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AITDC Board MeetingSeptember 26, 2018
Government in the Sunshine
Members of the Amelia Island Tourist Development Council are subject to “Government in the Sunshine.” Open government is a cherished principle guaranteed under Florida Law. The right of public access gained constitutional status when the Public Records and Meetings Constitutional Amendment took effect on July 1, 1993. A copy of the “Government in the Sunshine” manual is available for review. If you have any questions regarding “Government in the Sunshine,” please contact the Administrative Office.
Conflict of Interest/Code of Conduct
The Members of the Tourist Development Council have a fiduciary relationship to the Nassau County BOCC. This relationship requires that in the performance of their duties they shall act in good faith, with undivided loyalty to the County and with the high degree of diligence, care and skill which reasonably prudent persons would exercise in the conduct of their own affairs. This relationship further requires that the AITDC members not take advantage of their positions, or the knowledge gained there from for private gain or other personal advantage, either for themselves, their families, or anyone else in whom they have a direct or indirect personal or financial interest, to the detriment of Nassau County.
Anti-Trust Statement
The purpose of this meeting to day is to act upon matters relating to the business of the tourism industry on Amelia Island and not to discuss or pursue the business interests of individual companies. Members of the AITDC should proceed with due diligence, keeping in mind the requirements and prohibitions of Federal and State Antitrust laws. Specifically, but without limitation, there should be no discussions or deliberation relating to pricing methods, allocations of territories or customers, or restraints of trade as to property owners, suppliers, or others.
Public Input
3-minute time limit
Financials
ACTUAL BUDGET AVL. BUDGET
Administration $789,549 $818,061 $28,511
Marketing $3,437,579 $4,775,112 $1,337,533
Travel Trade $284,989 $784,904 $499,915
Beach $165,709 $544,897 $379,188
TOTAL $4,677,826 $6,922,974 $2,245,148
Year to Date FY 2018
Taxable Revenue Report
Prelim August
FY19 Operating Budget
Total Budget: $7,765,555
Metrics & Research
DMA’s% of Overall
Visitation
Est. FY 2017
Visitation
% Change
FY 2016/’17
Est. Per Capita
Spend/ Stay
Length of
Stay (Days)
% Repeat
Visitation
Estimated
Direct
Expenditures
Est. Economic
Contribution of
Market
Atlanta 12.8% 83,498 +1.2% $661.01 3.8 57.9% $55,193,000 $72,617,400
