Destination Marketing Plan 08-06-13

8/22/2019 Destination Marketing Plan 08-06-13

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2013-14 Destination Marketing OverviewThe City of Carmel-by-the-Sea (''the City" or "Carmel") underwent extensive primaryresearch from January - June 2013 focusing on how to target ways to increase revenuethrough transient occupancy tax (TOT) and ensure long-term sustainability. The researchemphasized increasing overnight visitors and group business during slow periods definedas mid-week (Sunday-Thursday) and off-season (January-March), while maintaining theCity's charm and small-town feel.After more than 400 hours of primary and secondary research and analysis, the resultsrevealed that the City has a loyal core of visitors who return regularly and has positive'brand equity' among leisure visitors.However, the research also identified that the City's occupancy rates are lagging slightlybehind its competitive set, especially in the first quarter (January-March), by an averageof about 5 .2% but is only 1.8% behind annually from 2010-2012 (this data came fromSmith Travel Research, an industry specialist). To keep this data in perspective, theresearch notes that the City is spending less than its competitors on marketing. Giventhe occupancy rates and the relatively modest marketing expenditures, the City is doingremarkably well in terms of generating overnight visitors.Lastly, the research identifies that Carmel competes with neighboring Monterey with itslarge chain hotels and famous attractions such as the Monterey Bay Aquarium andFisherman's Wharf. As a result, Carmel could be losing overnight visitors to Montereywho may only visit Carmel fo r a day trip.The final research recommendations were used to develop the City's 2013-14 strategicmarketing priorities and initiatives.

Research Recommendations1. Do not invest additional monies in the Sunset Center with the goal of attracting

group meetings2. Target visitors age 55+ fo r off-season overnight visitors3. Reallocate current marketing budget to support more Internet media


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Research Recommendation Clarification1. The City is not pursuing any additional renovation expenses at Sunset Center but

supports the Hospitality Improvement District (HID) that is actively selling andmarketing to meeting planners in the group meeting industry.

2. The City will continue to market to the 55+ age group for mid-week and offseason room nights but wants to also expand the visitor base to include 25-34 and35-54 age groups fo r long-term sustainability.

3. The City will reallocate a majority of it s traditional media such as TV and radio toInternet media such as Google Adwords and Network to better target each visitoraudience and increase website traffic and room nights.

Strategic Marketing Priorities1. Focus on mid-week and off-season overnight visitors2. Expand visitor base through integrated marketing3. Create a brand "buzz" to compete with competitive set4 . Redirect potential Monterey Peninsula visitors to Carmel with targeted Internet

media and coop media

Performance Measurement Indicators Transient Occupancy Tax (TOT) & Retail Tax Website and social statistics Innkeeper statistics HID group bookings and PR statistics Brochure and visitor guide fulfillment Annual accolades such as CN Traveler Competitive set statistics (Smith Travel Research) - TBD

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2013-2014MARKETING


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BRAND VInspire visitors to ethe California Coaamazing city.

& MISSIOIncrease visitor buintegrated marketthat maximize thevisitor base and evisitor experiencemore return visito


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BRAND PWorld-RenownedPicturesqueWhitCharming HotelsIncredible RestauWalkable Wine TUnique CaliforniaTop-Rated PerforBoutique & BrandFirst-Class Art GPampering Spas &


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STRATEGPRIORITIFocus on midoff-season ovExpand visitointegrated maCreate a brancompete withRedirect potePeninsula viswith targetedand coop me


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O ff-season and mid-we ek marke ting focus geared to increase room n igh ts

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PrintOffer

Expanded offers and pac kages wit h new website will increase room night s and lo nge r stays

MARKETSTRATEGGoa l: Focus on mid-off-season overnight

Marketing initiative Focus on Oct-May

Expand seasonal & Add popular trave Add mid -week sen Support HID sales Use Visitor Chann Participate in MCCMeasured Ou tcom

Transient Occupan Webs ite and socia Innkeeper stat istic HID group bookin Brochure and visit Annual acco lades. Competitive set st


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Measured OutcomeTransient Occ upanWebs ite an d sociaInnkeeper statisticH ID group bookingBroch ure and vis itAnnua l accoladesCompetitive set st


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Confidentiality NoticeThis document is presented for informational purposes only. It is not intended to be,and is not, a prospectus, offering memorandum or private placement memorandum.The information in this business plan may not be complete and may be changed,modified, or amended at any time by the City, and is not intended to, and does not,constitute representations and warranties of the City. This business plan contains theCity's confidential and proprietary information and may not be copied, faxed, re-produced or otherwise distributed by you, and the contents of this business plan maynot be disclosed by you to anyone, without the City's expressed written consent.

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Executive SummaryPurposeThe City of Carmel-by-the-Sea ("the City" or "Carmel") has three primary sources ofrevenue from which to fund its services and personnel costs: (1) property tax (2) salestax, and the (3) transient occupancy tax (TOT). The focus of our project has been onhow to target ways to increase revenue through the TOT. More specifically, ourExecutive MBA strategic management research (SMR) team has been asked to providestrategic recommendations as to how the City can attract more overnight visitors andgroups during slow periods (defined as Sunday through Thursday nights, and inJanuary, February and March), while maintaining a delicate balance of the City's smalltown feel for residents and without making material changes to the City. We were alsoasked to perform a segmentation analysis so as to understand the demographic andpsychographic profile of visitors to the City.We conducted over 400 hours of primary and secondary research and analysis, whichrevealed many positive things about the current positioning of the City. The City hasprojected a balanced budget through 2018, and our research shows that the City has aloyal core of visitors, as well as positive 'brand equity' among leisure visitors. Giventhat the City is looking to ensure the sustainability of its TOT revenue, we hypothesizedthat it could increase visitors during slow periods by attracting corporate groups andyounger visitors. However, our research did not support these hypotheses.In sum, we recommend:

(a) The City of Carmel-by-the-Sea not invest additional monies in the SunsetCenter for the goal of attracting group meetings because of the high costs andlimited return possible, the feedback gathered from meeting planners, andthe myriad other venues available for group meetings in Monterey County;

(b) The City target visitors 55 years and older for off-peak travel (e.g. during thewinter months and weekdays);(c) The City reallocate existing marketing budgets to the Internet to attract newvisitors, to strengthen the City's loyal visitor base, which will help sustainTOT revenues.

