2005 CT Tourism Strategic Plan

7/27/2019 2005 CT Tourism Strategic Plan

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STRATEGIC MARKETING PLAN2005-2006

Tourism DivisionConnecticut Commission on Culture & Tourism

Prepared byONeal Strategy Group in conjunction with MD&C


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Table of Contents

EXECUTIVE SUMMARY 3

SITUATION ANALYSIS 8

MARKETING OBJECTIVES 29

MARKETING COLLABORATION STRATEGY 33

BRAND IDENTITY STRATEGY 39

TARGETING STRATEGY 51

COMMUNICATIONS STRATEGY FOR LEISURE TRAVELERS 59

ADVERTISING STRATEGY & TACTICS 69

ONLINE STRATEGY & TACTICS 72

COLLATERAL STRATEGY & TACTICS 78

IN-STATE PUBLIC RELATIONS STRATEGY & TACTICS 80

NATIONAL PUBLIC RELATIONS STRATEGY & TACTICS 88

MARKET RESEARCH STRATEGY & TACTICS 99

STRATEGY FOR MEETING PLANNERS & TOUR OPERATORS 102

HOSPITALITY SERVICES & INFORMATION FULFILLMENT STRATEGY 105


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Executive Summary

Strategic Planning Process

Like previous plans, this Strategic Plan will serve as the marketing roadmap for Connecticuttourism for FY 2005-2006. The plan is the result of a five-month planning process thatinvolved:

! Analyzing existing data on Connecticut visitors! Conducting new research into travel attitudes and behavior ! Strategic work sessions with Connecticut regional marketing organizations and

Commission staff.! Personal interviews with key individuals involved in culture and tourism in Connecticut

The process was under the direction of a Strategic Marketing Planning Committee made upof staff members from the Connecticut Commission on Culture & Tourism, the ExecutiveDirectors of the state tourism and districts, regional marketing organizations and CVBs, andrepresentatives from the states marketing, public relations and publication firms. Theprocess was facilitated by the ONeal Strategy Group.

During this planning process, all previous assumptions and strategies were re-examined,given the challenges facing Connecticut tourism in the next two years.


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Tourism is Big Business in Connecticut

! Travelers spent $9.89 Billion in Connecticut in 2001 ! Travel and Tourism industry in Connecticut generated:

o $10.3 Billion in personal income in 2001 (7% of state total) o $1.4 Billion in state revenue in 2001 (11% of state total) o 146,178 jobs in Connecticut in 2001 (8.6% of state total)

!

Tourism is a major source of employment compared to top industries:o Tourism 13.4%o Manufacturing 12.9%o Financial, Insurance, Real Estate 8.2%

! Tourism is a major source of job growth in Connecticut Growth Rate1993-2001

Tourism 17.2%Financial, Insurance, Real Estate 9.3%Manufacturing -12.8%


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Tourism Growth in Connecticut

Since 2001 Connecticut tourism has had some big wins. Overnight stays are up 14%, andso is Connecticuts overall market share. Between 1999 and 2003, Connecticuts share of the Northeast travel market increased 10%, outpacing New York, Pennsylvania,Massachusetts and New Jersey.

However, the future of tourism in Connecticut is by no means assured. Since 2003 fundingfor statewide tourism marketing in Connecticut has dropped 33%. Coupled with reducedfunds supporting the Regional Tourism District's marketing efforts, the state's investment inConnecticut's Tourism industry decreased $16 million to $9.5 million. Tourism no longer hasa dedicated source of fundingeither at the state or regional level.

These economic realities have played a major role in shaping the strategies and tacticsoutlined in this plan.

Whats New

This plan features a number of new strategies, including:

! New level of collaboration between the CCT and Tourism Districts to maximize thestates overall marketing dollars.

! Clearer definition of Connecticuts brand identity strategy for travel and tourism (NewEngland PLUS).


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! Tighter focus on Connecticuts primary target audience (women 35-54 who primarilytravel without children).

! More singular state media strategy (television, newspaper inserts, online).

! Tighter focus on spring-summer seasons.

!

Increased emphasis on promoting cultural attractions and activities within Connecticut.What Stays the Same

At the same time, certain proven strategies from previous plans remain in place.

! Continued commitment to influencing the greatest number of potential visitors possible(versus settling for a fractional niche approach).

! Continued focus on Metro New York as the market with the greatest visitor potential.

! Continued reliance on television as the most effective medium for delivering the statesmessage.

! Continued reliance on online marketing to inform consumers about Connecticut.

! Continued reliance on public relations to enhance Connecticuts media exposure.


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Challenge for Connecticut Tourism

The strategies contained in this plan can all be executed under the budget restraints facingConnecticut tourism in FY 2005. However, the level at which these strategies will beexecuted will depend on the actual level of funding over the next two years.

At current funding levels ($5.7 Million Tourism Division budget), marketing tactics will be

restricted to those outlined in the plan. If the Tourism Division was to be restored to its 2003funding levels ($8.6 Million) in FY 2006, more tactics could be restored to the plan, including:

! Fall advertising! Radio advertising! Newspaper advertising! Direct mail! More involvement in meeting planner market

The next step would be to increase Connecticuts competitive presence in New York and addadditional markets (e.g., Boston DMA), but that would require even more money.

For now, we must make the most of what we have. If the Commission, tourism regionsand industry pull together, we should be able to meet the marketing objectives outlined for the next two years for Connecticut tourism.


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SITUATION ANALYSIS


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Tourism is Big Business in Connecticut

! Travelers spent $9.89 Billion in Connecticut in 2001.! Travel and tourism industry in Connecticut generated:

- $10.3 Billion in personal income in 2001 (7% of state total).- $1.4 Billion in state revenue in 2001(11% of state total)- 146,178 jobs in Connecticut in 2001(8.6% of state total).

! Tourism is a major source of employment compared to top industries:o Tourism 13.4%o Manufacturing 12.9%o Financial, Insurance, Real Estate 8.2%

! Tourism is a major source of job growth in Connecticut.Growth Rate

1993-2001

Tourism 17.2%Financial, Insurance, Real Estate 9.3%Manufacturing -12.8%

SOURCE: 2001 Economic Impact of Connecticuts Travel and Tourism Industry, CT Center for Economic analysis, University of Connecticut


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Travel and Tourism in Connecticut

! People taking trips for leisure purposes account for the vast majority of person trips inConnecticut, which mirrors the pattern of travel nationally.