Jacksonville 7.1% 46,157 +10.6% $410.01 2.3 79.1% $18,924,800 $24,899,400
Greater Orlando Area 6.5% 42,241 +3.8% $399.80 2.7 53.2% $16,888,000 $22,219,500
New York/New Jersey 4.7% 30,418 +10.8% $787.49 4.3 34.2% $23,953,900 $31,516,100
Tampa/St. Petersburg 3.3% 21,796 -7.4% $346.75 2.6 40.7% $7,557,800 $9,943,700
Savannah 3.0% 19,814 +2.3% $390.33 2.7 72.0% $7,734,000 $10,175,600
Charlotte 2.4% 15,534 -11.2% $595.50 3.7 48.4% $9,250,500 $12,170,900
Boston 2.3% 15,275 +3.8% $823.91 5.0 31.8% $12,585,200 $16,558,400
Greenville/Spartanburg 2.1% 13,735 -6.2% $676.75 4.4 46.4% $9,295,200 $12,229,600
Chicago 2.1% 13,725 +10.9% $807.22 4.6 40.8% $11,079,100 $14,576,800
Washington, D.C. 2.1% 13,396 -3.6% $723.27 4.1 29.7% $9,688,900 $12,747,700
Philadelphia 2.0% 12,886 -2.4% $743.12 4.5 33.2% $9,575,800 $12,598,900
Tallahassee 1.8% 11,935 +4.1% $395.80 2.8 73.0% $4,723,900 $6,215,200
Nashville 1.5% 9,644 +2.7% $650.87 4.3 33.3% $6,277,000 $8,258,600
Dallas/Fort Worth 1.1% 7,327 +2.4% $731.57 4.4 36.4% $5,360,200 $7,052,400
Houston 0.7% 4,423 -6.9% $635.73 4.0 29.6% $2,811,800 $3,699,500
VIS
ITA
TIO
N
FY17
LEN
GT
H O
F S
TA
Y
FY17
DMA’s% of Overall
Visitation
Est. FY 2017
Visitation
% Change FY
2016/’17
Est. Per Capita
Spend/ Stay
Length of
Stay (Days)
% Repeat
Visitation
Est. Direct
Expenditures
Est. Economic
Contribution
Boston 2.3% 15,275 +3.8% $823.91 5.0 31.8% $12,585,200 $16,558,400
Chicago 2.1% 13,725 +10.9% $807.22 4.6 40.8% $11,079,100 $14,576,800
Philadelphia 2.0% 12,886 -2.4% $743.12 4.5 33.2% $9,575,800 $12,598,900
Dallas/Fort Worth 1.1% 7,327 +2.4% $731.57 4.4 36.4% $5,360,200 $7,052,400
Greenville/Spartanburg 2.1% 13,735 -6.2% $676.75 4.4 46.4% $9,295,200 $12,229,600
New York/New Jersey 4.7% 30,418 +10.8% $787.49 4.3 34.2% $23,953,900 $31,516,100
Nashville 1.5% 9,644 +2.7% $650.87 4.3 33.3% $6,277,000 $8,258,600
Washington, D.C. 2.1% 13,396 -3.6% $723.27 4.1 29.7% $9,688,900 $12,747,700
Houston 0.7% 4,423 -6.9% $635.73 4.0 29.6% $2,811,800 $3,699,500
Atlanta 12.8% 83,498 +1.2% $661.01 3.8 57.9% $55,193,000 $72,617,400
Charlotte 2.4% 15,534 -11.2% $595.50 3.7 48.4% $9,250,500 $12,170,900
Tallahassee 1.8% 11,935 +4.1% $395.80 2.8 73.0% $4,723,900 $6,215,200
Greater Orlando Area 6.5% 42,241 +3.8% $399.80 2.7 53.2% $16,888,000 $22,219,500
Savannah 3.0% 19,814 +2.3% $390.33 2.7 72.0% $7,734,000 $10,175,600
Tampa/St. Petersburg 3.3% 21,796 -7.4% $346.75 2.6 40.7% $7,557,800 $9,943,700
Jacksonville 7.1% 46,157 +10.6% $410.01 2.3 79.1% $18,924,800 $24,899,400
SP
EN
D P
ER
ST
AY
FY17
DMA’s% of Overall
Visitation
Est. FY 2017
Visitation
% Change FY
2016/’17
Est. Per Capita
Spend/ Stay
Length of
Stay (Days)
% Repeat
Visitation
Est.