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Table ofContents1.0 INTRODUCTION ............. .............................. ........................... .... .......... .............................................. 5

1.1.a City of Carmel-by-the-Sea Overview................................................................... ................... ....... 51.1.b Business Issue ..... .................................. ................................. ... ............. ................................... 51.1.c Project Scope .. .................................. ... ...... ................. .................... ............ ...... ........................ 7

2.0 METHODOLOGY .................................................................... .. .......................................................... 92.1.a Group Travel Research .......... .. ... ....... ....................... ... .......... ................................................... ..... 92.1.b Group Travel Data Analysis ...................................................................................... ................. 92.2.a Leisure Visitor Profile Research ............................................... .............. ..................................... 102.2.b Leisure Visitor Profile Analysis .................... .. ....... ...................... ... .................. ........................ 112.3.a Competitive Set Research ..................................................................... ... ....... ........................ 122.3.b Competitive Set Data Analysis ............... .. ... ............... .............. ..... ...................... .................... 132.4.a Marketing Spend Research ................ ........................................... .............................................. 142.4.b Marketing Spend Analysis .......... .................................................... .................................... .. ... 15

3.0 FINDINGS and RECOMMENDATIONS ..................... ....................... ................. ................ .... .. .. ....... .. 173.1.a Recommendation #1: .. .......... .. .......... ............ ...... ... ... ................ ... ....................... .. ..... ...... ... .... 173.1.b Recommendation #2: . .. .... .. ... ........ .. ... ... ......... .. .. .. ... ... ...................... .... .................................. 193.1.c Recommendation# 3: .............................................. ......................................... ...................... 20

4.0 EXHIBITS ................................................................. .. ..... .. .................................... ............................ 23Exhibit 1 - Fiscal Year 2013 -2014 City Council Budget Workshop Five Year Financial Forecast.. ...........23Exhibit 2- Meeting Planner Survey ......................................................................................................... 24Exhibit 3 - CBTS on the street Survey (Current Visitors) ......................................................................... 28Exhibit 4 - Survey for Potential Visitors (On the street interviews in Northern California and SouthernCalifornia).......................... ..................................................... ................ ................ ......... .. .... .................. 32Exhibit 5 - Web Blast Survey (Pa st Visitors) ............................................................................................ 36

5.0 APPENDICES ............... ....... ... ... .. .... ................... ... ......... ... ... .. ........... .. ................. ............................. 41Appendix A - Meeting Planner Survey Analysis ..................................................................................... 41Appendix B- Current Visitors, Recent Visitors, and Potential Visitors Profile Analysis ........................ 43Appendix C- Competit ive Set Analysis .............. ......... ............................................................................ 66Appendix D - Marketing Spend Analysis ................................................................................................ 71Appendix E- 3 Year Financial Project ion of Investment in Sunset Center for Purposes of Attracting andSupporting Group Meetings .......................................... ....... ...................................................... ............ 76

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Appendix F - Websites Used for Research ............................................................................................. 78

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1.0 INTRODUCTION1.1.a City of Carmel-by-the-Sea OverviewCarmel-by-the-Sea (the "City" or "Carmel") was established in 1916 as a community ina beachside city on the road to the Carmel Mission. The City is a quaint, picturesqueseaside village on the Monterey Peninsula in northern California with world-class retailshopping, ar t galleries, restaurants, wine-tasting rooms, and myriad outdoorexperiences for tourists. Carmel-by-the-Sea is an area that encompasses just over onesquare mile of land, bordered to the west by the Pacific Ocean, approximately 120 milessouthwest of San Francisco. The town is home to approximately four thousandresidents with a median age of 59.2 years old.Carmel-by-the-Sea is currently ranked #10 in the world as a tourist destination by theReaders' Choice Awards in Conde' Nast Traveler Magazine. There is a vibrant winegrowing community in Carmel Valley and the surrounding area, as well asunsurpassed opportunities for hiking in Big Sur and neighboring areas. The adjacentcommunity of Pebble Beach also draws many visitors to the area, as it offers among thefinest golf courses, resorts, and restaurants in the world. Additionally, Carmel-by-theSea and Pebble Beach host annual world-renowned festivals, including the AT&T ProAm golf tournament, the Bach Festival, Pebble Beach Food & Wine, and the famousevent for automobile aficionados, Concours d'Elegance, which draw thousands ofvisitors annually.The City has established goals consisting of enduring objectives and annual keyinitiatives. The City's objectives are community character, long-term vitality,organizational effectiveness, and fiscal stability. Growing the visitor market is seen bythe City as a way to meet the City 's objectives.1.1.b Business IssueCurrently the City is not facing an immediate financial challenge. In fact, the City isfinancially solvent and anticipates an $800,000 surplus for FY 2013 and a balancedbudget through FY 2018 (The Carmel Pine Cone, Pages SA and 12A, March 22, 2013). Perthe Fiscal Year 2013-2014 City Council Budget Workshop Five Year Financial Forecast(see Exhibit 1), the City is forecasting an increase in expenditures related to capitalprojects to reduce deferred maintenance of several large buildings, increasing street androad maintenance, and reducing the City's debt service. As a proactive effort, the City

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of Carmel by-the-Sea is interested in developing and implementing a strategic plan thatwill yield long-term revenue growth so as to avoid a future budget deficit which wouldmean higher taxes for residents. The City has three main sources of revenue - sales tax,property tax, and transient occupancy tax (TOT). In November 2012, voters approved a1% increase in sales tax for 10 years which is the primary driver of the surplus (TheCarmel Pine Cone, Pages SA and 12A March 22, 2013). Increases in revenues fromproperty taxes are limited by Proposition 13. As such, the greatest opportunity for theCity to ensure long term sustainability is through increases in revenue from TOT.Currently, TOT accounts for 35% of the City's total revenue.Carmel relies on hundreds of thousands of tourists annually to generate revenue for theCity through its TOT and sales tax. The delicate balance of maintaining the City'ssmall-town feel for residents, while generating revenue through tourism is a criticalfactor in our project. The City is not interested in making any material changes to thevillage. This is irrespective of the fact that there is simply no more land for the City ofCarmel-by-the-Sea to use for expansion. Consequently, the quantity of hotel rooms willremain static at 966.Although Carmel-by-the-Sea has a unique charm, it competes with neighboringMonterey. Monterey is approximately five miles north of Carmel-by-the-Sea and hasthe capacity to support large groups upwards of 2,500 people. Monterey has large chainhotels including the Marriott, Hilton, and InterContinental. Monterey is horne to thefamous Monterey Bay Aquarium and Fisherman's Wharf, which are major attractionsfor visitors of all ages. Carmel-by-the-Sea could be losing overnight visitors to Montereywho visit the village for a day trip.Leisure travelers in the San Francisco Bay Area have a plethora of options whendeciding where to visit. As a result, this area becomes a feeder market for Carmel bythe-Sea as well as many local destinations including Lake Tahoe, Reno, Napa, andMonterey Peninsula. All of the locations are within a one to four hour driving distanceand can support business and leisure travel year round. Therefore, to assess if the Citycan expand its visitor base with younger visitors, we traveled to the San Francisco BayArea to survey potential visitors and understand their interest and awareness of Carmelby-the-Sea.

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1.1.c Project ScopeThe City of Carmel-by-the-Sea engaged our team from UCLA Anderson School ofManagement to help them create a visitor profile and provide strategicrecommendations to increase the Transient Occupancy Tax (TOT) revenue, driven byincreasing the number of hotel room nights sold to leisure visitors, particular ly youngervisitors. Specifically they were interested in a demographic and psychographic profileof their visitors, as well as improving occupancy rates during their slow season Ganuary-April), and weeknights. As a result of several discussions with our client and severalrefinements to the project scope, our team developed the following hypothesis to test i fyounger visitors are a viable segment to drive higher TOT revenue during the City'sslow season and weeknights:

Cannel-by-the-Sea can attract younger visitors during lean periods withoutmaking material changes thatmay impact village chann.

The City has a healthy flow of tourism on the weekends due to festivals, tournamentsand the other recreational attractions in the surrounding area including Monterey.Group meeting travelers could fill the weeknight and slow season which would driveincreases desired in the TOT revenue. Therefore, Carmel-by-the-Sea would like ourteam to assess the City's appeal to group meeting planners in order to determine ifthere is an opportunity to grow TOT revenue with this consumer segment and thusbuild towards long-term sustainability. Through several discussions with our clientand refinement of the project scope, our team developed the following hypothesis totest whether small groups are a viable target consumer segment.

