Marketing Plan
III. Core Objectives
A. Branding/Differentiation/Communication
1. Build and strengthen the Carlsbad brand by positioning the destination as truly unique
and different from its competitive set. (See Section 5 page 28.)
2. Distinguish Carlsbad from the competition by positioning the destination within the
context of its core attributes: beach, recreation, community and culture. Additionally,
reinforce Carlsbad's position by utilizing and linking the available regional icons including
LEGOLAND, San Diego Zoo, Sea World, etc.
3. Increase brand loyalty through increased awareness of Carlsbad as a unique destination
with a reliable and unique visitor experience.
4. Effectively communicate key points of differentiation about the destination and the visitor
experience to target segments through a comprehensive marketing mix leveraged by
private and public sector strategic partners.
B. Targeting/Attracting
1. Target segments and educate them about the benefits Carlsbad offers in fulfilling their
vacation needs and desires by effectively positioning the destination's activities in a way
that encourages maximized travel spending.
2. Increase visitations from existing target segments to encourage repeat visits for different
times of the year and different occasions.
C. Strategic Partners
1. Strengthen existing public and private sector strategic partners from within Carlsbad as
well as outside Carlsbad.
D. Technology
1. Increase the use of technology to the fullest extent possible in an effort to attract new
and repeat visitors and to improve marketing efficiencies.
SMG�`'.
34
Carlsbad Convention & Visrtors Bureau
Section 7: Marketing Opportunity 8� Target Markets
Strategic Marketing Plan
I. Carlsbad Marketing Opportunity
If the CVB and the community can increase room sales through the CVB's leadership and
expanded marketing efforts, there can be significant room and revenue growth. Following are
two scenarios that outline potential Return on Investment (ROI).
Scenario 1: The Static Scenaria
• No new inventory is added.
• Average Daily Rate increases at 3% annually.
• Occupancy increases at about 1% annually.
• CVB wil! be responsrb/e for generating a minimum of 2% of occupancy.
Scenario 1
5 Year Projectlon
Base Year? Year 2 Year 3' Year 4 Year 5
Hotel Rooms 3,375 3,375 3,375 3,375 3,375 3,375
Rooms Available 1,231,875 1,231,875 1,231,875 1,231,875 1,231,875 1,231,875
OCCupanCy 69% 71% 73% 74% 75% 76%
Rooms Sold 849,994 874,631 599,269 911,588 923,906 936,225
Incremental Rooms 0 24,638 24,638 12,319 12,319 12,319
ADR $108 $111.24 $114.58 $118.01 $121.55 $125.20
Incremental Revenue $2,740,675.50 $2,822,895.77 $1,453,791.32 $1,497,405.06 $1,542,327.21
Incremental Cost $849,994 $874,631 $899,269 $911,588 $923,906
ROI $3.2 $3.2 $1.6 $1.6 $1.7
Gross 3 Year /ncrementa/ Ana/ysis Net 3 Year lncremental Analysis
Rooms Sold 73,104 Rooms Sold 73,104
Revenue $8,378,491 Revenue $8,891,255
Cost $2,623,894 Net Revenue $7,113,003.70
ROI 3.19 Cost $1,835,494
ROI 3.SS
Gross 5 Year Incrementa/ Ana/ysis Net 5 Year lncrementa/ Ana/ysis
Rooms Sold 123,190 Rooms Sold 123,190
Revenue $14,536,420 Revenue $14,536,420
Cost $4,459,388 Net Revenue $11,629,136.0
ROI 3.26 Cost $1, 835,494
ROI 6.34
Source: SMG
Assumptions:
1. CVB will contribute to a 2% annual increase in occupancy.
2. ADR will increase at 3% annually.
Notes:
1. The above revenue analysis is calculated on projected room revenue.
2. Incremental rooms are the difference between the current level of rooms sales and the projected increase in
room sold. Note the base is 0 and year 1 is 24,638.
3. Incremental cost in the projected CVB that will be used to generate incremental room sold.
4. Incremental analysis is calculated at 8°/a net revenue to hotels.
35
Carfsbad Conve»tion & Visitors Bureau Strategic Marketing Plan
Scenario 2: Increased Inventory Scenario
• New inventory is added. 332 units are added for two years.
. Average Daily Rate increases at 3% annually.
• Occupancy decreases and then recovers.
• CVB will be responsible for generating a minimum of 2% of occupancy.
Scenario 2
5 Year Projection
Sase Year i Year 2 Year 3 Year4 YearS
Hotel Rooms 3,375 3,375 3,707 4,041 4,041 4,041
Rooms Availabie 1,231,875 1,231,875 1,353,055 1,474,965 1,474,965 1,474,965
OCCupanCy 69% 70°/a 68% 66% 69% 70%
Rooms Sold 849,994 862,313 920,077 973,477 1,017,726 1,032,476
Incremental Rooms 0 12,319 57,765 53,400 44,249 14,750
ADR $108 $111.24 $114.58 $118.01 $121.55 $125.20
Incremental Revenue $1,370,337.75 $6,618,540.50 $6,301,916.15 $5,378,678.97 $1,846,679.78
Incremental Cost $849,994 $862,313 $920,077 $973,477 $1,017,726
ROI $1.6 $7.7 $6.8 $5.5 $1.8
3 Year fncrementa! Analysis
Rooms Sold 78,576
Revenue $8,564,784
Cost $2,632,384
ROI 3.25
5 Year lncremental Analysis
Rooms Sold 132,332
Revenue $14,556,520
Cost $4,623,586
ROI 3.15
Source: SMG
Assumptions:
1. CVB will contribute to a 1% annual increase in occupancy.
2. ADR will increase at 3% annually.
3. It is anticipated that approximately 667 new rooms will come on the market which is an increase in capacity of
approximately 20%. It is not known when the new rooms will come on the market and, as such, an assumption has
been made to split the inventory over 2 years.
It should be noted that in either scenario it will be important for the destination to increase
overall demand and focus CVB efforts to that end. Additionally, acts of terrorism and economic
uncertainty, increased competition as well as other issue may have a dramatic and negative
impact on either scenario presented in this reports
y:SMC3,;;
36
Carlsbad Convention & Vrsitors Bureau
Section 8: Marketing Strategies
Strategic Marketing Plan
In order to achieve its stated goals and to establish an effective long-term competitive
advantage, the Carlsbad Convention & Visitors Bureau must assist in successfully implement
three core strategies. These include destination branding, successfully differentiating the
destination, and facilitating the conversion of room sales by the private sector
Carlsbad Core Strategies
Branding • Differentiation • Conversion
I. Branding/Positioning
Located in close proximity to San Diego, Carlsbad needs to increase awareness of the destination
among its identified target segments by promoting its brand in every marketing initiative.
Brand Identity:
A brand is the way in which visitors perceive or distinguish a destination. Carlsbad's brand,
"Village by the Sea", helps to bolster one, all-inclusive identity that integrates all of the
destination's primary attributes — environment, recreation, community and culture -- to create an
indelible impression in the mind of the consumer.
A brand not only serves to unify all of the Carlsbad Brand Identity:
assets/attributes of a destination under one identity. "Village by the Sea"
It also works to unify the community and encourage
it to provide the highest quality standards and Environment • Recreation • Community • Culture
customer service that will further strengthen the
brand and customer loyalty.