Major Travel Segments

SOURCE: TIA TravelScope, 2003


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Connecticuts Greatest Strategic Advantage

! Connecticut is located in the middle of the largest concentration of leisure travelers in theUnited States.

Number of Households

New York DMA 7,121,018

Boston DMA 2,286,941

Hartford-New Haven DMA 936,444

Providence-New Bedford DMA 579,482

10,923,885

SOURCE: Equifax


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Connecticut is a Short Getaway Destination

! Connecticut is a short getaway trip by car for most leisure visitors.

Trip Duration in Connecticut Primary Mode of Transportation

1

SOURCE: TIA TravelScope 2003


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Where Leisure Travelers to Connecticut Come From

! Residents of Metro New York account for the greatest percentage of leisure travelers toConnecticut, followed by residents of Metro Boston and Connecticut.

Origin of Leisure Travelers to CT

(2003 Person Trips)



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Profile of Typical Leisure Visitor

! Leisure travelers who visit Connecticut resemble leisure travelers across the country.

Average CT Tourist Average U.S. Tourist

Mean Age 48 47

Married 54% 62%

Children in Household 33% 34%

Mean Household Income $78,000 $69,500

SOURCE: TIA TravelScope


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Major Leisure Travel Trends Affecting Connecticut

! People are taking shorter, more frequent trips.

! More in-state travel.

! More people are getting away to rural areas and small towns.! Greater cost consciousness, regardless of economic status.

! Much more spontaneous travel (last minute decisions).

SOURCE: TIA


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Reasons for Selecting a Leisure Travel Destination

! The top 10 reasons why people in Metro New York, Metro Boston and Connecticutchoose a leisure destination are as follows:

Importance When Selecting a

Leisure Destination(Rating of 1 to 10)

Place to relax and unwind 8.8Good value for the money 8.8

Affordable destination 8.8Beautiful, scenic place 8.7Fun destination 8.7Safe and secure destination 8.7Easy to get to 8.3People are friendly 8.3Offers many attractions/activities 8.1Great 1 to 3 night getaway 8.1

SOURCE: 2004 Brand Image Study


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Relative Appeal of Cultural Attractions

! History and art have less mass appeal than the broader travel motivators.

Importance When Selecting a

Leisure Destination(Rating 1 to 10)

Historical sites and properties to visit 7.4Sense of history as part of landscape 7.4Quality art museums and galleries 6.4Quality theater and dance performances 5.9



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How Leisure Travelers View Connecticut

! Residents of Metro New York have a more positive perception of Connecticut thanresidents of Metro Boston. Connecticut residents have the most positive impression of all.

Describes Connecticut as a Leisure Destination

(Rating of 1 to 10)Metro NY Metro Boston Connecticut Residents Residents Residents

Close by 8.1 7.6 9.2Easy to get to 8.0 7.9 8.8Safe and secure 8.0 7.7 8.4

Beautiful, scenic 7.9 7.2 8.4Great 1-3 night getaway 7.9 7.3 8.2Historical sites/properties to visit 7.7 7.4 8.4History as part of landscape 7.7 7.1 8.1Place to relax and unwind 7.6 7.2 7.9Fine dining 7.5 7.3 8.2

Authentic feel and character 7.6 7.1 7.9

Underlined attributes are Top-10 motivators for leisure travel.



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Perceptions Connecticut Needs to Improve

! Connecticut barely scores above 7.5 on Place to relax and unwind" (the number onereason for selecting a leisure destination).

! Connecticut scores 7.5 or less on four other Top-10 travel motivators.

Describes Connecticut as a Leisure Travel Destination(Rating 1 to 10)

Metro NY Metro Boston Connecticut Residents Residents Residents

Offers many attractions/activities 7.5 7.1 7.8 Affordable destination 7.5 7.1 7.8People are friendly 7.4 7.0 7.2Fun destination 7.4 7.0 7.7



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What Triggers Trips to Connecticut

! The primary purpose for taking a leisure trip to Connecticut is to visit friends and family.

Primary Purpose of Connecticut Leisure Trip


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What Connecticut Residents Recommend to Family and Friends

Residents Recommendations to Visiting Family & Friends

Percent of Recommendations

Casinos 73%Zoo or aquarium 71%Beach 61%Fine dining 59%Historic sites 59%Shopping 58%Outdoor land-based activities 55%Outdoor water activities 48%

Art galleries and museums 35% Attend a sports event 30%Gardens 25%



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What Leisure Visitors Actually Do On Their Connecticut Trip

Trip Activities in Connecticut (2003)

Visit Casino 28.8% Outdoor 4.0%

Attend social/family event 27.3% City/urban sightseeing 2.7%Shopping 21.3% Performing arts 2.0%Historical places/museums 6.1% Beach activities 1.6%Rural sightseeing 4.6% National/state parks 1.4%Zoo/aquarium/science center 4.5% Art museums/galleries 1.0%

Attend sports events 4.4% Cultural events/festivals 1.0%Nightlife/dining 4.1% Water sports/boating 1.0%



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Connecticut Tourisms Positive Performance

# Over the past five years, leisure visitationhas remained strong, despite a downturn inthe economy, the events of 9/11 and astatic marketing budget for state tourism.

# During that time period, Connecticutincreased its share of the Northeast travelmarket by 10%, outpacing New York,Pennsylvania, Massachusetts and NewJersey.

# In terms of business visitation, Connecticuthas been unable to overcome the dramaticdecline in business travel nationally.

SOURCE: TIA TravelScope; Longwood International

* These numbers have been adjusted for purposes of comparisons to previous years. Actual numbers for 2003 are higher (12 million visitors), reflectingimprovements in TravelScope methodology.


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Challenges to Future Growth

! Growing I-95 traffic problems.

! No blockbuster event or new major attraction in the offing.

! New organizational structure with new partners and priorities.! Increasing competition from other travel destinations.

! Biggest Problem: Fewer dollars to market tourism.


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State Tourisms Economic Bind

! The Tourism Divisions Budget has shrunk significantly since FY2003.