Cannel-by-the-Sea is well-positioned to attract small groups during leanperiods and weeknights.

The City has recently created a Hospitality Improvement District (HID), as apartnership between the City of Carmel-by-the-Sea, the Carmel-by-the-Sea Chamber ofCommerce, the Carmel Innkeepers Association, the Monterey County Convention andVisitors' Bureau (MCCVB) and the Sunset Center, the city-owned performing arts andconference site. Together, they are working to increase the occupancy rates in thetown's many inns and hotels, as wel l as to market the town as a world-class destination.Moreover, renovations have recently been completed to make the Sunset Center a moredesirable meeting and conference space. The town contributed $lOOK to the

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renovations, and the HID funds supported the hiring of a meeting planner to assistgroups by coordinating catering, accommodations, travel and specific meeting needs.In this business plan, we explain the methodologies used to collect the data needed inorder to design a visitor segmentat ion profile, test the feasibility of supporting groupmeeting and lodging needs, as well as assess opportunities to grow the leisure visitorsegment. We then outline our recommendations to management along with thefindings and evidence that support our recommendations.

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2.0 METHODOLOGY2.1.a Group Travel ResearchIn order to assess Carmel's appeal to group travelers as a destination for holdingbusiness meetings and retreats and the feasibility of supporting their meeting andlodging needs, we used primary research almost exclusively as there is very littlesecondary research available on this topic. We developed a meeting planner survey(Exhibit 2) to conduct our primary research, which were collected through interviews.The objective of the survey was to capture meeting planners' perceptions of the city aswell as quantitative and qualitative data to learn what factors meeting planners believeare important when selecting an offsite meeting location. We collected 30 responses.We identified the respondents to these surveys through our personal and professionalnetworks. We also solicited feedback from members of the Monterey CountyConvention Visitors Bureau but we did no t receive any responses personally, thoughwe did receive notes from the Meeting Planners meeting hosted by the MontereyCounty Convention Visitors' Bureau (MCCVB). Initially we targeted corporate meetingplanners as our client considered them a viable segment to build the group travelbusiness and thus drive increased occupancy during the week and slow season. Thedata collected via the surveys was supplemented with feedback from employees of theSunset Center as to their capability to support corporate group meeting needs. Basedon the feedback from the Sunset Center management and the consistent responsesamong corporate meeting planners, we deemed it necessary to expand our researchbeyond corporate meeting planners.We then expanded our research to what people in the group travel industry refer to asSMERFs (Social, Military, Educational, Religious, and Fraternal). We supplemented oursurvey data of SMERFs with an interview of an employee of the HID who providedinsights as to exactly which type and size of SMERF they are targeting as some SMERFshave meeting needs similar to corporate groups.

2.1.b Group Travel Data AnalysisThe data was analyzed by each segment, corporate meeting planners and SMERFs, aswell as across the entire sample. In order to identify trends and themes in thequalitative data, the results were assigned a quantitative value to determine thefrequency of the response. The responses were ranked to understand which factors

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were more important than others. The quantitative data was averaged overall as wellas by each segment to determine whether significant differences in responses existed.Based on the above analysis, we concluded the following:

Most SMERF groups have amenity and space needs similar to corporate groupneeds which make hosting such groups at the Sunset Center a challenge.

Small (10-15) leisure groups (i.e. needle point groups) that enjoy a pedestrianlifestyle and are open to dining and lodging at different places would be a betterfit for Carmel and specifically the Sunset Center.

2.2.a Leisure Visitor Profile ResearchThe profile of visitors comes from three surveys (Exhibits 3-5). Two were administeredin person whereas the third was completed via the Internet, which provided a higherdegree of anonymity. The surveys were modeled after best practice research andmarketing tools used for similar locations (see Appendix F for websites used forresearch). The instruments underwent pilot testing to determine ease of use andappropriateness of content. Finally, the instruments were reviewed by researchers whowere unrelated to the project to determine their validity and provide insights regardingstatistical analysis.The first survey was administered to current Carmel visitors. I t was a conveniencesample obtained from on-the-street interviews with pedestrians in Carmel on February2-4, 2013. The team used paired interviewers to approach pedestrians to solicitresponses after a standardized identification. We did not track non-respondents thoughthis number appeared to be higher on weekend days than on a weekday. An additionalconfounder was that the respondents appeared more likely to answer questions whenapproached by paired interviewers who were of mixed gender.While interviewing, we typically remained in a single location for sampling forapproximately 30-60 minutes and then relocated to another area of town. Weoversampled along Ocean Avenue as this was the most densely populated area of townduring the hours we canvassed the streets. Additionally, the interviewers oversampledpedestrians on the beach as they were very likely to be willing to complete the survey.Finally, the interviewers under-sampled the population of non-English speaking foreignvisitors who were on bus tours of the area. This survey generated 75 responses.

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The second survey was administered to potential Carmel visitors. It was a conveniencesample obtained from on-the-street interviews with pedestrians in a number of feedermarkets for the city. These markets include San Francisco and Silicon Valley, and WestLos Angeles (Brentwood and Westwood, specifically). The team used individual andpaired interviewers to approach pedestrians to solicit responses. The team did not tracknon-respondents. With the exception of the West Los Angeles survey, there were th reeinterviewers performing these surveys, all of a single gender. The interviews took placeon March 22-23, 2013. There was an attempt to oversample potential visitors to Carmelwho had not visited the city. There was an attempt to oversample potential visitorsfrom local markets to Carmel that were within a two-hour drive of the city. This surveygenerated 132 responses.The third survey was administered to a convenience sample of over twenty-fivethousand people who had opted-in to join an electronic mailing list when they visitedthe official Carmel-by-the-Sea webpage (http:Uwww.carmelcalifomia .comD. Anembedded link to the survey accompanied the quar terly electronic newsle tter onFebruary 28, 2013. This survey generated 343 responses.

2.2.b Leisure Visitor Profile AnalysisThough the data for these analyses came directly from the survey responses, in one casea transformation of the data was required. This instance was related to the seasonalpreferences of the travelers. In order to create categories that sensibly representedreality and contained sufficient numbers of respondents for statistical analysis, thetravelers were placed into one of three seasonal categories: summer, winter, and nopreference. The summer cohort contained respondents who listed any of the followingcombinations as their seasonal preferences: Spring; Spring and Summer; Spring,Summer and Fall; Summer; Summer and No Preference; Winter, Spring and Summer.The winter cohort contained respondents who listed any of the following combinationsas their seasonal preferences: Fall; Fall, No Preference; Winter; Winter, Fall; Winter,Spring, Fall; Winter, Summer, Fall. The no preference cohort contained respondentswho listed any of the following combinations as their seasonal preferences: NoPreference; Spring, Fall; Summer, Fall; Winter, Spring; Winter, Summer; Winter, Spring,Fall, Summer; Blanks. The assignment of these categories relied on judgment to arriveat the best possible match for the intention and preference of the respondent into one of

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these three categories. Because these assignment rules were applied consistently acrossall surveys, the possibility of introducing bias was minimized. For all discussions, theseasonal preference refers to this transformed season rather than the preferenceexpressed originally in the survey.In order to analyze differences between two comparison groups, pivot tables weremade to stratify the data within a given survey across two variables. If differencesbetween groups appeared to be significant, a Chi Square Test was applied to calculate ifthe observed differences were statistically significant from the expected differences.The Chi Square Test was selected because the survey was comprised of non-parametricdata (12). The test was run with the, Microsoft Excel function Chi Square Test(CHISQ. TEST).Because of the large number of analyses that were run, it is reasonable to consider thepossibility that some of the relationships that were noted were due strictly to chance.To minimize this risk, an alpha of 0.05 was selected for the tests of significance. Thiscorresponds to a confidence interval of 95%. At this level, only one-in-twenty analyseswould yield a positive result due to chance alone. Many of the Chi Squares weresignificant at significantly higher levels meaning that it is much less likely that theobservations noted were due to chance alone. Additionally, a large number of thestatistically significant differences were noted in relation to the visitors' age. For theseall eleven to be related to chance is extraordinarily unlikely. (The odd of this occurringare one in 200,000,000,000,000.)