Brand Awareness and Customer Loyalty:
As time becomes increasingly scarce, consumers
will first turn to highly visible brand names when
planning a purchase decision. Consumers want an
assurance of quality when they don't have the time,
opportunity or ability to inspect alternatives. This
positive behavior is reinforced by the constant
visibility of a brand using mediums and
communication efforts that reach the target
segment. A brand representing leadership, success,
quality and excitement can create a genuine
connection with the consumer.
Target Market Segments
Brand Awareness:
Educate Target Segments via
Carlsbad CVB Business Model
Brand Recognition:
Familiarity of the Carlsbad brand leads
to Recall & Preference
These positive associations can motivate a buying Brand/Customer Loyalty:
decision that is both emotionally and functionally Increased Visitations to Carlsbad
driven and is positively reinforced when the
experience meets the expectation. As such, the
Carlsbad CVB, lodging properties, attractions and all visitor oriented businesses should strive to
consistently offer exceptional customer service beginning with the information gathering process
to the actual visitor experience. The continual and dedicated commitment by each community
member, tourism agency and business to provide a positive overall experience will help to build
brand awareness, reinforce positive brand associations, and generate customer (brand) loyalty
�.iJ l� r i 39
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Car/sbad Convention & Vrsrtors Bureau
Strategic Marketing Plan
among target segments. Above all, a highly loyal customer base can be expected to generate
repeat visitations and revenue flow.
It is critical that the key points of differentiation that help to build the Carlsbad brand continue to
be interwoven and communicated throughout all aspects of the CVB's and the private sector
marketing efforts over the long-term. With only a limited budget (even with the added BID
funds), the CVB can increase the visibility of its brand through the following marketing and
promotional initiatives:
❖ CVB website and collateral materials.
❖ Logo exposure on all partner (private sector) promotional pieces, i.e., website, signage,
brochures, etc.
❖ Strategic partnerships with public and private sector inside and outside of Carlsbad.
❖ Public relations efforts that are targeted to key segments.
❖ Sales activities that represent the destination.
All of these efforts must be of the highest quality possible to support and complement the
Carlsbad brand identity and to continually build positive brand associations for both new and
repeat visitors.
SMG":
40
Carlsbad Convention & Visitors Bureau Strategic Marketing Plan
B. Increase Frequency of Existing Visitors
In addition to attracting new users as a core strategy to increase occupancy levels, the Carlsbad
CVB and the local community must continue to implement programs to increase the frequency
of its existing visitors and to build brand loyalty. Creating awareness for another season or
specific events provides visitors with new reasons to consider the destination and make another
trip. At the property level, bounce back (return guest) programs and the distribution of future
event and activity information can be implemented. Frequency should be based on providing
visitors with another reason to visit/return.
C. Increase Length of Stay
Another effective strategy is to increase the length of stay of visitors. This can be accomplished
by presenting the destination to potential new visitors as a multi-day visit by continually
promoting the wide variety of activities available. Additionally, private sector incentives can be
included such as special packages or other value-added promotions/programs in an effort to
increase visitor length of stay.
� az
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Carlsbad Convention & Visitors Bureau
B. Promotions
CORE TACTICS: (Note ♦= In progress by CVB)
➢ Mid-Term
Strategic Marketing Plan
1. Develop unique promotions on a regular basis designed to keep Carlsbad top of mind
among target market segments and to attract new and repeat visitors year-round. Carlsbad
may want to consider retaining a promotions firm to develop promotions paid on a
commission basis.
2. Identify promotional partners that reflect the core destination attributes and values of
Carlsbad. Potential partners could include:
• Automobiles, SUVs
• Department stores
• Financial services (Bank affinity programs)
• Specific retail partners such as Best Buy, Circuit City, Macy's, Target etc.
• Develop promotions that include print and online media support to help build
awareness for Carlsbad and promotional partner(s).
➢ Long-Term
3. ln order to build shoulder season business, work with the tourism community to develop a
promotion to support the special events and seasons.
4. Identify key annual signature promotion/event that helps to reinforce Carlsbad's image and
brand identity, as well as to attract visitors during targeted seasons.
5. Link promotions with media placements as value-added elements.
6. Develop a system to measure the effectiveness of promotional efforts at building the brand
in the minds of target market segments and for driving usage to www.visitcarlsbad.com.
C. Sales
CORE TACTICS: (Note ♦= In progress by CVB)
➢ Short-Term
Currently, the CVB sales effort is contracted out to the San Diego North Convention 8� Visitors
Bureau via a separate contract with the City of Carlsbad. In the future, the Business
Improvement District may continue that arrangement or have the Carlsbad CVB develop and
implement a sales program internally managed by the bureau. The following action items are
identified in case the BID Advisory Committee decides to do the latter and bring sales in-house
to the Carlsbad CVB.
1. Act as a catalyst to the private sector for developing a unified approach for attracting meetings
and conferences to Carlsbad. The CVB should serve as a catalyst for the Carlsbad lodging
community and develop approaches that create awareness for the destination as a meetings
and conference location, and allow the private sector to make the sale.
� 48
Carlsbad Conventron & Visitors 8ureau
Strategic Marketrng Plan
2. Develop annual sales plan to target Corporate/lncentive, Association, SMERF and
Governmental segments in an effort to meet group sales rooms sold goals.
3. Develop an appropriate sales material kit in conjunction with the private sector to present a
unified destination presentation.
4. Develop a Sales Committee from the private sector to assist and support the CVB sales
efforts.
5. Adapt the core Carlsbad creative message to the group meeting segment stretching the
Carlsbad brand beyond the leisure travel segment.
6. Encourage add-on days to meeting and conference visitors by presenting the destination as
one that offers much to see and do beyond business.
7. Develop collateral support materials that can be used to get the attention of target segment
decision makers.
8. Develop a measurement system that properly identifies the CVB role in assisting the private
sector as well as the number of groups and room nights the CVB books.
9. Continue to distribute Carlsbad promotional CD/video to educate target segments about the
area. ♦
� Mid-Term
10. Provide meeting and conference organizers with a"Carlsbad Tool Kit" that includes all the elements
needed to sell the destination, i.e., photos, brochures, etc. and other materials as needed.
11. Implement specific communication programs to targeted publications and online media database
resources that serve meetings and conference organizers.
12. As part of the website, develop a meetings and conference section, in conjunction with the private
sector, which is designed to direct meeting and conference planners to a final property.
13. Implement "Carlsbad on the Road" concept as outlined in the exiting CVB marketing plan to key
contacts in both regional and drive markets through a coordinated series of sales and media
presentations.
D. Visitor Information
CORE TACTICS: (Note ♦= In progress by CVB)
➢ Short-Term
1. Continue to operate the Carlsbad Visitor Information Center providing comprehensive
information to Carlsbad visitors and residents. ♦
2. Continue to publish the Carlsbad Visitors Guide. ♦
➢ Mid-Term
3. Work with the City to improve directional signage throughout Carlsbad to the Carlsbad
Visitor Information Center.
= � ,�; as
Carlsbad Convention & Visitors Bureau
r-
Strategic Marketing P/an
4. Develop satellite information kiosks at various locations in Carlsbad in an effort to communicate to
visitors the variety of activities in the area.
II. Strategic Partners
Based on Carlsbad's limited financial resources even with BID funds, establishing strong
strategic partners are an important part of potential future success. Solicited partners must
serve to drive and support the Business Model and to help build the exposure of the Carlsbad
brand. Appropriate partners should have similar objectives as the CVB such as high quality
standards, message and brand exposure, and target market segments.