SOURCE: Tourism Division, CT Commission on Culture & Tourism

FY03 FY04 FY05

$5,700,000$5,900,000

$8,670,655

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000$10,000,000


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Tourism Districts Are in the Same Boat

! Connecticuts regional marketing organizations have fewer dollars as well.

Total Dollars for Tourism Districts

SOURCE: Tourism Division, CT Commission on Culture & Tourism


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Competition for Attention Is Fierce

! At its highpoint in 2003, Connecticut was being outspent by most of its competitors for theNortheast travel market.

State Tourism Budgets (2003)

Pennsylvania $33,162,719New Jersey $17,460,000*Virginia $14,978,876Maryland $13,661,251Massachusetts $10,048,501Connecticut $ 8,670,655Maine $ 6,081,423New Hampshire $ 5,786,602Vermont $ 5,500,000

* Estimate SOURCE: TIA

! The budget shrinkage since 2003 has only made the situation more difficult.


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Strategic Challenges for FY2005-2006

! What markets and audiences should Connecticut target, given the budget situation?

! What is the best brand positioning and message strategy for Connecticut in order toattract more leisure visitors?

! What is the best way to deliver that message, given the current budget?

! How can the Tourism Division and the Tourism Districts work together to maximize theeffectiveness of their marketing dollars?


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MARKETING OBJECTIVES


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Marketing Objectives for 2005-2006

1. Enhance out-of-state perceptions of CT as a travel destination.

Increase perceptual ratings on two key characteristics by 5% eachby end of 2006.

Base Metric: 2004 ratings of how much Metro New Yorkers say these attributesdescribe CT as a leisure destination.

Rating (1-10) by New York Metro Residents

2004 Target (2006)

Place to relax, unwind 7.6 8.0Fun destination 7.4 7.8

Measurement source: Bi-annual Brand Image Study


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2. Enhance in-state perception of CT as a travel destination that includes outstanding

cultural experiences.

Increase perceptual ratings among in-state residents on four key characteristics by 5% by end of 2006.

Base metric: 2004 ratings of how much in-state residents say these characteristicsdescribe CT as a leisure destination.

Ratings (1-10) by CT Residents

2004 Target (2006 )

Place to relax, unwind 7.9 8.3

Fun destination 7.7 8.1Place rich in history* 8.2 8.6Quality performing and visual arts experiences** 7.4 7.8

* Composite of two other descriptors: CT has historical sites and properties that you can visit and CT offers a sense of history as part of the landscape.

** Composite of two other descriptors: CT has quality art museums and galleries and CT has quality theater and dance performances.

Measurement source: Bi-Annual Brand Image Study


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3. Increase likelihood of out-of-state residents to visit CT for leisure purposes.

Increase percentage of target-market residents likely to visit CT in next 24 months by 5%.

Base metric: 50% of leisure travelers residing in Metro New York (2004)Measuement source: Bi-Annual Brand Image Study

4. Increase likelihood of CT residents to take in-state trips for leisure purposes.

Increase percentage of CT residents likely to visit CT in next 24 months by 3%.

Base metric: 87% in 2004

Measurement source: Bi-Annual Brand Image Strategy

5. Increase total leisure visitation to CT.

Increase pleasure person-trips to CT by 5% by end of 2006.

Base metric: 10 Million pleasure person-trips in 2003Measurement source: TIA TravelScope


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MARKETING COLLABORATION STRATEGY


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Marketing Collaboration Between State and Districts

! To achieve the marketing objectives of this plan with the reduced funds available,it will be imperative for the State and regional destination marketing organizations(DMOs) to develop coordinated strategies and tactics.

!

Funding for both the Commissions Tourism Division and the tourism districts nowcomes from the States General Fund rather than automatic dedicated fundingsources (car rental tax/ hotel occupancy tax).

! Objective should be for districts and State to add to and leverage each others efforts.

! Need to establish roles to enhance effectiveness.

! Goal is to generate the strongest possible market presence for Connecticut with the fundsavailable.


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Role for State

! Reach as many target-market travelers as possible with Connecticuts broad message.

- Message is Visit Connecticut.

- Support with major reasons to visit

- Broad-based advertising mediums include:

Television, newspaper inserts, online

! Manage national and in-state public relations efforts.

! Coordinate co-op initiatives (FSI, etc.)

! Coordinate direct sales efforts to tour operators and meeting planners.

! Coordinate and host State Internet presence.

! Advise, as needed, on regional identities.

! Be the primary source for tourism information for the State of Connecticut.


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Role for Regions

! Reach as many travelers as possible in the same target market with more specificmessage.

- Message is Come to this region of Connecticut. And come Now!

(message supports/compliments State campaign) - Support with reasons to act now, including promotional incentives.

- Potential advertising mediums include:

Newspapers/magazines, online, direct mail

! Stimulate the creation of packages and promotional offers that will prompt people to cometo that region.

! Provide content for States PR initiatives.

!

Conduct direct sales efforts (e.g., tour operators, meeting planners, sporting eventorganizers).

! Serve as the primary sources for detailed information about their regions.

! Grassroots outreach.


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Unified Marketing Platform

! State and District marketing materials will have a similar look and feel.

- Each Districts marketing materials will reflect that regions differentiatingcharacteristics.

- District materials will also reflect overall Connecticut brand identity strategy.

! State and Districts will share consumer contact information (without violating privacy or other legal restrictions).

! State and Districts will undertake cooperative activities to increase efficiencies andmaximize return on investment.


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Collaboration Among Divisions

! The Commissions Divisions and related organizations (Humanities Council, PreservationTrust) will form a cross-divisional team to:

- Identify the most marketable, visitor-ready products in their spheres of influence

o Define consumer appeal (whats the story?)

- Identify product weaknesses.

- Identify major product development opportunities.

! Divisions will jointly formulate a public relations plan for publicizing Commission effortsand related constituents and events.

! Tourism Division will provide marketing assistance to existing properties and venues inthe form of regional educational workshops, industry updates and other relatedinformation.