2.3.a Competitive Set ResearchIn order to determine whether the city of Carmel-by-the-Sea is well-posit ioned toincrease its overnight occupancy rates during lean periods and weeknights withoutmaking material changes that may impact village charm, an in-depth analysis of theoccupancy rates for locations considered its 'competitive set' was undertaken. Theseoccupancy rates would help us to determine how well Carmel was performing, usingits competitive set as benchmarks.The data used in our study came from Smith Travel Research (STR) reports, which weidentified as critical secondary material, but are proprietary. For the purposes of thisproject, the UCLA Anderson Library helped to create a partnership in which SMR

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teams could have reports gratis. The STR reports we received covered data from theperiod January 2000 to February 2013. For each report, the source of the data from theSTR reports is indicated (see Appendix F).The data from the STR reports was intended to be compared to our client city, Carmelby-the-Sea, but the report for Carmel-by-the-Sea, CA contained only 7 months of data,which we considered insufficient to create the three-year profile desired. To that end,the STR report for Carmel, CA (which includes the 93921 and 93923 zip codes) wasutilized as the benchmark used against the comparison data from Santa Barbara, SantaBarbara County, Sonoma, Napa, Mariposa County, San Luis Obispo and South LakeTahoe. These cities were specifically identified by the City as the competitive set.Additionally, as we proceeded into our analysis, it became clear that the South LakeTahoe data was considerably less competitive than the other cities identified; itoccupancy rates were considerably below that of the other se t of locations. Therefore,the data used as the comparison group was changed to exclude South Lake Tahoe in thefigures included.For several of the comparisons, there was not enough data to utilize Mariposa Countyfor the duration of the three-year comparison window. In those cases, the term "n/a" ismarked, and that destination is not included in the competitive set average.Further, please note that when we list the Competitive Set Average for each data set,those figures exclude the data from the STR repor ts for Carmel and Carmel-by-the-Sea,as well as the aforementioned data for South Lake Tahoe.

2.3.b Competitive Set Data AnalysisBased on the above analysis, we concluded the following:

a) The City of Carmel's occupancy rates are lagging slightly behind its competitiveset, especially in the first quarter (January, February and March) by an average ofapproximately 5.2%. However, over the entire year, in the three-year periodbetween 2010 and 2012, its occupancy rate was only 1.8% behind the competitiveset loca tions analyzed;

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b) In analyzing the comparison with its competitive set, the City's weekdayoccupancy rates lagged those competitors by 2.1%;

c) However, Carmel by-the-Sea is spending less than its competitors on marketingitself. Given the occupancy rates and the relatively modest marketingexpenditures, the City is doing remarkably well in terms of generating overnightroom night sold.

2.4.a Marketing Spend ResearchThe City spends its marketing dollars across multiple media channels, such asmagazines, internet, and TV, radio to promote the awareness of the town amongst theresidents in the Bay Area and across the country. The objective of the analysis was todetermine which of these media channels have a statistically significant impact on thehostelry revenue. Accordingly the city can focus more on such media channels forfuture promotions to draw overnight visitors to the city. The focus was on the overnighttourist revenue as the Transient Occupancy Tax (TOT), as it is directly dependent on thehostelry revenue (10% of the revenue is TOT).Two sources of data were collected for this analysis:

(a) Marketing spend of the City: The City's marketing consultant provided themonthly breakdown of the marketing spend across the various media channelsfor the last five fiscal years (FY09 - FY13);

(b) Monthly Overnight Tourist Revenue: Secondary sources such as STR reports andthe City's financial reports were leveraged to gather data relative to overnighttourist revenue. With our client's assistance, we also secured monthly revenuedata from the owners of hotels and inns ('inn-keepers' data) in Carmel by-theSea. I t should be noted that the inn keepers' data collected represents 25% of therevenue earned by all of the hotels and inns. We determined this sample to belarge enough to use for analyzing the trends and the effectiveness of marketingon the overnight tourist revenue

Revenue and marketing data for 56 months were used for our analysis.

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2.4.b Marketing Spend AnalysisWe analyzed the marketing budget and the innkeepers' revenue data to determine thestatistically significant media channels that impact revenue to the hotels. Thehypothesis tested in the regression analysis was that all the media channels arestatistically significant in improving the revenue for the City.Based on our regression analysis, we concluded the following:

1. Over the years, the City has developed a very strong base of loyal visitors whoare sold on Carmel by-the-Sea's brand. Thus the City's brand is the primaryreason these visitors repeatedly come to the city to spend a few nights and enjoythe quaintness of the city versus being drawn by the marketing campaigns. Thisis consistent with the results of our regression analysis which indicates that thebest predictor of the number of room nights sold in a particular month is thesales volume of the prior month, given the macro-economic environmentremains healthy from month to month;

2. Of all the media channels the City currently leverages, the most effective indrawing more overnight visitors is the Internet. As with any m arketingcampaign, the impact of the Internet marketing campaigns was observed acouple of months after the campaign ended.

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I

3.0 FINDINGS and RECOMMENDATIONSHypothesis: Carmel-by-the-Sea is well-positioned to attract small groups during leanperiods and weeknights

3.1.a Recommendation #1:Do not invest additional funds in the Sunset Center to attract corporate groups.

Finding lA : The investments in the kitchen renovation (estimated at $250k) andpersonnel necessary to staff group meetings ($106,370, for two FTE includingbenefits) significantly outweigh the projected increases in TOT receipts for theCity of Carmel-by-the-Sea.

Evidence lA: I f Carmel-by-the-Sea can achieve the average returns of itscompetitive set (approximately 5.2% growth from current occupancy rates inQ1 months of January, February and March), it will only realize an additional$38k in TOT. Because the TOT revenue the City receives is a 10% surcharge oneach room night sold, an increase 5.2% increase in occupancy would notsignificantly impact the City's revenues (see chart below). Additionally, becauseit is off-peak season, room rates are generally lower than the rest of the yearthus limiting the amount of additional TOT revenue for the City.

Carmel by-the-Sea's Estimated TOT Revenue Growth for January - MarchAverage I

1m Feb March Total- --- - - - - - - - - - - - - -Difference between Average Occupancy Rates of 5.5% 3.6% 6.5% 5.2%C o m ~ t i t i v e Set and CB1S ~ ~ n Mar) -Jan- Mar 2012 TOT Receipts $ 220,846 $ 220,846 $ 279,520Estimated TOT Receipts Based on Increased Occupancy 232,993 228,796 297,688I- - - --- - - --Estimated Increase in TOT Receipts $ 12,147 $ 7,950 $ 18,169 $ 38,266

The additional revenue from increased occupancy during the first quarter is farbelow the cost of attracting and staffing for more group visitors. Below is anNet Present Value analysis performed to assess whether the City should makean additional investment in the Sunset Center.