Objectives:
1. Leverage Carlsbad's advertising, public relations, sales and marketing activities through
mutually beneficial programs with identified strategic partners a minimum of a$1:$1 ratio.
2. Reinforce the quality and uniqueness of Carlsbad's destination experience through the
alliance with appropriate strategic partners that project and promote the same high quality.
3. Enhance the positive image and brand identity of Carlsbad to strategic partner audiences.
CORE TACTICS: (Note ♦= In progress by CVB)
➢ Short-Term
1. The Carlsbad CVB should maintain strong partnerships with the San Diego Convention &
Visitors Bureau as well as the San Diego North Convention & Visitors Bureau leveraging the
efforts of these and other private sector partners. These organizations should review the
potential for increased cooperation in the following areas:
• Leisure Sales Trade Shows - Identify shows that can be executed cooperatively when
possible, designed to represent the entire region utilizing collateral materials and sales
personnel.
• Website — Maintain links between each organization. ♦
• Advertising - Explore the development of a cooperative advertisement to be used for
specific media placements and to leverage the CVB media budget.
2. The CVB should maintain and further strengthen a strong partnership with the constituent
lodging industry as well as other pubic and private sector attractions. ♦
➢ Mid-Term
3. The CVB should continue to identify potential opportunities with the State of California Office
of Tourism given the state's shift to encourage more in-state travel. Identify potential public
relations and website opportunities. ♦
50
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Carlsbad Convention & Visitors Bureau
Strategic Markefing Plan
9. Host an annual Carlsbad familiarization trip that attracts writers from targeted publications
that match the target segments.
10. Continue to offer individualized familiarization trips to targeted writers and publications. ♦
11. Continue to leverage and support paid media placements with public relations activities. ♦
12. Continue to target media in specific markets to support the overall marketing efforts. ♦
13. Develop an annual public relations blitz where the community visits targeted Southern
California media and provides them with press kits, promotional items and story ideas.
14. Continue to utilize the existing advertising equivalency system for measuring the
effectiveness of public relations efforts. ♦
➢ Long-Term
15. Develop a content analysis to assess the written articles to ensure they include the core
message elements.
16. Implement a survey for targeted writers and publications to establish a baseline of
perceptions regarding Carlsbad. Conduct periodical reviews with these journalists by
developing additional surveys to measure changes in perception.
B. Community Education
CORE TACTICS: (Note ♦= In progress by CVB)
➢ Short-Term
1. Continue ongoing communication programs with strategic partners as well as city and local
tourism industry officials. ♦
2. Continue to educate and obtain support from the local community for Carlsbad tourism.
Develop an Executive Director weekly or monthly email to lodging, tourism and government
officials designed to keep them up to date on CVB activities. ♦
3. Explain to local tourism officials how the new CVB Business Model will work to provide even
more opportunities for businesses to improve their marketing programs, as well as to track
the number of inquiries (leads) that are generated via the CVB.
4. Develop a specific approach to educate locals about how tourism can help preserve the
quality of life while generating revenues for city/community services.
➢ Mid-Term
5. Develop an annual tourism conference inviting all aspects of the Carlsbad community to
inform and educate them about the continued importance of tourism to both the economy
and the environment.
6. On a rotating basis, concierge and front line staff from Carlsbad resorts and hotels should
be invited to participate in the monthly hotel committee luncheons.
SML�`'
52
Car/sbad Convention & Visitors Bureau Strategrc Marketing Plan
1. In order to ensure that the primary marketing objectives are achieved, the Carlsbad website
- should be reviewed to confirm that the site's structure encourages visitors to take the
_ desired actions (i.e. sign up for email newsletters, click through to properties, etc.). Clicks to
the desired actions should be minimized as much as possible, and copy should be reviewed
- to ensure that it encourages desired actions. ♦
^ 2. The individual pages within the site should be reviewed to ensure that the title tags include
' relevant keywords (note: while many of the pages accessed by the top navigation bar to
- feature individual title tags, those pages accessed by the left hand navigation bar do not. It
is unclear if that is caused by the site's structure or not.) ♦
- 3. Carlsbad should consider adding a blog to its site as a means of drawing visitors back to the
_ site regularly, creating new content (thus making it more search engine friendly), and
extending the Carlsbad brand. Other destinations have begun implementing blogs with
- success (i.e. http://www.visitrenotahoe.com, http://www.visitpa.com/visitpa/home.pa )
f B. Search Engine Marketing
, CORE TACTICS: (Note ♦= In progress by CVB)
" ➢ Short-Term
1. Continue to investigate implementing a paid search campaign (i.e. Google Adwords), in
'� order to compete with neighboring destinations and others who use the Carlsbad brand to
- drive traffic. ♦
2. Continue to refer to its web logs to determine what keywords and keyword phrases are
driving traffic. It should also determine what other websites are using those words and
_ phrases in paid search campaigns, and whether those sites should be competed against
(i.e. San Diego CVB) or not (i.e. a Carlsbad property). ♦
� C. Email MarketingNisitor Communication
�' CORE TACTICS: (Note ♦= In progress by CVB)
�
➢ Short-Term
_ 1. Carlsbad CVB should continue to grow its email database through more prominent sign up
forms, sponsorships/ads in other targeted travel email newsletters, and promotions. ♦
- 2. An editorial calendar should be developed for the year, and a consistent send date should
be determined (i.e. second week of every month).
- 3. The newsletters should have trackable links for measurability. To that end, the CVB should
l_ continue working with its outsourced email service provider. ♦
- 4. The CVB should continue list segmentation, in order to ensure that its subscribers receive
� only that information that interests them. Categories for consideration include `specials and
deals', `outdoor adventures', etc. ♦
_ 5. Review of the open and click through rates of each newsletter must be implemented in order
to revise copy and strategy as needed.
• Brand Loyalty Stage
� � 54
�
Carlsbad Convention & Visitors Bureau
Strategic Marketing Plan
�
I. Collect Visitor Information/Measurement
_ In order to determine if the new Carlsbad competitive strategy is achieving the stated goals and
objectives, it is imperative that the CVB creates a comprehensive system to measure the
' effectiveness of all marketing initiatives that are driving the Business Model. In addition to
_ measuring marketing programs, the CVB should implement the appropriate research in order to
better understand its current visitor behavior, to identify specific target segments and to
- determine membership needs. Together, these measurement tools will assist the CVB in the
- further refinement of its efforts to build the Carlsbad brand and to increase business levels over
the next 3 years.
-- Objectives:
1. To refine marketing and promotional efforts which drive the Carlsbad CVB Business Model in
order to improve marketing efficiencies and to maximize limited resources.
^ 2. To understand the CVB target market segments in order to adjust marketing programs to fit
� their needs and to match communication mediums.
� 3. To continue to gather useful feedback from the Carlsbad lodging properties and attractions
`� about the new Business Model, marketing strategy and specific programs in order to assess
- future programs and membership participation.
4. To create a virtuous marketing cycle to help identify which programs are fulfilling the
continual process for success.
� CORE TACTICS: (Note ♦= In progress by CVB)
➢ Short-Term
- 1. Select and implement appropriate tracking measures. Included in the appendix section of
this plan, SMG has provided a wide variety of ineasurements for consideration. Continue to
collect and distribute data generated from the website including user sessions and tracking
� to individual Carlsbad lodging properties.