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BRAND IDENTITY STRATEGY


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Current Brand Image as Leisure Destination

Brand Core B enef i t : New England Nearby

CTTourism

Brand

Brand At t r ibutes

New EnglandScenicAuthentic/HistoricRelaxing Change of Pace

Close BySafe1-3 Night Getaway

Brand Personal i ty

Friendly

Brand Core B enef i t : New England Nearby

CTTourism

Brand

CTTourism

Brand

Brand At t r ibutes


Close BySafe1-3 Night Getaway

Brand Personal i ty

Friendly

NOTE: This is Connecticuts current leisure travel brand image among residents of the New York and Boston metropolitanareas and Connecticut, the three markets that account for two-thirds of the States leisure travelers.

SOURCE: 2004 Phoenix Marketing Brand Image Study; 2002 & 2003 Perceptual Tracking Studies; 2002 & 2003 InterceptInterview Studies.


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Brand Considerations

! Connecticuts current brand image ( New England Nearby ) appeals to millions of leisuretravelers living within the greater New York metropolitan area (including Connecticut residentsthemselves).

! However, Connecticut has more to offer out-of-state visitors and residents than just a taste of the New England experience. It also offers:

- Unique cultural and tourist attractions and events- Major entertainment venues- Sophisticated dining and shopping experiences

! What makes Connecticut unique is this blend of traditional New England qualities andcontemporary entertainment and cultural experiences (New England with Pizzazz).

! To increase its visitation appeal, Connecticut needs to pursue a brand strategy that not onlybuilds on the imagery Connecticut currently enjoys, but also expands peoples perceptions of the State.


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Desired Brand Identity for Connecticut

Brand Core B enef i t : New England PLUS

CTTourism

Brand

Brand At t r ibutes


Close BySafeCulturally Rich1-3 Night Getaway

Brand Personal i ty

FriendlyFunVibrantContemporary

Brand Core B enef i t : New England PLUS

CTTourism

Brand

CTTourism

Brand

Brand At t r ibutes


Close BySafeCulturally Rich1-3 Night Getaway

Brand Personal i ty

FriendlyFunVibrantContemporary

NOTE: It will take more than one or two years to achieve this expanded brand identity.


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Brand Identity Strategy

! Continue to reinforce current brand imagery.

- Scenic, historic, relaxing change of pace (New England)

! Build stronger image for PLUS attributes.- Unique cultural and tourist attractions and events.- Major entertainment venues- Sophisticated dining and shopping experiences.


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Brand Positioning

Only Connecticut offers all the traditional qualities of New England plus thevibrant, contemporary entertainment and cultural experiences thatmake a trip interesting and funall within a couple of hours drive.


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Brand Promise

Quick relief from the humdrum of daily life.


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Core Creative Strategy

! Emphasize the emotional benefits of the CT getaway experience.

! Emotional Benefits of Getaway for Out-of-State Residents: Quick escape from day-to-day grind. Chance to relax and do something interesting and fun. Go home refreshed and re-invigorated.

! Emotional Benefits for In-State Residents: Quick escape from day-to-day grind. Chance to relax and do something interesting and fun. Go home refreshed and re-invigorated Be proud of the cultural opportunities available in CT and share them with friends and

family.


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Projecting Desired Brand Identity

! Primary vehicles for projecting brand identity are advertising, online marketing andcollateral materials (vacation guide, booklets, welcome centers, posters, etc).

! Advertising, online marketing and collateral materials need to resonate with existingvisitor base.

- Stimulate repeat visitation

! However, advertising, online marketing and collateral materials must also attract peoplewho have not chosen Connecticut as a leisure travel destination.

- Need to attract more first-time visitors

- Need fresh executions of expanded brand positioning.


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Connecticut Brand Identity Elements

Along with fresh advertising and collateral executions, the Tourism Division should also:

! Retire Full of Surprises slogan.! Develop new slogan that better sums up Connecticuts expanded brand positioning

(New England PLUS).

! Revisit the current tourism logo (Connecticut reversed out of blue rectangle).

.


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Regional Identities

! The five state-funded tourism districts have names that are essentially geographicdescriptions:

Connecticut East CVBConnecticuts Coastal Fairfield County CVBNorthwest Connecticut CVBGreater New Haven CVBCentral Regional Tourism District

! Only two organizations are using separate marketing names to promote their regions:

- Central Region Tourism District is marketing itself under the nameConnecticuts Heritage River Valley.

- The privately-funded Mystic Coast & Country organization uses the well-knownbrand name Mystic in its marketing efforts.

! The sixth state-funded organization, Greater Hartford CVB, markets solely to

meeting planners.


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Brand Identity Strategy for CT Regions

! All tourism districts should consider developing marketing names for their region.

! Regional identities should incorporate the Connecticut logo or the word Connecticut as aprefix or suffix to the marketing name (e.g., Connecticuts Heritage River Valley) so theybecome sub-brands for the State (which makes it easier for consumers to understandand process).

! Use these sub-brand names to market specific regions to leisure travelers.


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TARGETING STRATEGY


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Leisure Market Overview

! Leisure travel appeals to large numbers of Americans.

- Travel is now regarded as a basic necessity not a luxury.

- Over 60% of all U.S. households take leisure trips within the U.S.

- The average leisure traveler takes six trips a year.

SOURCE: TIA

! In terms of raw market potential, Connecticut is fortunate to be located in the middle of thelargest concentration of leisure travelers in the nation.

Number of Households

New York DMA 7,121,018

Boston DMA 2,286,941Hartford-New Haven DMA 936,444Providence-New Bedford 579,482

SOURCE: TIA; Equifax


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Importance of New York Market

! The economic reality is that Connecticut cannot afford to market to all the households inthe regionor even to both New York and Boston. Connecticut must focus on the marketthat offers the greatest potentialand for out-of-state visitation that market is New York.

- Residents of the New York metropolitan area have a more positive image of CTthan residents of the Boston DMA.

New York Boston

CT is a great 1-3 night getaway 58% 48%

- Residents of the New York metropolitan area are almost twice as likely to visit CTthan residents of Boston DMA.

New York Boston

Likely to visit CT in next 12 months 33% 18%

- All five regional destination marketing organizations consider the New York Metroto be their primary leisure target market.

SOURCE: Phoenix Marketing 2004 Brand Image Survey; 2003 Perceptual Tracking Study


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Importance of Connecticut

! Connecticut residents account for a significant percentage of leisure tourism activity (over 50% of travel parties in the state include CT residents according to Intercept InterviewStudies).