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( 5 6 3 , 1 1 5 ) : . . ~ . - - - - ~ - - - - - - - - - ~ - - - -Calculation Inputs Discou nt rate: 3%

Initial Cash Outflow: $250,000Annual Cash Outflow: $106,370- Two (2) FTE- Per HID contact, at least 2 additional FTE would be needed ifthe entire meeting space within Sunset Center is in use. FTE Hourly Rate is$18 which is the mid-point of the hourly wage range per a Banquet Serverjob posting. Annual salary for 2 FTE = $74,880- Healthcare Benefits- $15,745 (Wa shington Post, 9111112) per FTE; $31,490Annual Cash Inflow: $38,000- Carmel could expect an increase of approximately $38,000 in TOT receiptsin its slowest quarter Ganuary, February and March) i f they are able tocapture some of the group travel market and their occupancy during thosemonths increased to the average occupancy rates of its competitors.

Finding lB: Both corporate and social groups with whom we spoke did notexpress support for holding group meetings in Carmel-by-the-Sea.

Evidence lB: Of the group meeting planners with whom we spoke, on a scale of1 to 10 (10 being of the utmost importance), rated holding an off-site in a locationthat serves all purposes (hotel rooms, food, meeting rooms, etc. all on-site) a 8.9.

Finding lC : Carmel-by-the-Sea is a desirable leisure destination, but facesconsiderable local competition to attract group meetings.

Evidence lC: At the luxury end of the spectrum, there are several nearby resortfacilities, including those run by the Pebble Beach Company, that are moreattractive to corporate groups. For those groups looking for more affordablespace there is stiff competition within Monterey County, including the AsilomarConference Grounds which is in the midst of a $20.5 million renovation androoms are approximately $130/night.

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Hypothesis: Carmel-by-the-Sea can attract younger visitors during lean periodswithout making material changes that may impact village charm.

3.1.b Recommendation #2:Focus on attracting older (55+) visitors during lean/slow periods

Finding 2A: Older visitors have greater flexibility in their ability to travel duringwinter months.

Evidence 2A: Analysis of the Potential Visitor Survey shows that young potentialvisitors (adults younger than 55) are less likely to make a w inter season visit;whereas older potential visitors are more likely to make a winter season visit.Thus, we recommend that the City ta rget visitors over 55 years of age for winte rvisits.

Finding 2B: Older visitors have greater flexibility in their ability to travel duringthe week.

Evidence 2B: Analysis of the Potential Visitor Survey shows that youngpotential visitors (adults younger than 55) are less likely to make a midweek visitto Carmel whereas older potential visitors were more to make a midweek visit.NOTE: For this analysis, we defined a "younger" visitor as being less than 55 .This was because qualitatively we learned that a large number of working agedfelt that their w ork schedules would not facilitate weekday vis its to the city. Thecut point of 55 was chosen to capture people who were more likely to be retiredfrom full-time work, or who have greater autonomy over their work schedules.

Finding 2C: Younger visitors (adults younger than 55) are less likely to stay aslong as older visitors, and thus not contribute as significantly to TOT revenues.

Evidence 2C: Analysis of the Carmel by-the-Sea on the street survey shows thatyounger visitors (adults younger than 55) are more likely to be day travelerswhereas older visitors are more likely to be long stay visitors.

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3.1.c Recommendation# 3:Experiment with reallocating existing marketing budget to attract new visitors duringthe lean/slow periods without risking the loss of your existing loyal visitor base asthey will help sustain current TOT revenues.

Finding 3A: Marketing efforts for older potential visitors is likely to beoptimized by targeting different media charmels than those used for youngerpotential visitors.

Evidence 3A-1: Analysis of the Potential Visitor Survey shows that olderpotential visitors were more likely than expected to have seen an ad for Carmelby-the-Sea in print media whereas younger potential visitors (adults youngerthan 55) were less likely than expected to have seen an ad for Carmel by-the-Seain print media.

Evidence 3A-2: Analysis of the Potential Visitor Survey shows that olderpotential visitors were less likely than expected to consume media via the webwhereas younger potential visitors (adults younger than 55) were more likelythan expected to consume media via the web.

Finding 3B:Reallocating more of the City's marketing budget towards Internet media andless towards the other charmels such as radio and TV would more likely reachpotential visitors who have never visited Carmel by-the-Sea. Because the Cityalready has a very strong loyal base and the current macro-economic conditionsare improving, it is in the best position to experiment with the reallocation of themarketing budget to determine the most optimum media spend plan.

Evidence 3B: Regression Analysis ObservationsThe following is the setup for the regression (details of other regression analysesperformed can be found in Appendix D):Hypothesis:All the media channels are statistically significant in improving themonthly room nights soldInput Variables: The monthly spend on the following media charmels - Print, TV,Radio, Internet and WeddingOutput Variable: Monthly Room Nights sold

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Several regression models were developed by using different combinations ofthe input variables (including the wedding and internet input variables) alongwith the prior month's room night to develop a model that was statisticallysignificant and made sense in the real world. The regression model belowprovided the best fit for the underlying data -the input variables have positivecoefficients, there is no correlation between the input variables (Durbin-Watsonstat is more than 2), all the input variables in the model have t-statistic valuegreater than 2 and the value for Adjusted R-squared is quite high (-0.85),meaning these variables explain 85% of the drivers of room nights.

Dependent Variable: ROOMNIGHTMethod: Least SquaresDate: 05/07/13 Time: 19:47Sample (adjusted): 2008M09 2012M12Included observations: 52 after adjustments

Variable Coeffic1ent Std. Error t-StatiStiCc -1883.514 949.5620 -1 .983561

ROOMNIGHT(-1) 0817651 0.062477 13 08725INTERNET(-2) 0 145701 0.063339 2 300341

CCI(-2) 32 48464 14.93739 2 174720R-squared 0.858557 Mean dependent varAdJusted R-squared 0 849717 S.D.dependentvarS.E. of regression 622 .5650 Akaike info criterionSum squared resid 18604187 Schwarz criterionLog likelihood -406 .2638 Hannan-Quinn criter.F-statistic 97.11977 Durb1n-Watson statProb(F-statistic) 0.000000

Prob.0.05300.00000.02580.0346

3404.7581605.94115.7793815.9294715.836922.423155

The above model explains that the number of room nights sold in a particularmonth was dependent on the following:

(a) Number of room nights sold in the prior month;(b) Marketing spend on the Internet media channel two months earlier;(c) The macro-economic variable, Consumer Confidence Index, two months

earlier.Because the current marketing program is not the primary driver of room nightssold, as an alternative the City could reallocate its marketing dollars as follows:

Implement a "cookie" for users that go to www.carmelcalifornia.com totrack their web activity (30 -60 -90 days). Retarget based on Carmel websitevisitor future web activity (e.g. Amazon, Facebook (FB), any network);

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Target your own fans on FB with advertisements; Create FB page that is commerce driven; Host Blogger visits during the week for the regional newspapers (San

Francisco Chronicle, San Jose Mercury News, LA Times, Santa BarbaraNews-Press);

Maximize Coogle AdWords to capture potential visitors; Reorganize the City's website to maximize the high-converting, high

value ads to the prime real estate spots (leaderboard, above the fold).We have not determined the amount of additional revenues the City can expect fromimplementing these alternatives as that analysis is beyond the scope of this project.Perhaps the City will pursue a UCLA Anderson SMR Project in 2013-14 to address thesemore directly. Nonetheless, we wanted to provide some ideas for the City to begin tothink about what will work best for future revenue growth.