^ 2. Develop an Internet survey to track the effectiveness of inedia placements and all marketing
� programs in order to make continual improvements to the overall system.
3. Encourage each lodging property and attraction to collect demographic and marketing data
in order to provide more information and insight to the CVB about the Carlsbad visitor.
� 4. Develop current visitor profile collection process and develop a periodic year-round visitor
profile study of visitors to the Carlsbad area. The visitor profile study should include
- questions that identify the characteristics, behaviors and attitudes of visitors to the area and
__ should include information collection throughout the city. The collected information should
be made available to the private sector in an effort to gain insight about the Carlsbad visitor.
� The CVB should also use the collected information to adjust and refine efforts.
f 5. As was mentioned previously, the CVB should also invest in research of the meetings and
" conference segment in an effort to refine and improve marketing efforts.
6. As was mentioned previously, the CVB should develop a study of Carlsbad public relations
efforts designed to understand targeted publications' and writers' perceptions of Carlsbad.
� 56
0
Carlsbad Convention & Visitors Bureau
Strategic Marketing Plan
7. In conjunction with the City of Carlsbad develop updated visitor economic impact study to
understand the total economic impact of visitors to the area.
8. Continue to implement and refine tracking of visitors to the Carlsbad Visitor Information
Center including the collection of year-round visitor data as well as specific seasonal
information. �
9. Continue to collect PKF and/or STAR lodging information and utilize on an ongoing basis. ♦
➢ Mid-Term
10. On a quarterly, annual or semi-annual basis, the CVB should develop a report using all
available tourism performance indicators. ♦
11. Work with the City of Carlsbad to publish a monthly T.O.T. lodging report that would include
the following:
• Total rooms available
• Total rooms sold
• Average room rate
• Total room revenue
• RevPar
• Total T.O.T. collected
• Room availability by property size (# of units)
• Rooms sold by property size (# of units)
• Average room rate by property size (# of units)
• Occupancy
��',� 5�
Carlsbad Convention & Vrsitors Bureau
Strategic Marketrng Plan
C. Marketing
• Responsibie for the management and implementation of the organization's marketing
efforts including advertising, brand management, website enhancements, online efforts,
visitor information and research and measurement programs. Reports to the Executive
Director.
D. Sales
• Responsible for the management and implementation of the organizations sales efforts.
Reports to the Executive Director.
• This department would also include a Sales Assistant to implement inside sales
activities.
E. Office Manager/Controller
• Provides overall office and financial management services.
F. Visitor Center
• Provides ongoing visitor information services about Carlsbad.
_ �� c�°
59
Carlsbad Convention & Visrtors Bureau
Figure 11
Projected Budgef A!locations
� Reserves, 5%
Hospitality
Schlorships, 1% ���
� �
Research, 2% �� ��� ;
,
Special Events, ��
2%
Payroll &
Incentives, 34%
Visitor Center ,�
Operations, 7%
Strategic Marketing Plan
Leisure
- Marketing
:� Programs, 28%
Group
� Marketing
Programs, 16%
' Internet, 5%
�'� � : s�
Carlsbad Convention & Visitors Bureau
APPENDIX
Strategic Marketing P/an
� sz
Carlsbad Conventron & Visitors 8ureau
Program Measurement Resources
Strategic Marketing Plan
I. Travel Trade Sales Activity Measures, Performance Measures, and Productivity
Metrics
A. Travel Trade Sales Activity Measures
1. Tradeshows attended/exhibited
a. Number of tradeshows
b. Number of co-op partners participating
c. Co-op monies generated (actual and in-kind)
2. Familiarization tours
a. Number of familiarization tours
b. Number of participants (travel trade only)
c. Number of co-op partners participating
d. Co-op monies generated (actual and in-kind)
3. Sales missions (with industry partners)
a. Number of sales missions
b. Number of co-op partners participating
c. Co-op monies generated (actual and in-kind)
4. Number of sales calls
5. Client events
a. Number of client events
b. Number of participants (travel trade only)
c. Number of accounts
d. Number of co-op partners participating
e. Co-op monies generated (actual and in-kind)
6. Number of client site inspections
7. Number of developed suggested itineraries
8. Sponsorships
a. Number of client events
b. Tradeshow elements/sessions
c. Monies spent
d. Number of people at sponsored events ("customer-exposed impressions")
B. Travel Trade Sales Performance Measures
1. Leads (including confidential/internal leads)
a. Number of hotel leads
Lead room nights (estimate)
Number of visitors (estimate)
Visitor spending (estimate)
�= .��.t.�,�; ss
Carlsbad Convenfion & Visitors Bureau
Strategic Marketing Plan
I1. Marketing & Communications Activity Measures, Performance Measures and
Productivity Metrics
A. Marketing & Communications Activity Measures
Advertising Promotions
a. Number of programs
b. Total reach
c. Total frequency
d. Gross Impressions
e. Total value of inedia placed
- Paid media dollars
- Co-op media dollars
- In-kind/Barter media dollars
- Unpaid media dollars
f. Number of co-op partners
2. Online Activity
a. Number of "pay-per-click" keywords purchased per search engine (including cost per
click, total # of clicks generated)
b. Number of web pages of content developed
3. Media/Public Relations
a. Media tradeshows
- Number of inedia trade shows attended
- Number of appointments
b. Media missions
- Number of inedia missions
- Number of co-op partners
- Number of inedia contacts
c. Number of inedia/PR calls
d. Media familiarization tours
- Number of familiarization tours
- Number of journalistslmedia participating
- Number of publications represented
e. Press releases
- Number of press releases issued
- Number distributed (including downloaded off website) per press release
f. Number of inedia inquiries
g. Number of inedia interviews
- Number of newsletters (including e-newsletters) produced
- Number of public service announcements (PSA) produced
- Number of accounts with activity
4. Event Marketing
a. Number of events supported
b. Number of events produced
"���r_ `$ 65
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Carlsbad Convention & Visitors Bureau Strategic Marketing Plan
B. Marketing & Communications Performance Measures
1. Advertising Promotions
Performance measures and productivity metrics for advertising campaigns are typically
determined by advertising effectiveness studies. Performance measures typically include (but
are not limited to): Advertising awareness (aided and unaided), changes in a destination's brand
image among target audiences over time as well as intent to travel.