! Connecticut residents are an important reason why a large number of out-of-state

residents visit Connecticut.- The primary reason for 46% of all trips to Connecticut is to visit friends and family.

- These friends and family members are potential travel agents and tour guidesfor Connecticut.

SOURCE: TIA TravelScope

! Connecticut residents are even more positive about the state than metro New Yorkers.

CT Is Beautiful, Scenic CT Is a Great 1-3 Night Getaway

CT Residents 71% 70%New York Residents 63% 58%

SOURCE: 2004 Phoenix Marketing Brand Image Survey


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Geographic Targeting Strategy

! Focus advertising dollars on the most promising geographic markets for generating traveland tourism activity:

State Focus: New York Metropolitan Area (MSA) Connecticut

District Focus: New York Metropolitan Area (MSA)

! Use public relations and District direct sales to tour operators to reach beyond thesetarget markets.

! Address international travelers through state support of Discover New England (DNE).

- Joint representation in United Kingdom and Germany.

- Inclusion in international tour operator catalogs.

-Representation at major shows for international tour operators.

- Inclusion in PR efforts in UK and Germany.

- Support DNE Travel Guides in United Kingdom and Germany.


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Market Segment Considerations

! Within the overall New York market, there are opportunities to appeal to specific leisuremarket segments that have sufficient numbers to be attractive. The most obvioussegments are:

Percentage of Visitors to CT

(2003)

Adults who travel without children 67%Families who travel with children 33%Cultural heritage travelers 21%*Group tour travelers 4%

*This is a national figure.

SOURCE: TIA, CT Intercept Studies.

! The State should target no less than two-thirds of the available market

! Regions can target smaller segments based on their product offerings.

- However, care should be taken not to reduce the impact of the regionsmarketing dollars by over segmenting the market.


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Target Audience Age Considerations

! Strategic plans since 2001 have defined CTs primary target audience in terms of agenerational cohort: baby boomers (people born between 1946 and 1964).

! In 2001 the ages of both first-wave and second-wave boomers lined up with the age

breaks used to purchase media.

Media Buying Age Categories Baby Boomer Age Range in 2001

35-44 37-4645-54 47-55

! Four years later, these age ranges no longer line up. The youngest boomers havepassed out of their 30s and the oldest boomers are pushing 60.

Media Buying Age Categories Baby Boomer Age Range in 2005

35-44 41-5045-54 51-59

! CT tourism can either move up the age ladder with boomers or redefine its primary targetaudience in terms of something other than a generational cohort.


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Leisure Target Audience Strategy

! Define the target audience by age, not by generational cohort.

Primary target audience: 35-54Secondary audience: 25-34, 55-64

! Define the target audience by gender.

Primary target audience: womenDeciding where to go is a joint decision, but it is the female member of thehousehold that decides to take the trip and does the planning (TIA)

! Define the target audience in terms of household income.

Median household income: $80,000

! Define the target audience in terms of travel behavior.

Primary target audience: adults traveling without children (67% of market)

Secondary audience: families traveling with children (33% of market)NOTE: This targeting strategy will be used to maximize reach against primary target audience. However, secondary audiences will see this advertising as well.


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COMMUNICATIONS STRATEGY FOR LEISURE TRAVELERS


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Communications Objectives

Out of State (Division and Districts)

! Build a stronger relationship with current visitors.

- Motivate them to come back more often- Motivate them to stay longer

! Attract more first time visitors from out of state.

- People who have never visited CT for pleasure.- People who have not visited CT for pleasure in over five years.

In-State (Division)

! Make in-state residents more conscious of the leisure opportunities in CTparticularly the cultural opportunities.

! Recruit in-state residents to serve as ambassadors with their visitingout-of-state friends and families.


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Audience Mindset Toward Leisure Travel

! Leisure travelers are opting for shorter trips.

- 35% say they dont have time to plan or take a longer trip.- 33% say they want to save money.

! Leisure travelers are looking for a good value, regardless of their status.

- Internet has taught them to expect special packages and discounts.- New status symbol is I got a better deal than the next guy.- But people dont mind paying more if they think it is a value.

! Most important things for CTs target audience when selecting a leisure destination are:

- Place to relax and unwind 84%- Beautiful, scenic place 83%- Good value for the money 83%- Fun destination 83%- Safe and secure 81%- Local people are friendly 76%- Easy to get to 73%- Lots to do 71%

SOURCE: 2004 Phoenix Marketing Brand Image Study; Yesawich, Pepperdine, Brown & Russell


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Audience Mindset Toward Connecticut

! Current visitors have a more positive perception of CT than non-visitors.

Percent Strongly Agreeing with Statement

Current Visitors Non-Visitors

CT is a place to relax and unwind 60% 40%CT is a beautiful, scenic place 68% 49%CT is a good value for the money 55% 36%CT is a fun destination 57% 36%CT is a safe, secure travel destination 71% 50%CT residents are friendly 55% 35%CT is easy to get to 75% 54%CT offers many attractions & activities 59% 40%CT is a great 1-3 night getaway destination 66% 45%



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Audience Perceptions of Connecticut Relative to Other Destinations

! Leisure travelers tend to view rival destinations as having more to offer thanConnecticut.

Percent Strongly Agreeing thatStatement Describes Destination

Jersey Cape/ UpstateCT Shore Islands NY Vermont

It is a place to relax and unwind 60% 71% 85% 72% 85%It is a beautiful, scenic place 68% 68% 85% 80% 88%It is a good value for the money 55% 63% 59% 63% 76%It is a fun destination 57% 76% 80% 54% 69%It is a safe, secure destination 71% 71% 81% 72% 87%The local people are friendly 55% 57% 66% 56% 71%It is easy to get to the destination 75% 78% 73% 69% 81%It offers lots of attractions, activities 59% 70% 73% 57% 64%It is close by 76% 74% 75% 59% 67%It is a great 1-3 night getaway 66% 68% 78% 65% 75%destination


O f S M S


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Out-of-State Message Strategy

! Out-of-state message strategy for 2005-2006 will be two pronged.

! State message (brand message):

Come to Connecticut. Youll enjoy all the pleasures of New England (scenic, relaxing, historic) PLUS the fun of world-class attractions, entertainment and cultural activitiesall just up the road.

!