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4.0 EXHIBITSExhibit 1- Fiscal Year 2013-2014 City Council Budget Workshop Five YearFinancial Forecast

19.018.017.0

~ ' U i ' 16.0faC:: 15.0- _g 14.00 ~ 13.0Q'-" 12.0

11.010.0

F'IVe YearGeneral Fund

Revenue I t Uses

1t: .7 1 _ 1 . ~1 6 . 2 ~ -17:'5 18.0,... .. 16.9 17.0 .

1 ~ 14.2 14.2/ J '12.8 13.4 ~ ~ ' : 15.4~ ~ ~ . . . , - . .~ . 1 _ 3 13.412.3 . . 12.9lOCI8-G9 200.10 :101011 ZD111Z :101213 2013-14 2014-15 201511 2011-17 31711

- o t a i G e n m ~ F u n d ElcpendlnRs

Source: Fiscal Year 2013-2014 City Council Budget Workshop Five Year Financial Forecast March 19,2013

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Exhibit 2- Meeting Planner Survey1) Name2) Company/Organization3) What kind of meetings and conferences do you plan?

a. Corporateb. Associationc. Incentived. S.M.E.R.F.e. Other

4) For what size groups do you normally plan off-site meetings?a. Under 25 participantsb. 25 - 49 participantsc. 50-74 participantsd. 75 - 99 participantse. 100- 124 participantsf. 125- 149 participantsg. More than 150 participants

5) Where do you book most?a. Hotelsb. Resortsc. Conference/convention centersd. Other (with text box)

6) When are most of your meetingsa. On weekdaysb. On weekendsc. Combination weekday & weekend

7) During what time of year are you most likely to book a group event? (Choose allthat apply)

a. Winterb. Springc. Summerd. Fall

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e. Any season8) For your group events, what is the approximate spend per person per night?$___9) How many nights does your group event last?

a. No overnight componentb. 1 nightc. 2 nightsd. 3 nightse. 4 nightsf. 5 nightsg. 6 or more nights

10) What are the logistical requirements for the event(s) you plan?a. Size of meeting spaceb. Number of available mee ting spacesc. Technology (projectors, internet access, etc .)d. Efficiency proximity of hotel rooms to meeting spacee. Catering servicesf. Hotel accessibilityg. Distance from our officesh . Convenience for participantsi. Nigh ttime activities for funj. Recreation (golf, tenn is, e tc.)k. Other (text box)

11) Would yo u consider holding a meeting in Carmel-by-the-Sea?a. Yesb. Noc. Maybe

12) Why did you answ er the previous question as you did?13)Have you seen an y advertising for Carmel by-the-Sea?

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14) If yes, what kind?a. TVb. Travel magazine adc. Newspaper add. Radio spote. Direct mailer (snail mail)f. Socialmedia (Facebook, etc.)g. Email ad (to your inbox)h . Web ads (on travel sites)

15)What is the greatest distance from your office that you'd book an offsite meeting?a. Under 10 milesb. 10 - 49 milesc. 50 -99 milesd. 100- 149 milese. 150 - 199 milesf. More than 200 miles

16)Where do you book your group events most? (Open ended: let the respondentanswer. Circle applicable answers.)

a. In own organization 's facilitiesb. Western United Statesc. Mountain United Statesd. Southern United Statese. No rth Eastern United Statesf. Outside United Statesg. Lake Tahoeh. Los Angelesi. Napa/SonomaJ Palm Springsk. Santa Barbara1. San Diegom. San Franciscon. Las Vegaso. Renop. Hawaiiq. Mexico

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r. Canadas. Other_____

17) What are the primary reasons you chose the last destination you used for an offsite meeting? Choose all that apply.a. Previous Visit

b. Outdoor Recreationc. Quality of meeting facilitiesd. Arts an d Culturee. Budgetf. Food and Diningg. Shoppingh. Scenic Beautyi. Entertainment/Night LifeJ Family/Friendsk. Weather1. Romantic Characterm . Family Friendly Activitiesn. Distance to Areao. Had Never Been Before (i.e. New Place to visit)

18) How important, on a scale of 1 to 10 (10 being of the utmost importance), isholding your off-site in a location that serves all purposes (hotel rooms, food,meeting rooms, etc. all on-site)?

a. 1b. 2c. 3d. 4e. 5f. 6g. 7h. 8i. 9j. 10

19) Any additional thoughts?27


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Exhibit 3- CBTS on the street Survey (Current Visitors)1) "What city are you corning from?"2) Visitor's gender:

a) Femaleb) Male

3) Estimate of visitor's age:a. 18-24b. 25-34c. 35-44d. 45-54e. 55-64f. 64+

4) Estimate of visitor's ethnicity:a. Caucasianb. African-Americanc. Asiand. Hispanice. Pacific Islanderf. American Indiang. Bi-racialh. Other

5) Characterization of the traveler's companions:a. Aloneb. Couplec. Family

6) "What are you planning on doing while you are here?" (Open ended: let thevisitor answer. Circle applicable answers.)

a. Cannery Rowb. Laguna Seca Racewayc. Camping/Backpackingd. Spae. Fine Diningf. Shopping

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g. Monterey Bay Aquariumh. Bikingi. Beachj. Kayakingk. Sailing1. Visit Museumm. Golfn. Activities with my dogo. Special Eventp . Hiking/Walkingq. 17 Mile Driver. Fishings. Whale Watchingt. Art/Cultural Exhibitsu. Historical Sitesv. Wine Tastingw. Live Theatre Performancex. Sight seeing

7) "How many nights are you staying?"a. 0 (day traveler)b. 1c. 2d. 3e. 4. 5g. 6+

8) Do you plan to visit Carmel-by-the-Sea again?9) "Thinking about this trip to, what is your total trip budget, not includingtransportation? " $ _ ___10)"How many times have you visited?

a. 1 (this is first visit)b. 2c. 3d. 4e. 5. 6+

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11) "During what season do you visit most?"a. Winterb. Springc. Summerd. Fall

12) "Would you ever consider visiting Carmel-by-the-Sea on a weeknight? I f no,why not?"

13) "What comes to mind when I say 'Carmel-by-the-Sea?'"14) "What is the primary reason for your visit?"

a. Leisureb. Businessc. Weddingd . Other

15) "What other area have you visited in the last 3 years that you would visit again?"(Open ended: let the visitor answer . Circle applicable answers.) check boxes

a. Outside United Statesb. Western United Statesc. Mountain United Statesd . Southern United Statese. North Eastern United Statesf. Cruiseg. Hawaiih . Lake Tahoei. Las VegasJ. Los Angelesk. Napa/Sonoma1. Mexicom. Canadan . Palm Springso. Renop. Santa Barbaraq. San Diegor. San Franciscos. Cambria

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t. Big Suru. Montereyv. Carmel Valleyw. Half Moon Bayx. Noney. Other__

16)"Whatwould make Carmel-by-the-Sea better for you?"

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Exhibit 4- Survey for Potential Visitors (On the street interviews in NorthernCalifornia and Southern California)

1) "What city did you travel from?"2) Have you ever visited Carmel-by-the-Sea?

a. Yesb. No

3) I f no, why not?4) I f yes, what time of year do you normally visit?