2. Inquiries/Fulfillment
a. Number of brochure requests
b. Number of consumer calls handled
c. Number of coupons redeemed
d. Number of people who register on the CVB site each month to receive newsletter, etc. (opt-ins)
3. Online/CVB Website
a. Number of user sessions
b. Number of unique users
c. Number of repeat visits
d. Click-throughs to the CVB website (and various campaign landing pages, as relevant)
e. Number of specific web page view counts
f. Number of click-throughs to member/sponsored websites from the CVB website ads
and/or links
g. Number of web coupons redeemed
h. Average length of session
i. Search engine referrals
- Total number of referrals
- Top referring search engines
- Percent of website traffic attributable to search engine referrals
j. Search engine results' placement of website (number of first place rankings, top five,
and top ten)
k. Paid search results (cost per click)
I. Online conversion rates
4. Media/Public Relations
a. Placements
b. Number of impressions (circulation)
c. Advertising equivalency ($)
5. Bookings
a. Online/Central Reservations
- Number of room nights booked
- Room booked revenue
- Rooms sold commission
- Average length of stay
b. Online ticket sales
- Total tickets sold
- Tickets sold revenue
- Tickets sold commission
c. Packages
- Total packages sold
- Packages sold revenue
- Packages sold commission
- Number of room nights booked
C
66
Part 2- Scope of Work
Section C
Part 3 - Submission Requirements
Section B (1) & (2)
Page Contents
Part 2, Scope of Work, Section C
Part 3, Other Requirements
Qualifying Statement
Business Plan Action Items
Employee Salaries, Wages & Benefits
Professional Services
Equipment Purchases/Replacements
Printing
Equipment Repair & Servicing
Utilities
Mileage
Office Supplies
Telephone
Equipment Rentals
Volunteer Program
Memberships
Insurance Coverage
Board of Directors
Postage/Federal Express
Local Conferences & Meetings
Bank-Related
Taxes (non-payroll)
Page
1
1
2, 3
4
4
4
4
4
5
5
5
5
5
5
5, 6
6
6
6
7
7
7
7
Other pocuments in This Section Include
Summary of Program Expenditures By Line Item
Certificate of Liability Insurance
Part 2, Scope of Services
C. Operate the Visitor Information Center in the Historic Santa Fe Train Depot
seven days per week from 9:00 a.m. to 5:00 p.m., Monday through Friday, from
10:00 a.m. to 4:00 p.m. on Saturday, and from 10:00 a.m. to 3:00 p.m. on
Sunday, except New Years Day, Easter Sunday, Thanksgiving Day and
Christmas Day to assist visitors and Carlsbad residents. The contractor selected
pursuant to this request for qualifications/proposals may adjust hours when
extraordinary events of local or national importance (i.e., terrorist attacks, natural
disasters, etc.) occur. The hours of operation are subject to change by the
CTBID Board. Minor changes in hours of operation on an exception basis may
be implemented by the contractor. A significant change in the hours of service
listed above may require an amendment to the agreement and a corresponding
adjustment to compensation.
1. The Visitor Information Center provides lodging referrals to Carlsbad
properties, to include resorts, hotels, motels, B&B's time shares, vacation
rentals.
Part 3, Other Requirements
1. Provide a business plan that includes a description key actions and/or tasks,
of your approach to completing the services specified in this proposal.
Describe any innovative techniques or methods that your team will offer the
CTBID to perForm the work within budget and on schedule.
2. A schedule for performing each action and/or task described in the scope of
work section. Provide a timetable for completion of all proposed activities;
this should be as specific as possible. List the cost for completion of each
action and/or task.
1
• Lodginq Referrals
As both a matter of course and Bureau policy, the Carlsbad Convention and
Visitors Bureau provides inquiry referrals to Carlsbad properties that includes
hotels, resorts, motels, B&B's, time share and vacation rentals. Although the
Bureau does not provide preference in referrals given, staff makes every effort to
accommodate specific requests (i.e. beachfront, proximity to LEGOLAND,
amenities, pricing). Requests are received by phone, fax, letter, email and from
those who personally visit the Visitor Information Center.
• Reportinp Requirements
During the course of its contractual agreement with the City of Carlsbad, the
Bureau was required to provide periodic reports to the City that outlined specific
activities performed by the Bureau. Those activities included statistical data
specific to operations performed by the Bureau and its management of the Visitor
Information Center.
Since 2001, the CVB has compiled monthly data that details several key and
important areas: the number of volunteers, hours worked, visitation that includes
geographic orientation of all walk-in traffic, phone calls received both on the
Center's 800 line service and local call-ins, lodging referrals, supplier referrals,
leads generated through CVB advertising, etc.
Once a month the Visitor Information Center Supervisor provides the Executive
Director with this data so he can prepare a monthly report to the Carlsbad CVB
Board of Directors. Compilation of this data is done by volunteers and verified by
the Visitor Information Center Supervisor.
The completed report is provided in a spreadsheet format detailing activity on a
calendar year basis. Data provided to the Board compares current year-to-date
activity back to 2003. A similar report will be provided to the CTBID on either a
monthly or quarterly basis and will detail activity occurring in FY 06-07.
3
Equipment Repair & Servicing - $3,760 —1.4%
The Bureau anticipates that both basic and emergency servicing of office equipment,
primarily the internal network of computers, will continue in FY 06-07.
Utilities - $3,500 — 1.3%
Standard service provided by San Diego Gas & Electric.
Mileage - $3,400 —1.2%
The Bureau has follows the IRS mileage guidelines and makes adjustments to keep in
line with acceptable reimbursement for travel beyond a 30-mile radius of Carlsbad.
However, because the Bureau does not have a leased vehicle, the Executive Director
and Public Relations Director will continue to receive $100 per month for mileage
allotment.
Office Supplies - $3,375 —1.2%
The Bureau continues to purchase standard office supplies that include replacement of
color copy cartridges, toner, drum, copy paper, laser labels, plastic sleeves, binders, etc.
Annually, the updated version of QuickBooks Pro is purchased for financial
management.
Telephone - $3,080 —1.1 %
There are three incoming phone lines (one of the three includes the "800" line for
incoming service) and one fax line used by the Bureau. Long distance service is
provided by ITD.
Equipment Rentals — $2,970 —1.1%
The Bureau has rental agreements on two pieces of office equipment — copier and
postage dispenser — and services annually the office fire e�inguisher. It is not
anticipated that additional equipment will be rented in FY 06-07.
Volunteer Program - $2,700 -1.0%
As was noted on page two of this section, the Bureau's Hospitality Ambassadors
provide their services on a purely voluntary basis. In 2005, the value of this
volunteerism equaled $42,945 (based on a rate of $15 per hour). The Bureau
makes available basic snacks and drinks to those who provide service to the Visitor
Information Center.
Additionally, the Bureau extends its thanks and appreciation every year at the
"Chairman's Holiday Party" by providing retail gift cards/certificates to every
Ambassador. At that event, Ambassadors are recognized for the hours of service
worked and presented with a new badge that indicates the new total of hours worked
in that calendar year. One Ambassador is selected to receive the "Shining Star" for
superb customer service at the Visitor Information Center.
5
Postage/Federal Express - $1,700 — 0.6%
Postage and overnight delivery costs will increase in FY 06-07. This represents postal
delivery of all items, other than costs associated with bulk permit delivery of Visitor
Guides, that include correspondence (including monthly items to Board members),
media kits, paid bills, etc.
Local Conferences 8� Meetings -$1,395 - 0.5%
The Bureau maintains membership in several local membership organizations and
continues to support activities that they sponsor. This year, Bureau staff will attend 3
events sponsored by the Carlsbad Chamber of Commerce — Chamber Installation
Dinner, Chamber Annual Retreat, State of the City Luncheon. Other events include the
annual meetings of both the San Diego Convention and Visitors Bureau and the San
Diego North Convention and Visitors Bureau. These are `community engagement'
events and are considered an important because they provide Bureau with the
opportunity to show its support for other important local organizations. Furthermore,
these events provide staff with valuable networking opportunities.
Bank-Related - $650 - 0.2%
The Bureau maintains two checking accounts, and it is expected that reprint order of
checks for both accounts will be made in FY 06-07. Additionally, the Visitor Information
Center provides Visa and MasterCard payment as an option for the sale of retail items
(coffee cups, caps, maps, license plate holders, etc.).