Direct Expenditures
Est. Economic
Contribution of Market
Boston 2.3% 15,275 +3.8% $823.91 5.0 31.8% $12,585,200 $16,558,400
Chicago 2.1% 13,725 +10.9% $807.22 4.6 40.8% $11,079,100 $14,576,800
New York/New Jersey 4.7% 30,418 +10.8% $787.49 4.3 34.2% $23,953,900 $31,516,100
Philadelphia 2.0% 12,886 -2.4% $743.12 4.5 33.2% $9,575,800 $12,598,900
Dallas/Fort Worth 1.1% 7,327 +2.4% $731.57 4.4 36.4% $5,360,200 $7,052,400
Washington, D.C. 2.1% 13,396 -3.6% $723.27 4.1 29.7% $9,688,900 $12,747,700
Greenville/Spartanburg 2.1% 13,735 -6.2% $676.75 4.4 46.4% $9,295,200 $12,229,600
Atlanta 12.8% 83,498 +1.2% $661.01 3.8 57.9% $55,193,000 $72,617,400
Nashville 1.5% 9,644 +2.7% $650.87 4.3 33.3% $6,277,000 $8,258,600
Houston 0.7% 4,423 -6.9% $635.73 4.0 29.6% $2,811,800 $3,699,500
Charlotte 2.4% 15,534 -11.2% $595.50 3.7 48.4% $9,250,500 $12,170,900
Jacksonville 7.1% 46,157 +10.6% $410.01 2.3 79.1% $18,924,800 $24,899,400
Greater Orlando Area 6.5% 42,241 +3.8% $399.80 2.7 53.2% $16,888,000 $22,219,500
Tallahassee 1.8% 11,935 +4.1% $395.80 2.8 73.0% $4,723,900 $6,215,200
Savannah 3.0% 19,814 +2.3% $390.33 2.7 72.0% $7,734,000 $10,175,600
Tampa/St. Petersburg 3.3% 21,796 -7.4% $346.75 2.6 40.7% $7,557,800 $9,943,700
EC
ON
OM
IC IM
PA
CT
FY17
DMA’s% of Overall
Visitation
Est. FY17
Visitation
% Change FY
2016/’17
Est. Per Capita
Spend/ Stay
Length of
Stay (Days)
% Repeat
Visitation
Est. Direct
Expenditures
Est. Economic
Contribution
Atlanta 12.8% 83,498 +1.2% $661.01 3.8 57.9% $55,193,000 $72,617,400
New York/New Jersey 4.7% 30,418 +10.8% $787.49 4.3 34.2% $23,953,900 $31,516,100
Jacksonville 7.1% 46,157 +10.6% $410.01 2.3 79.1% $18,924,800 $24,899,400
Greater Orlando Area 6.5% 42,241 +3.8% $399.80 2.7 53.2% $16,888,000 $22,219,500
Boston 2.3% 15,275 +3.8% $823.91 5.0 31.8% $12,585,200 $16,558,400
Chicago 2.1% 13,725 +10.9% $807.22 4.6 40.8% $11,079,100 $14,576,800
Washington, D.C. 2.1% 13,396 -3.6% $723.27 4.1 29.7% $9,688,900 $12,747,700
Philadelphia 2.0% 12,886 -2.4% $743.12 4.5 33.2% $9,575,800 $12,598,900
Greenville/Spartanburg 2.1% 13,735 -6.2% $676.75 4.4 46.4% $9,295,200 $12,229,600
Charlotte 2.4% 15,534 -11.2% $595.50 3.7 48.4% $9,250,500 $12,170,900
Savannah 3.0% 19,814 +2.3% $390.33 2.7 72.0% $7,734,000 $10,175,600
Tampa/St. Petersburg 3.3% 21,796 -7.4% $346.75 2.6 40.7% $7,557,800 $9,943,700
Nashville 1.5% 9,644 +2.7% $650.87 4.3 33.3% $6,277,000 $8,258,600
Dallas/Fort Worth 1.1% 7,327 +2.4% $731.57 4.4 36.4% $5,360,200 $7,052,400
Tallahassee 1.8% 11,935 +4.1% $395.80 2.8 73.0% $4,723,900 $6,215,200
Houston 0.7% 4,423 -6.9% $635.73 4.0 29.6% $2,811,800 $3,699,500
2018 YTD Occupancy
2018 YTD ADR
$0.00
$50.00
$100.00
$150.00
$200.00
$250.00
$117.11 $119.73 $125.06$137.55
$144.97 $145.32
$170.35$178.35
$182.08
$249.15
2018 YTD RevPAR
Augmented Reality
Augmented Reality Project Update: Visitor’s Guide
COMPLETED
• Discovery & Planning
• Timeline
• Pre-Production Coordination: • VG edits and printer process
• Activations Storyboards
• Animations & activations plan for VG & in-market
• Mobile app experience details: • Discovery and placement
• Concepts
• User experience (UX) plan, user flow & wireframes
IN-PROGRESS
Example Cover Activation
Sample Hero Spread AR
Activation from Visitor’s Guide
Augmented Reality – Up Next:
• Visitor Guide:
• Content, development, printing
• App development / tech
• In-market Activation Development
• Promotional strategies
• Project evolution