5) Would you visit during January to April?6) Would you ever visit during the week?7) Visitor's gender:

a. Femaleb. Male

8) Estimate of visitor' s age:a. 18-24b. 25-34c. 35-44d. 45-54e. 55-64f. 65+

9) Estimate of visitor's ethnicity:a. Caucasianb. African-Americanc. Asiand. Hispanice. Pacific Islanderf. American Indiang. Other

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10) Characterization of the traveler's companions:a. Aloneb. Couplec. Family

11) "What types of things do you like to do on vacation?" (Open ended: let thevisitor answer. Circle applicable answers.)

a. Cannery Rowb. Laguna Seca Racewayc. Camping/Backpackingd. Spae. Fine Diningf. Shoppingg. Monterey Bay Aquariumh. Bikingi. Beachj. Kayakingk. Sailing1. Visit Museumm. Golfn. Activities with my dogo. Special Eventp. Hiking/Walkingq. 17 Mile Driver. Fishings. Whale Watchingt. Art/Cultural Exhibitsu. Historical Sitesv. Wine Tastingw. Live Theatre Performancex. Sight seeing

12) "What other area have you visited in the last 3 years that you would visit again?"(Open ended: let the visitor answer. Circle applicable answers.)a. Outside United Statesb. Western United Statesc. Mountain United Statesd. Southern United States

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e. North Eastern United Statesf. Cruiseg. Hawaiih. Lake Tahoei. Las VegasJ Los Angelesk. Napa/Sonoma1. Mexicom. Canadan. Palm Springso. Renop. Santa Barbaraq. San Diegor. San Franciscos. Cambriat. Big Suru. Montereyv. Carmel Valleyw. HalfMoon Bayx. Noney. Other__

13) "Thinking about your last trip within California, what was your total tripbudget, not including transportation?" $____14) "What influenced your decision to plan your last trip?" (Open ended: let the

visitor answer. Circle applicable answers.)a. Previous Visitb. Outdoor Recreationc. Arts and Cultured. Budgete. Food and Diningf. Shoppingg. Scenic Beautyh. Entertainment/Night Lifei. Family/Friendsj. Weather

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k. Romantic Character1. Family Friendly Activitiesm. Distance to Arean. Had Never Been Before

15) "Have you ever thought about taking a trip to Carmel?"16) "Have you seen any advertising for Carmel?"

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Exhibit 5- Web Blast Survey (Past Visitors)1) How many times have yo u visited Carmel-by-the-Sea in the last three years?

a) 0b) 1-5c) 6-10d) 11-20e) 20+

2) During what time of year do you normally visit?a) Winterb) Springc) Summerd) Falle) AnyTime

3) What was the primary reason for you last trip?a) Pleasure/vacation/leisureb) Visit Friend/Familyc) Sales meeting/Reward Tripd) Conference/Business Meeting/Conventione) Weddingf) Other:____

4) What is your ZIP code (or do yo u live overseas)?Text box: (either zip or cormtry of origin)

5) During your last visit to Carmel-by-the-Sea, how many nights did you stay?a) 1b) 2c) 3d) 4e) 5f) 6+g) Didn't stay overnight

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6) Thinking about your last trip to Carmel-by-the-Sea, what was your total tripbudget, not including transportation?$____

7) On that last trip, how many people were in your immediate par ty? (Pleaseindicate number of each category; example: 2 adults, 2 children)a) _Adu l t s (65+)b) _Adu l t s (55-64)c) _Adu l t s (45-54)d) _Adul t s (35-44)e) _Adul t s (25-34)) _Children/Young Adults (13-24)g) _Chi ldren (12 & Under)

8) Which of the following activities were included in your last visit to Carmel-by-the-Sea? (Check all that apply)a) Cannery Rowb) Laguna Seca Racewayc) Camping/Backpackingd) Spae) Fine Diningf) Shoppingg) Monterey Bay Aquariumh) Bikingi) Beachj) Kayakingk) Sailing1) Visit Museumm) Golfn) Activities with my dogo) Special Eventp) Hiking/Walkingq) 17 Mile Driver) Fishings) Whale Watchingt) Art/Cultural Exhibitsu) Historical Sitesv) Wine Tastingw) Live Theatre Performancex) Sight seeing

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9) What other area have you visited in the last 3 years that you would visit again?a) Outside United Statesb) Western United Statesc) Mountain United Statesd) Southern United Statese) North Eastern United Statesf) Cruiseg) Hawaiih) Lake Tahoei) Las Vegasj) Los Angelesk) Napa/Sonoma1) Mexicom) Canadan) Palm Springso) Renop) Santa Barbaraq) San Diegor) San Franciscos) Cambriat) Big Suru) Montereyv) Carmel Valleyw) HalfMoon Bayx) Noney) Other _ _ _

10)What is your favorite place to visit?a) Outside United Statesb) Western United Statesc) Mountain United Statesd) Southern United Statese) North Eastern United Statesf) Cruiseg) Hawaiih ) Lake Tahoei) Las Vegasj) Los Angeles

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k) Napa/Sonoma1) Mexicom) Canadan) Palm Springso) Renop) Santa Barbaraq) San Diegor) San Franciscos) Other____t) Other____u) None

11) Are you planning to come back to Carmel-by-the-Sea?12) What might make your visit to Carmel-by-the-Sea even better?13) Would you come back during the week (as opposed to the weekend)?

a)b) I f not, why not?

14)Gendera) Maleb) Female

15)What is your marital status?a) Singleb) Married/significant otherc) Widowed

16) Do you have children?a) Nob) Yes, they live at homec) Yes, they do not live at home

17) How old are you?a) 18-24b) 25-34c) 35-44d) 45-54e) 55-64

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f) 65+g) Prefer not to answer

18) Which category describes your annual household income?a) 0-$49,999b) $50,000-$99,999c) $100,000-$149,999d) $150,000-$199,999e) $200,000-$249,999f) $250,000-$499,999g) $500,000+

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5.0 APPENDICESAppendix A - Meeting Planner Survey Analysis

Following are the combined results for key survey questions asked of themeeting planners (corporate and SMERFs). We collected a total of 30responses.How important, on a scale of 1 to 10 (10 being of the utmost importance),is holding your off-site in a location that serves all purposes (hotelrooms, food, meetin rooms, etc. all on-site)?

Logistical Requirements for Events PlannedOther

Recreation (golf, swimming_ spa, etc.}Availability of Nighttime leisure Activities

Catering Services OnsiteEfficiency/proximity of hote Irooms to .

Technology (projectors, Internet access, ..Number of Available Meeting Spaces

Budget Cost ConstraintsSize of meeting space

08

1516

1614

Have you seen any advertising fo r CBTS?

41

18

2025

Avg of TotalResponses8.9


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Would you consider holding a meeting inCBTS?

The meeting planners surveyed provided the following reasons as to why they wouldnot consider holding a meeting in Carmel by-the-Sea.

Not enough space to accommodate all of the meeting participants. Also, musthave all activities in one place

Carmel is does not have all of the amenities and meeting spaces needed to holdour regional conference. Also need to have entertainment avail as manyattendees come from ou t of town and like to turn such a trip into a vacation.

Family prepares all food for events during the family reunion. They need a placeto be able to cook, bar-b-que, etc. I t would not be cost effective to cater everymeal for that many people (25 - 49).