Taxes (non-payroll) - $315 — 0.1 %
Taxes are paid to both the County of San Diego for property owned by the Bureau
(computers, other equipment) and to the State Board of Equalization for sales revenue
derived from the sale of retail items at the Visitor Information Center.
7
) 1 � i � i� i ��� i� 1��) 1 t 1 1�) t i i i 1 1 l 1 1 i 1 1 1 1) 1 P) 1) 1�1
Admi�istrative Amount Total Notes
Mileage
Monthly Allotment $2,400 $100 monthly to Executive Director & Public RelaGons Director
Reimburseable Miles $1,000 IRS adopted rate for full time staff
Total i3.100
Office Supplies
Replacement copy cartridges/printer drum $750 Color cartridge replacements based on prior year use
Copy paper $525 18 boxes
Software $500 2007 Quickbooks upgrade; other programs, as needed
Laser labels, plastic sleeves, binders, etc. $1,500
Annual Replacement of American Flag $100 Alex Kapistanski, "The Flag Man;" replacement every June of American flag at Depot
Total �3,375
Telephone
SBC $2,300
IDT $780
tvE�ai
Equipment Rentals
Incoming lines, "800" service
Long distance sevice
"j9,t180
Copy Machine $1,700 Amerifax Imaging; machine rental/copy charge, Copy chrgs $103/mo + service $38/mo
Pitney Bowes $1,225 Mnual charge
Fire e�Ringuisher $45 Mnuat inspection, refill of fire extinguisher
Total :�,970
Volunteer Program
Volunteer Appreciation Awards Program $800 Annual recognition event, awards, badges
Volunteer Program $1,500 Monthly snacks 8 drinks for volunteers
Beach Chair Ambassadors $400 Custom t-shirts, water, etc. for Beach Chair Ambassadors
Tokei �"2,7qC
Memberships All local organizations
Carisbad Village Business Ass'n $100
Carlsbad Chamber of Commerce $350 Previous year, $325
Carlsbad Hi-Noon Rotary $775
San Diego CVB $550 Previous year, $525
San Diego North CVB $270
San Diego Hotel Motel Association $375 Previous year, $350
Totrl #�,4�D
Board of Directors
Chairtnan's Discretionary Fund $1,500 New Item; reimburseable expense to Chairman for CVB-related activities
"Destinatlon Leadership for Boards" $250 Books provided to new board members
Tot�11 51,750
'1 � 1 1 I 1 1 1� � 1 i 1 1) 1 1) 1 1) i)� )�i ) 1 1 I 1 1`1 1�l 1 1 1 1) 1 l 1�) 1
Administrative Amount Total Notes
Postage/Federal Expresa
US Postal Service/Postal Meter $1,500
Federal Expres/Ovemight Delivery $200
7ata1 �1.TU0
Local Conferences/Meetings
Chamber Instailation Dinner $210 Seats for Chairtnan, F�cecutive Director, vallet parking inGuded
Chamber Mnual ReVeat $600 Executive Director attends as Chamber Board member
State of City Luncheon $90 Seats for Chairman, Executive Director; vallet parking included
San Diego Convs Annual Meeting $120 Executive Director, Public Relations Director
San Diego North Annual MeeUng $75 Executive Director, Public RelaGons Director
Other local conferences/meeGngs $300 Executive Director, Public Relations Director, �sitor Information Center Supervisor
T1�tM i7,�
Bank-Related
Reprint of bank checks $250 Checks for 2 accounts, Califomia Bank & Trust
Credit Card Machine $400 Processing fee for MasterCa�sa for retail purchases at Visitor Information Center
' ro�al s�0
Taxes (non-payroll)
County Property $115 Based on equipment owned by CVB
State Equalization $200 Based on retail sales at Depot
Tc�1 S3tS
_ ACORD�, CERTIFICATE OF LIABILITY INSURANCE 05/08 006
PRODUCER Seriai # 100516 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION
JAYCE MCCLELLAN 750-729-3612 ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE
HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR
MCCLELLAN INSURANCE AGENCY ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW.
P.O. BOX 89
CARI.SBAD, CA 82018 INSURERS AFFORDING COVERAGE NAIC#
_ INSURED wsuRER a: HARTFORD CASUALTY IMSURANCE
CARLSBAD CONVENTION AND VISITORS BUREAU INSURER B:
ATTN: KURT BURKHART
400 CARLSBAD VILIAGE DRIVE INSURER C:
CARLSBAD, CA 92008 INSURER D:
INSURER E:
� A
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THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING
ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR
MAY PERTAIN, THE IIvSURANCE AFFORDED BY THE POLICES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH
POLICIES, AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAMAS.
�� TYPE OF INSURANCE POLICY NUMBER P���Y EFFECTNE POLICY EXPIRATION UMITS
GENERAL LL4BILITY EACH OCCURRENCE $ �,OOO OOO
X COMMERCIAL GENERAL LIABILITY DAMAGE TO RENTED $ 300,000
CLAIMS MADE � OCCUR 72SBAGA2857 9/6/a5 916/06 MED IXP An one rson S � Q Q�Q
PERSONAI&ADVINJURY $ �,OOO,OOO
� GENERALAGOREGATE $ 2 OOO,OOO
GEN'I. AGGREGATE LIMIT APPLIES PER: PRODUCTS - COMP/OP AGG $ 2 OOD OOO
X POLICY PRa LOC
AUTOMOBILE LIABILITY COMBINED SINGLE LIMff
ArN auro
(Eaaxident� $ 1,000,000
ALL OWNED AUTOS BODILY INJURY
SCHEDULED AUTOS (Per personj $
X HIRED AUTOS 72SBAGA2857 9I�IOrJ 9IF)IOG gpDILY INJURY $
X NON-0WNEDAUTOS 7ZSBAGAZ8�J7 9/6/�rj 9/6/Q6 (Peraccident)
PROPERTY DAMAGE $
(Per accident)
GARAOE LIABILITY AUTO ONLY - EA ACCIDENT $
A�'0'�T� OTHER THAN E'°' ACC $
DEDUCTIBLE
REfEN'f10N $
WORKER'S COMPENSATION AND
E1�IPLOYERS' LIABILITY
ANY PROPRIETOR/PARTNER/IXECUIIVE
OFFICERIMEMBER EXCLUDED?
EXCESSlUMBRELLA LIABILITY
� OCCUR � CLAIMS MADE
AUTO ONLY: qGG
EACH OCCURRENCE
EL EACH ACCIDENT
EL DISEASE - EA EMF
EL DISEASE - POLICY
$
$
OTHER
--1 DESCRIPTION OF OPERATtONS/LOCATIONSNEHICLESIEXCLUSIONS ADDED BY ENDORSEMENTISPECIAL PROVISIONS
CERTIFICATE HOLDER IS NAMED ADDITIONAL INSURED PER THE ATTACHED ADDITIONAL INSURED ENDORSEMENT. 10 DAY
'� NOTICE OF CANCELLATION FOR NON-PAYMENT OF PREMIUM, BUT COVERAGE WILL BE REINSTATED IF THE PREMIUM IS PAID
_� WfTHIN 30 DAYS OF THE CANCELLATION. IF THE COVERAGE IS BEING NON-RENEWED, CERTIFICATE HOLDER WILL BE NOTIFIED
OF NON-RENEWAL 60 DAYS PRIOR TO THE RENEWAL DATE. '
_I
HOLDER
—) CARLSBAD TOURISM BUSINESS IMPROVEMENT DISTRICT
CiTY OF CARLSBAD
-) 1635 FARADAY AVENUE
CARLSBAD, CA 92008
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SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE DCPIRATION
DATE THEREOF, THE ISSUING INSURER WILL��CSX��'X MAIL � � DAYS WRIITEN
NOl1GE TO THE CERTIFICATE HOIDER NAMED TO THE LEFf, �
�UTHORIZED REPRESENTATIVE
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(c� GCARn CARPARATIAN 19RR
Part 2- Scope of Work
Section D
Part 3 - Submission Requirements
Section B (1) & (2)
Page Contents
Part 2, Scope of Work, Section D
Qualifying Statement
Business Plan Action Items
Reports
Manage CTBID Meetings, Calendars, Etc.