Message of tourism regions (promotional message):Come to this region of Here are the reasons for coming to this region,Connecticutand come now! supported by special events, special packages, and

other promotional offers with expiration dates.


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In-State Message Strategy

! State message (greater cultural emphasis)

Our state is exceptional. We offer all the benefits of New England(scenic, relaxing, historic), plus lots of other great experiencesespecially

cultural experiences. Take advantage of all these opportunitiesand share them with your friends and family when they come to visit.

! Message of tourism regions:

Here are the reasons for coming to this region of CT, and hereswhats going on in our region this week/month.

Reason for Promoting Cultural Assets to Connecticut Residents


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Reason for Promoting Cultural Assets to Connecticut Residents

! Implicit in the creation of the Commission on Culture and Tourism is the expectation thatthe State will take a more aggressive stance in promoting the cultural assets of CT.

! CT residents are the most receptive audience for this message.

- They have a higher awareness of the cultural richness of their state than residentsof Metro New York.

- They already find the message credible.

- Lower media costs in Connecticut make it easier to reach the in-state market.

! Strategy should be two phased.

- Promote cultural assets to CT residents first (2005-2006).

- Expand cultural message to out-of-state residents once in-state perceptions for cultural assets increase sufficiently.

Overall Communications Strategy


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Overall Communications Strategy

! Employ a multi-faceted marketing program that incorporates both the Tourism Divisionand regional tourism districts.

! State will be responsible for delivering the brand message to the broadest marketpossible. Responsibilities will include:

- All television advertising- Oversight of cooperative activities (e.g., FSI)- Online marketing of state- In-state PR- National PR- Collateral materials for state- State welcome centers

! Tourism districts will be responsible for delivering come now messages:

- Newspapers, magazines- Direct mail-

Public relations- Packages and promotions- Point-of-visitation materials- Online marketing of region- Collateral materials for region

Creative Strategy for State


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Creative Strategy for State

! Emphasize the emotional benefit of the CT travel experience.

- Relax and unwind- Have fun

! Leverage the positive imagery already associated with Connecticut.

- Scenic New England countryside (stone walls, barns, hills, shoreline)- Authentic sense of place (American heritage)

! Juxtapose the New England imagery with imagery that promotes PLUS elements.

- Entertainment- Culture- Dining & shopping- Outdoor recreation

! Use the 52 Getaways as a metaphor for all the great things to see and do in CT.

! Use packages and special deals to communicate good value.

! Call to action is: Go to ctbound.org. Or call 1-800-CTBOUND.


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ADVERTISING STRATEGY & TACTICS

Advertising Strategy


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Advertising Strategy

! Use television to reach the largest possible audience in Connecticuts targetmarkets (Metro New York and Connecticut).

- Exploit TVs visual and emotional qualities to build Connecticuts brand imageas a great getaway destination with as many people as possible.

- Use this high-profile medium to inspire CT residents to be tourismambassadors with visiting friends and family.

- Direct viewers to CTBound website for more information about CT.

! Support with limited newspaper advertising.

! Depend on Tourism Districts to generate inquiries from newspaper and magazineadvertising and direct mail.

! Depend on Tourism Districts to produce and place point-of-visitation advertisingmaterials.

Advertising Tactics


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g

! Create two new 30-second TV spots.

- One for Metro New York stressing relax and unwind and have fun in CT.- One for Connecticut residents featuring culture attractions as well as other

experiences.

! Purchase enough television time in both Metro New York and Connecticut to be wellabove the minimum threshold for being seen and recalled (200 GRPs/week).

- Metro New York: Reach 98.9% of target audience (women 35-54) 24 timesover eight weeks (300 gross rating points per week).

- Connecticut: Reach 98.9% of target audience (women 35-54) 20.7 times over

nine weeks (255 gross rating points per week).! Produce and distribute a co-op Free Standing Insert (FSI) in Metro New York.

! Concentrate advertising dollars in New York during spring-summer period.

! Run three 3-week TV flights in Connecticut (spring, summer, fall).

- Negotiate increased value-added or discount in proportion to mediaexpenditures.


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ONLINE STRATEGY & TACTICS

Rise of the Internet in Leisure Travel


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! 44% of the U.S. population are Online Travelers.

! 66% of online travelers have used the Internet for their travel plans in the past year.

! Over half of leisure travelers prefer to receive information online.

! Web registrants have a high visitor conversion rate.

- In 2003 over 60% of registrants to CTBound.org visited Connecticut.

- These visitors spent $127 Million

Source: TIA, 2003 CT Online Conversion Study

Online Strategy for Connecticut


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! Use CTBound.org website to communicatein depthwhat Connecticut has to offer leisure travelers.

! Use CTBound.org as the platform to promote getaways and specials.

!

Enhance the website to provide a clearer presentation of the leisure interests that can bepursued in Connecticut.

! Use online marketing to increase frequency of contact with people already interested inConnecticut (customer retention).

! Use online marketing to generate inquiries and opt-in registrations from new prospects(customer acquisition).

! Explore technical feasibility of uniting State and District websites.

Website Tactics


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! Redesign CTBound website.

- Create interest channels devoted to the arts, history, entertainment, family fun,rest & relaxation and outdoor recreation. Feature these channels prominently onhome page.

- Expand Whats Nearby feature beyond accommodations and attractions to includeevents, specials and getaways.

- Add Getaway Wizard feature to allow users to tailor Getaway recommendations.

Users answer simple series of questions (what do you like to do, are youtraveling with children, etc.)

System brings back recommended Getaways based on answers.

- Add Whats Up in CT interactive map.

- Add Send-CT to-a-Friend system (E-card system with links to Getaways, events,interest channels, videos and sweepstakes).

- Add Broadband capability.

Website Tactics


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! Continue to feature content that has proven to be highly desirable.

- Specials- 52 Getaways

! Feature website address prominently in all advertising.- Send people to the website for more information about Connecticut.

- Feature CT Vacation Guide and Culture Guide on home page.

! Continue to optimize search engine results with respect to Connecticut.

! Conduct a study of the design and database requirements involved in incorporating thestate and regional websites into a single super site.

NOTE: It may not be possible to execute all the tactics for enhancing the websitein FY 2005. Some tactics may have to wait until FY 2006.