• Additions, co-ops
Public Relations
Hayworth PRUpcoming PR Initiatives
• Fall FAM – Traditional media, Sept 27-30
– Seaside Amelia Inn, Salty Pelican, Fairbanks House, Welcome
Center/downtown, Café Karibo, Kayak Amelia, Patio Place, Fort
Clinch, Lagniappe, Amelia Adventures, The Surf, Joes Bistro
• Dallas Influencer Event, Oct 25
• Dickens on Centre Activation, Savannah Food & Wine Fest,
Nov 10
Public InputSocial + Content Studio
Content at Work: Red Tide
Content at Work: Red Tide
Content at Work: Wellness
Coming Attractions
• Long-form content: The Real Treasure Island
• Pieces with local focus
• Documentary style
• Increasing paid promotion
• Expanding video gallery and building enhanced and simplified media library
• Instagram and InstagramTV
(Why) International• Only market consistently growing at double-digit rates.
Number of• German visitors = Boston or Chicago. • UK visitors = Dallas-Fort Worth• International overall = New York/New Jersey, into top 5
• Economic impact of German speaking visitors CY 2017 =$12.8M = Philadelphia
• Low-impact, high yield
• Unique characteristics
Special Projects
Special Events
New in FY2019
Old Business
Old Business
• Beach Cleaning
• Wayfinding/Gateway Beautification
New Business
New Business
• FY2019 Marketing Plan• Beach Trash Proposal
Marketing Plan FY19
Key Marketing Strategies
Data-driven decision making
Planning and optimization to
ensure ROIExpansion of
content studio Aggressive public relations initiatives
Consistency of brand identity
Integrated marketing approach
Build Brand Awareness, Drive
Demand
Marketing Goals
Objectives• Always-on, integrated marketing• Multi-medium, paid media• Cutting-edge technology• PR, earned media • Owned digital channels• Grow group & nice markets• 3rd party relationships
Maximize Return on Investment
Marketing Goals
Objectives• Evaluate ROI (research, analytics,
advertising effectiveness)
• Grow flight markets• Visitor Services• Special Events• Potential revenue streams
Advertising Placement Budget
~40% of total marketing budget
In-house buying saves
~5-15% commissions
Digital52%
Print29%
Video3%
International6%
Out-of-Home7%
Audio1%
Other2%
Marketing Goals
Objectives• Content creation, curation &
distribution• Encourage brand advocates• Destination collateral
Ignite Visitor Engagement
Marketing Goals
Objectives• Grow in-market spending• Enhance visitor in-market
experience– Wayfinding– Beach & natural assets– AR app
Enhance Experience,
Increase Yield
Marketing Goals
Objectives• Cooperative programs• Industry resource• Stewards for destinationCreate Cohesive &
Sustainable Tourism Industry
New Business
• FY2019 Marketing Plan• Beach Trash Proposal
Strategic ContentBuild brand awareness, drive demand Video features at every stage of the travel process. Can
easily be targeted to a range of target audiences
Maximize return on investment Ability to repurpose, optimize. Driven internally so able to respond to stakeholder needs.
Ignite visitor engagement Comments and interaction, real-time feedback
Enhance experience, increase yield Illustrate experiences for those in-market and planning phases. Reach desirable, high-yield audiences where they are.
Create a cohesive and sustainable tourism industry
Tell the story of how tourism works for Nassau County. Make assets available at no cost to all stakeholders and residents.
VISIT FLORIDA Awards
World Premiere
AITDC Board MeetingSeptember 26, 2018