Prepare the Annual Budget, Etc.
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Other pocuments in This Section Include
Fiscal Year Accounting of Activities
Part 2, Scope of Work
D. Provide staff support to the CTBID in the following:
1. In the time and manner directed by the CTBID Board of Directors and
General Counsel, produce periodic reports of the activity and expenses of
the CTBI to the CTBID Board and City Council. These reports shall
include, but not be limited to the following information:
a. A written description of the activities of CTBID, which would
include any proposed changes in the boundaries, assessment
formula, estimated cost of conducting activities, amount of
surplus/deficit revenues to be carried over, contributions, and
other items of interest to the CTBID for the upcoming year.
b. A statistical report showing the results of the information
gathered from inquiries at the Visitors Center or other sources;
c. An account of the funds spent by program with statistical or
other quantitative information that demonstrates the
effectiveness of the contractor's efforts in attracting additional
visitors to Carlsbad.
d. For occupied room nights produce reports of both Group and
Corporate/Leisure activity showing rooms booked and stayed in
the form shown in Exhibit A.
e. Provide additional information, as determined necessary by the
CTBID Board and General Counsel.
2.
3.
Manage CTBID meeting calendars, meeting minutes and action items,
and follow-up on City requests as required by the CTBID Board and
General Counsel; cooperate with the City of Carlsbad Records Manager
to assure proper maintenance of all CTBID records.
Prepare the annual CTBID Budget as directed by the CTBID Board and
General Counsel, and present the Budget to the CTBID Board and
General Counsel for approval.
Part 3, Other Requirements
1. Provide a business plan that includes a description key actions and/or
tasks, of your approach to completing the services specified in this
proposal. Describe any innovative techniques or methods that your team
will offer the CTBID to perForm the work within budget and on schedule.
2. A schedule for performing each action and/or task described in the scope
of work section. Provide a timetable for completion of all proposed
activities; this should be as specific as possible.
1
Qualifying Statement
The Carlsbad Convention and Visitors Bureau believes that it is the best qualified
contractor to perform the contractual duties as outlined in Part 2, Section D of the
Requests for Qualifications/Proposals — Tourism Promotion and Marketing Services.
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The cost in FY 06-07 for performing services under this section is $1. D0.
Since 1996, when the Bureau entered into an agreement with the City of Carlsbad to
perform tourism and marketing services, funding to perForm these services was derived,
in large measure, from the City's general fund. As such, the Bureau was required to
provide the City with monthly expenditure reports and semi-annual reports to the City
Council. In 2004, the Carlsbad Convention and Visitors Bureau underwent and
successfully completed an audit by the City of Carlsbad to review the use of public funds
for services provided by the Bureau.
To date, it is the belief of the Bureau that it is the only destination marketing organization
that received public funds from the City of Carlsbad to have been reviewed for financial
accountability with respect to expenditures. As mentioned in the preceding statement,
the Bureau has demonstrated a history of providing detailed reports to the City of
Carlsbad. And, within the semi-annual reports submitted to the City, the Bureau
included an "Accounting of Funds" report that showed income, visitor center operations,
and program expenditures. Additional reporting requirements included the submission
of monthly salary and wage statements, copies of both program-related invoices and
checks, along a copy of all checks that exceeded $100 in value. Therefore, the Bureau
is familiar with the type of reporting that can and ought to be made by organizations that
receive public funds for tourism-related activities.
Monies received through the CTBID assessment become public funds once they are
received by the City's Finance Department. As such, the Bureau understands that
transparency of activity and financial accountability must be demonstrated by those
entities that receive public funds.
It is also worth noting that the Board of Directors for the Carlsbad Convention and
Visitors Bureau approved the creation of a separate segregated checking account for the
purpose of receiving and expending CTBID funds. That account is maintained at
California Bank & Trust and was opened prior to the receipt of any funds from the
CTBID.
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It is in that spirit that the Carlsbad Convention and Visitors Bureau desires to provide
staff support to the CTBID.
2
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BUSINESS PLAN ACTION ITEMS
Reports
It was in August 2002 when the Executive Director of the Carlsbad Convention and
Visitors Bureau first discussed the concept of establishing a Carlsbad Tourism Business
Improvement District. Over the next three years, Bureau management and its Board of
Directors worked closely with the Carlsbad lodging establishment to bring to fruition the
CTBID. Additionally, the Carlsbad CVB Executive Director and Chairman of the CVB
Board of Directors, working in concert with their consultants, communicated directly with
the City Attorney, City Manager and the City's Administrative Services Director. The first
meeting with the City to discuss the possible creation of the CTBID occurred in January
2003. That meeting was with the City Attorney, the Chairman of the Carlsbad CVB
Board of Directors and the Carlsbad CVB Executive Director.
The Carlsbad CVB Executive Director was intimately involved throughout the entire BID
process and served as the informational contact after the Resolution of Intention was
approved in July 2005 by the Carlsbad City Council.
At the inaugural meeting of the CTBID on February 7, 2006, the Executive Director
presented to each Advisory Board member a reference binder that provided the CTBID
with a comprehensive chronology of how the District came into existence. The reference
binder clearly demonstrates the meticulous nature and the `eye for detail' in which the
Bureau's Executive Director displayed throughout the BID process.
Gathering data and compiling this information in a concise statistical report will be an
important and very key element in tracking the results of programs funded through the
CTBID. As previously mentioned in Part 2, Section C, the Carlsbad Convention and
Visitors Bureau already tracks the activity at the Visitor Information Center, which
includes; visitor totals, volunteers, volunteer hours worked, inquires received (email,
letter, phone), lodging and supplier referrals, visitor point of origin and referencing
incoming calls. The Carlsbad CVB Executive Director provides the Carlsbad CVB Board
of Directors with a similar report, monthly, and much the same will be provided by the
support staff to the CTBtD.
An example of the type report that details activity currently perFormed by the Carlsbad
CVB is part of this submission. (See FY 05-06 Monthly Data, that follows page 4)
Reports will be made available on dates prescribed by the CTBID. It is recommended
that quarterly reports become the basis for tracking performance by approved
contractors.
The accounting of funds is another critical element in assuring that public funds are
being expended for the exp�ess purpose that was approved by the CTBID. As such, the
Bureau's Executive Director, serving as support staff, will establish an account of the
funds spent by program that will detail income received and specific line item
expenditures. These reports will be provided in spreadsheet format and on QuickBooks,
showing all variances by line item category.
3
Much like what the City of Carlsbad required the Carlsbad CVB to produce during its
contractual period, the Bureau recommends that a copy of all program invoices be
accompanied with a copy of the check drawn to pay for approved services.