Online Marketing Tactics


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! Launch a next generation e-newsletter program.

- 10 e-newsletters a year.

- Subscribers can choose topics they wish to stay informed about (arts, history, etc.).

- Newsletters to be customized based on topics chosen.

- E-mail alerts for specials and current events based on topics.

! Expand Spring-Summer sweepstakes program from eight to 14 weeks.

! Continue six-week Fall Foliage sweepstakes program.! Launch online lead generation program to generate additional inquiries for the CT

Vacation Guide.

- Program to focus on New York DMA.

! Measure the conversion of online registrations to visitation.


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COLLATERAL STRATEGY & TACTICS

Strategy and Tactics for Collateral Materials


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! Continue to publish an annual Connecticut Vacation Guide.

- Vacation Guide should continue to be a professionally produced glossy 4-color publication.

- Vacation Guide should highlight major attractions and promote 52 Getaways.- Front of Vacation Guide should look like a magazine.

- Rest of Vacation Guide should be organized around the five regions.

! Create a new publication, a Guide to Culture Activities in Connecticut, to highlight thecultural assets of the state.

- Culture Guide would be a glossy 4-color publication.

- It would include a calendar of all cultural events in CT.

!

Jointly produce a new state highway map with the Department of Transportation.- Map should have the 52 Great Getaways to CT on the back.


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IN-STATE PUBLIC RELATIONS STRATEGY & TACTICS

In-State PR Strategy


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! Enhance in-state perception of CT; emphasize cultural assets

! Encourage residents to take in-state trips

! Cultivate pride, foster ambassadorship among CT residents through promotional

initiatives! Leverage opportunities to cross-promote

In-State PR TacticsTourism


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Tourism

! In-State Media Relations & News Bureau

Handle statewide media requests; coordinate requests with CCT to respond withindeadlines; provide information to media, arrange interviews, develop talking points.Leverage national PR releases to maximize in-state coverage. Maintain in-state media

database. ! Press Releases & Pitching

Develop press releases to support major tourism activities. Distribute/pitch story ideas toin-state media. Manage media relations to increase opportunities for coverage. Releasesinclude:

-Conversion/ROI Study-Strategic Marketing Plan & Research-Ideas for Winter School Vacation Week in CT-Ideas for Spring School Vacation Week in CT-National Tourism Week-Fall Foliage (Leaf Peeping)

! This Weekend Highlights


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Develop weekly highlights to promote tourism and cultural activities to public via web siteand e-newsletter.

! Annual Conference PR Support

Provide PR support for annual conference. Develop and distribute press materials.Handle media relations follow-up.

! Essay Contest

Promote statewide 4 th grade essay contest; 2005 topic promotes tourism. Provide event support for Capital Awards Ceremony, handle media relations follow-up.

!

Advertising Campaign PR Launch, Media Relations & Press EventManage press event to announce CCTs new advertising/creative campaign to industry constituents and media. Develop and distribute press materials; handle media relationsfollow-up.

! Statewide Open House Event

Statewide organizations to host Open House; free admission/offers to CT residents; foster ambassadorship. Encourage visitation among CT residents and their visiting family and

friends .

In-State PR Tactics


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Commission

! In-State Media Relations & News Bureau

! Press Releases & Pitching-Strategic Plan Online for Public Comment

-Release of Final Strategic Plan-New Commission Appointments-Release of Culture Guide-Advocacy Day for Agency-Partnership Grant Awards; Press Release Template for Recipients-Partnership Grants End of Year Successes-PR Support for Annual CCT Event

-New Commission Web Site Launched

! WNPR/Culture Quest Series

! Editorial Board Meetings

! Culture and Tourism PR Summit

! Logo Unveiling Event PR Support

! CCT Positioning Pieces (2)

In-State PR TacticsHistory Division


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! Whitfield Release

! AASLH Awards

!

Restoration Fund Release! October Archeology Week

! Rochambeau Guidebook Release

! Rochambeau Trail Kick-Off Event

! Museum Openings Release

! Special Events at State Museums Releases (4)

In-State PR Tactics


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Arts Division

! Governors Arts Awards

! Wesleyan Center for Arts Innovation Grant Award

!

Partnership Grant Awards! Values Study Release

! Arts Endowment Fund Release

! Gallery Exhibit Release

! OSP Guidelines Release

! Fellowship Award Ceremony

! National Poetry Month & Poetry Exhibit

! State Troubadour Releases

! Press Release Template for Application Announcements

In-State PR Tactics


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Film Division

! War of Worlds Release

! New Film Director Appointment Release

!

Call for Locations Release! Economic Impact Study Release


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NATIONAL PUBLIC RELATIONS STRATEGY & TACTICS

National Public Relations Campaign


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Maintain CTs core New England values and appeal

Distinguish CT to establish its own unique brand identity

Position CT as fresh, new, evolving and pertinent to todays traveler

Objectives


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Shape public opinion of a changing and distinctive CT

Increase media exposure

Expand tourism and culture recognition

Support the meetings market

Increase year-round tourism: Attracting more first-time visitors Promoting seasonal appeal Opening new markets Stimulating repeat business Encouraging more exploration of CTs diverse regions

Strategies


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Create clearer definition of CT Focus promotion on primary target audience Maintain awareness levels with traditional visitors Increase promotion of spring/summer showcasing packages and activities Added emphasis on CTs cultural and entertainment offerings

Focus on Metro New York Continue support of Boston, Philadelphia, New England and beyond Leverage advertising buys Maximize CCT promotional and sales endeavors Secure editorial coverage where advertising cut

Key Messages


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Evolving and changing

New England PLUS

On the cutting edge of culture

Infinite variety

Easy to get to, easy to explore, easy to enjoy

Quaint and quintessentially cool

Regional/Constituent Relations


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Ongoing collaboration with regions and constituents

MSA reference database

Media leads Hot Tips and Editorial Calendars

Press Releases

Story Ideas/Targeted pitching

Annual PR Summit

Monthly meetings

News Bureau


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Pro-active media pitching

Respond to queries and requests

Prepare TV and radio features

Customized media databases

Photo and b-roll library

Press kits

News Releases


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New travel/tourism developments