In the event where there is more than one contractor providing services to the CTBID, it
is recommended that the responsibility of the support staff shall be to receive and retain
all copies of invoices, checks, statistical data, etc. for the purpose of compiling any and
all reports required by the CTBID. It also recommended that the CTBID clearly specify
the role of staff support to all contractors and make clear the reporting obligations to
avoid any delay in receiving timely submissions. The Bureau recommends that the all
information be received by the staff support no later than 7 days after the close of each
month.
If there should be the need to request additional information from a contractor to
complete prescribed reports, then support staff will make an informal request and, if
within 3 business days information has not been provided, notice will be provided to the
CTBID Chairman.
For information to be provided in Exhibit A of the RFP, the Bureau further recommends
that the CTBID provide further guidance to the support staff on how the verification of
actual room nights produced will be provided to the support staff (i.e., statement by hotel
management affirming work stated by contractor).
Manage CTBID Meeting Calendars, etc.
The Carlsbad CVB Executive Director, as staff support to the CTBID, will manage
CTBID meeting calendars, meeting minutes and action items, and will follow-up on City
requests as required by the CTBID Board and General Counsel. Furthermore, this staff
support will cooperate with the City of Carlsbad Records Manager to assure proper
maintenance of all CTBID records.
Minutes from CTBID meetings will be submitted to the Chairman for his/her approval,
together with a draft agenda for any scheduled meeting. Upon approval, staff support
will provide members of the CTBID Board with copies via email and/or U.S.P.S. mail
delivery, depending on preference selected. All copies of approved minutes, etc. will be
transmitted to the City of Carlsbad Records Manager for proper maintenance.
Additionally, staff support will properly notice all meetings of the CTBID Board so as to
remain in compliance with state law and local ordinance.
Prepare the Annual Budget, etc.
The Carlsbad CVB Executive Director has demonstrated proficiency in the budget
process and, as support staff to the CTBID, will work directly with all contractors to
compile financial documentation and other information to prepare the annual budget to
the CTBID Board and General Counsel for approval.
4
Part 3 - Submission Requirements
Contractor Qualifications
Page Contents
Company Information
Project Manager
Organization of firm
Brief Description of recent qualifications and experience that
demonstrate the ability to perform the desired work successfully
Officers and Titles
Key staff members who will conduct services requested
Kurt Burkhart, Executive Director
Carlsbad Convention and Visitors Bureau
Page
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2
3
Frankie Laney, Public Relations Director
Carlsbad Convention and Visitors Bureau 4
Lee Lees, Supervisor, Visitor Information Center
Carlsbad Convention and Visitors Bureau 5
Kev staff inembers who will conduct services re4uested
Pages 3— 5 describe the qualifications of staff that will perform specific services within
the response to this RFP:
• Kurt Burkhart
Executive Director, Carlsbad Convention & Visitors Bureau
• Frankie Laney
Public Relations Director, Carlsbad Convention & Visitors Bureau
• Lee Lees
Visitor Information Center Supervisor,
Carlsbad Convention & Visitors Bureau
2
Frankie Laney
Public Relations Director
Carlsbad Convention and Visitors Bureau
Frankie Laney joined the Carlsbad Convention and Visitors Bureau in1999 after a career
as manager within the Marketing/Communications Division of Nutrilite, Inc. While at
Nutrilite, she was instrumental in creating and developing the guest relations and facility
tour programs, which resulted in welcoming thousands of national and international
visitors to the corporate office every year.
With the arrival of the Bureau's new Executive Director in December 2000, this signaled
a major turning point for Frankie and, more importantly, in her duties as Public Relations
Director. With mentoring from the Executive Director, who had once served as public
information officer for an elected official, Frankie set out to revamp the travel writer
program. The results have been phenomenal, with more than $2 million of direct,
earned media coverage and nearly 200 stories having been generated about Carlsbad
over the last three-plus years.
Frankie's credits include her work with travel correspondent, Emily Kaufman, who is
known as, "The Travel Mom.� In July 2005, Kaufman's appearance on ABC's "Good
Morning America,� featured Carlsbad as one of the, "5 Best Family Beach Destinations
in the Country.� Three years earlier, Frankie scored another PR coup by working with
Outside Magazine and angling to get Carlsbad not only featured on the cover of that
month's issue, but gaining distinction by being tagged, "Carlsbad Beach, One of the 15
Best Beaches for Active Families."
When she's not on "assignment" with a travel writer, Frankie provides updated content to
the Bureau's website, www.visitcarlsbad.com, and provides production support to Striker
Media, publisher of the annual Carlsbad Visitor Guide.
Prior to 2001, Frankie supervised the cadre of volunteers at the Visitor Information
Center and was a founding member of the highly successful, Visitor Center Nefinrork.
Frankie is involved in community relations and serves on boards of several community-
based organizations. She was a founding member and now sits a vice president of
ArtSplash, where she also chairs the public relations/publicity committee. With the
Historic Highway 101 Association, she serves as treasurer and participates on the
planning committee. Recently, she joined the Transit Alliance For A Better North County
(TABNC), where she serves on that organization's communications committee.
4
Lee Lees
Supervisor, Visitor Information Center
Carlsbad Convention and Visitors Bureau
Lee Lees supervises more than 30 volunteers, or as they are officially referred to,
"Hospitality Ambassadors." This is a position that she has great passion for and it is
shown in the way she can recruit, retain and excite the loyal cadre of local residents who
keep the doors to the Visitor Information Center open, seven days a week.
In 1991, Lee joined the Carlsbad team as a part-time Visitor Center Specialist, where
she set the standard for what is currently the norm at the Center. Lee was Carlsbad's
first "Ambassador." She created the first-ever resource guide that began as a few
stapled sheets to a binder of more than four inches of invaluable consolidated
information not found anywhere else.
As the Bureau underwent a change in management in 2001, Lee was elevated to her
current position of Supervisor. In addition to recruiting, training and placing volunteers in
positions of responsibility, she greets the seasonal bus tours to Carlsbad and serves as
their "walking host," by providing a walking tour laced with historical and other general
information about Carlsbad. When requested, Lee assists the Public Relations Director
to help make travel writers feel at home when they're on assignment in Carlsbad.
Administrative duties are also a part of Lee's daily responsibilities. Monitoring the walk-
in traffic, phone calls, emails, and processing the leads that arrive at the Center
requesting the Visitor Guide are all important aspects of supervising the Visitor
Information Center.
Lee is an active member of the San Diego Visitor Center Network and joins her industry
colleagues for monthly meetings throughout the County and in Baja, Mexico. The VCN
is important to Carlsbad, as this is where important networking takes place and, in turn,
is information that is shared with volunteers so they can better assist visitors and local
residents on questions of interest. Once a year, the Carlsbad Convention and Visitors
Bureau hosts the VCN to Carlsbad so others can learn about our community and what
we can offer those who are visiting other communities in our area. Past venues for VCN
meetings in Carlsbad have included the Museum of Making Music, LEGOLAND and The
Flower Fields.
Over the last finro consecutive years, the Carlsbad Convention and Visitors Bureau has
been recognized in the media for the highly successful, Beach Chair Ambassador
program. Lee coordinates the "Beach Chairs," placing volunteers in strategically
important locations throughout the Village and at the beach so as to provide extended
visitor information service to those who might not otherwise know or have access to the
Visitor Information Center.
5