Year-round and statewide events and promotions

New Culture Guide and Vacation Guide

Seasonal packages and programs

News on meetings and incentives programs/facilities

Special offers on www.ctbound.org

Commission news

Monthly e-newsletter

Thematic Ideas

Pi hi /S Id


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Pitching/Story Ideas

Food and Dining

A Different Look at CT

Family Travel

History, Culture and Special Interests

Exploring CTs Arts & Culture

Press Trips

Group Press Trips 4 per year

Individual Press Visits

Travel Trades

T d di i l


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Trade editorial exposure

Trade Show Support

2005 Summer opening of the new CT Convention Center

Promote www.ctmeetings.com

Promotions & Strategic Alliances

th


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Rochambeau Trail 225 th Anniversary

Special merchandising promotions

Celebrity Connection

NYC Media event


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MARKET RESEARCH STRATEGY & TACTICS

Market Research Strategy

! C ti t t k h l i t l i M t N Y k M t B t d C ti t


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! Continue to track how leisure travelers in Metro New York, Metro Boston and Connecticutperceive Connecticut as a leisure travel destination.

! Continue to track travel behavior and attitudes, travel party characteristics and travelexpenditures of leisure visitors while they are in Connecticut.

! Continue to track effectiveness of inquiry generation programs in terms of percentage of inquirers who actually visited Connecticut.

! Continue to track total visitation to Connecticut (leisure and business).

! Continue to track economic impact of tourism on Connecticuts economy.

Research Tactics

! Continue to conduct a semi-annual perceptual tracking study (Brand Image Study).


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Continue to conduct a semi annual perceptual tracking study (Brand Image Study).

! Continue to conduct the CT Visitor Intercept Interview Program at sites throughout thestate (Witan Intelligent Strategies).

- If budget requires, cut back to three seasons: spring, summer, fall.

! Continue to conduct annual inquiry conversion study.

! Continue to subscribe to TIA TravelScope.

! Continue to conduct semi-annual economic impact study.


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STRATEGY FOR MEETING PLANNERS & TOUR OPERATORS

Meeting Planner Strategy

! Generating visitation based on meetings and conventions will be the responsibility of the


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Generating visitation based on meetings and conventions will be the responsibility of thesix state-funded regional tourism districts/CVBs.

! State will provide limited support to districts/CVBs

- Maintain and host the meeting planner website.

- Provide coordination services and sponsorships associated with trade shows andother marketing efforts involving multiple districts.

- Given the budget situation, State will discontinue advertising to meeting planners.


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HOSPITALITY SERVICES & INFORMATION FULFILLMENT STRATEGY

Sources of Information on Connecticut

! People interested in taking a leisure trip to Connecticut have four main ways to obtain


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p g p yadditional information about the State.

- Go online- Call an 800 number - Fill out a reader service card in a publication- Visit one of the States visitor welcome centers

! The trend is for people to go online for travel information, as reflected in the growing useof CTs tourism website.

Usage of Ctbound.org Website

2000 2001 2002 2003

Visitors to Site 869,400 1,091,400 1,307,500 1,500,000

Page Views 1,849,400 2,605,600 8,403,900 8,100,000

SOURCE: Commission on Culture & Tourism

! However, the other information avenues are still important and need to be considered inany fulfillment strategy.

Online Information Fulfillment

! The Internet is now the backbone of Connecticuts information fulfillment efforts.


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! Websites can provide more information than any conventional publication, and thatinformation can be updated in real time.

! Currently, the Tourism Division maintains a website (ctbound.org), as does each of thefive Tourism Districts.

! The Tourism Division and Districts should explore working together to coordinate websitedevelopment efforts.

! Having a single online portal into Connecticut would be ideal, so long as it works for allparties concerned: State, regions and constituents.

Strategy for Connecticut Vacation Guide

! Even though people prefer to go online for information, many travelers still want a hardcopy glossy guide they can leaf through at their leisure and take with them when they go


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copy glossy guide they can leaf through at their leisure and take with them when they goto that destination.

- The States annual Connecticut Vacation Guide, and the Tourism Districts regionalguides, fill that need.

- In 2003 over 220,000 people requested a Connecticut Vacation Guide.

! Continue to offer the Vacation Guide in all advertising.

! Continue to feature the Vacation Guide on the home page of its website.

! Use Vacation Guide and new Culture Guide to respond to advertising inquiries.

! Find new ways to get Vacation Guides into more prospects hands.

- Consider an online lead generation program featuring Vacation Guide- Distribute to leads from District advertising-

Distribute at locations frequented by out-of-state visitors.- Distribute to Districts, cultural institutions and attractions, libraries.

Visitor Call Center

! Having an 800 number to call for more information is still an important element of any fulfillment strategy


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any fulfillment strategy.

- Not everyone prefers going online (or even uses a computer)

! Increasingly, people who call are looking for immediate information.

! Call center should continue to have live telephone counselors during peak callingperiods (April thru July) to provide this type of information over the phone.

- Automated system can be used during other periods.

! Call center should continue providing automated listings of special events and seasonalupdates.

! Call center operators need to capture e-mail addresses of callers in addition to name,address and interest area.

- E-mail addresses need to be exported to e-newsletter database on monthly basis.

! Call center needs to be informed about timing of media placements to assure proper staffing.

Visitor Welcome Centers

! Connecticuts six Welcome Centers and its Big E Connecticut Building Welcome Center


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! Connecticut s six Welcome Centers and its Big E Connecticut Building Welcome Center represent a unique opportunity to generate spontaneous trial visits.

- One-third of travel parties that stop at CT Welcome Centers dont have plans to stopanywhere else in CT ( CT Intercept Studies ).

- Staff members are able to make suggestions to travelers and even arrange localreservations.

- Welcome Centers can collect opt-in e-mail addresses throughincentives/prizes/contests. Centers provide a wide range of travel literature,including regional and private-sector brochures.

! Because of budget issues, Welcome Center access was cut back in 2003 and 2004,which contributed to a reduced number of people being served.

Visitors to Connecticut Welcome Centers

2000 2001 2002 2003 2004 (projected) 620,100 659,700 696,700 523,200 471,645

! Every effort should be made to prevent further erosion of Welcome Center functionality.

!

Conduct a feasibility study to upgrade infrastructure as a safe and informative hospitalitycenter.


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Documents

2005 CT Tourism Strategic Plan