Too small Too hard to get to

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Appendix B - Current Visitors, Recent Visitors, and Potential Visitors ProfileAnalysis

From the survey data, a profile of the current, recent, and potential visitors can becreated. These descriptive statistics create the first known profile of who the visitorsare. I t is important to recognize that the on the street data characterize selected visitorsfor a single three day period on a February Saturday, Sunday and Monday during thelead-in time for the 2013 AT&T Pro Am golf tournament in Pebble Beach. One cannotgeneralize from this single sample to other segments of current visitors. The data se t forrecent visitors which is derived from the web blast survey is drawn from a markedlylarger pool of people. Because of this, it is more likely to reflect accurately the generalpopulation of recent visitors. Similarly, though the survey of potential visitors wascompleted in a variety of feeder markets for CBTS over a th ree day period, it isreasonable to generalize from its findings. This is because the population sampledreflects the general population of potential visitors to the city.The characterizations the follow are comprised of demographic and psychographicdata. The former represent who the visitors are and the latter represent how they think.DemographicsAge of VisitorsWhile both the CBTS and Web Blast surveys indicated that there were few respondentswho were less than 35, there was a methodological difference between them. The agefrom the on the street survey was the interviewer's impression of the respondents agewhereas the web survey specifically asked this question. Because feedback from a pilotsurvey indicated that respondents did not feel comfortable providing their age, thisquestion was modified so that a direct response was not required. The data presentedin the accompanying table confirm the impression that visitors to the city are, indeed,older.I t is noteworthy that the respondents to the potential visitor survey are, in generatyounger than the respondents to the other surveys. This was by design as the locationsof our convenience sampling were chosen specifically to examine the perspectives of ayounger cohort of travelers than current visitors. The respondents to the Web Blast

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survey are older than the respondents to the other surveys. This is best illustrated inthe accompanying chart.

Age of survey respondents

Age18-2425-3435-4445-5455-6465+Decline/Blank

45%40%35%30%25%20%15%10%

5%0%

On the Street Survey Web Survey1% 0%15% 4%24% 9%15% 18%26% 40%19% 25%0% 3%

Age of Visitor

44

Potential Visitor Survey7%36%21%22%9%4%

2%

On the Street Survey Web Survey Potential Visitor Survey


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Location of OriginOf the three surveys, place of origin was only an important factor for the first two weperformed. For the potential visitor survey, we specifically targeted respondents whowere native to the location we surveyed so we could avoid including people who wereon vacation. The goal was to enrich the survey population with people who lived inimportant feeder markets for CBTS. Because we asked if the respondent lived in thearea before starting the survey, we screened for (and excluded) people who were onvacation from another location.For the other surveys (CBTS on the street and Web Blast), it was not surprising that themost frequent origin that the respondents reported was California (65% and 43%respectively). The other most frequent locations of origin are listed in the table below.For simplicity, origins with less than 2% of visitors were excluded.

Most Common Location of Origin of Visitors to CBTSVisitors' Origin Web Blast Survey CBTS on the street surveyCA 43% 65%Blanks 7% 1%TX 4% 5%Canada 3% 1%ll 3% 3%PA 2% 0%WA 2% 1%AZ 2% 1%NV 2% 0%OK 2% 0%co 2% 0%Fl 2% 0%International 2% 9%OH 2% 1%

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70%60%50%40%30%20%10%

0% 5

Most Common Visitors' Origin

Web Blast Surveyt .. ._ _ ___ - J CBTS on the street surveyv> X "' = l: :.::: 0 ....J -ro :c.>< f - -o a.. 3


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Region ofOriginWeb Blast Survey

45% ~ - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -40%35%30%25%20%15%10%5%0%

GenderThe CBTS on the street survey did no t note the gender of the respondent. There was amarked difference in the gender of the respondents to the other surveys. For the WebBlast, two-thirds of the respondents were female as opposed with about half of therespondents to the Potential Visitors' Survey.

Gender of Respondent70%60%SO%40% Web Blast Survey30% Potential Vis itors' Survey20%10%0%

Male Fema le Blank

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Marital Status/Family StatusThe surveys assessed the marital and family status of the respondent differently. TheCBTS on the street survey relied on observation alone to assess who was traveling withthe respondent. The marital and family status could be inferred from theseobservations though it was recognized that this was not reliable. Because the Web Blastsurvey was not face-to-face and was anonymous, there was less concern thatrespondents would object to more personal questions. The Potential Visitor survey didnot assess marital and family status due to concerns about making the respondentsuncomfortable and the unreliable nature of the data.The majority (60%) of respondents for the CBTS on the street survey were judged to betraveling as part of a couple. Approximately a fifth (22%) were judged to be travelingalone and a smaller number (17%) were traveling with their family.

Traveling CompanionsCBTS on the street survey Alone Family Couple Blank

1%

The vast majority (77%) of past visitors responding to the Web Blast Survey were part ofa couple. A much smaller group (15%) were single. Only 2% were widowed.

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Marital StatusWeb Blast Survey

Married/significant other Single Widowed Blank2%

The majority of prior visitors (61%) indicated that they had children. Half of therespondents had children who do not live at home whereas 11% had children living athome. Almost a third (32%) did not have children.

Does the respondent have children?Web Blast Survey

Yes, they live at home Yes, they do not live at home No Blank

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IncomeThe prior visitors to CBTS who responded to the Web Blast Survey are relatively wellto-do. 14% have yearly incomes of $200,000 or more. An additional27% make between$100,000 and $200,000 per year. Almost a third (29%) declined to state their incomelevel.

35%30%25%20%15%10%5%0%

!>).>Ojr;,.C>.l~t:l

!>).>Oj:.>'

Income

!>).> !>).> !>).> !>).>Oj Oj Oj Ojo,C>.l' :C>.l'~ ~ " Y ~ ~ " " ~ ~ ' V ~ " ' l


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Number of visits to Carmel-by-the-Sea reported by survey respondents

CBTS on the Street Survey Web SurveyNum ber of % Number of %Visits Visits (in past 3

years)1 14 0 52 14 1-5 733 11 6-10 134 4 11 -20 65 6 20+ 96 or more 51

Number of Visitsfrom CBTS on the Street Suvey

60%

50%

40%

30%

20%

10%

0%1 2 3 4 5 6+ Blank

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80%70%60%50%40%30%20%10%0%

1-5

Number of Visits to CBTSWeb Blast Survey

6-10 11-20 20+ 0 Blank

The po tential visitor survey found that almost 2/3's of respondents had previouslyvisited the city. This is particularly informative as the sampling included a cohort fromLos Angeles which was expected to have a lower percentage of past visito rs to the city.Excluding them, however, did not markedly change the percentage of previous visitorsto CBTS. The significance is that there is a high level of familiarity with CBTS amongpotential visitors in the target markets.

70%60%50%40%30%20%10%0%

Yes

Prior visit to CBTSPotential Visitor Survey

No Blank

52

All respondents

Bay Area respondentsonly


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Duration of VisitBecause the duration of the visit is the critical determinant of the TOT, this was an areaof particu lar interest. 39% of current visitors were day travelers who, therefore, did notpay the TOT. This compares with 15% of web survey respondents. Additional findingsare presented in the accompanying table.

Number of nights respondents are staying in Carmel-by-the-SeaOn the Street Survey Web SurveyNumber of nights % Number of nights %0 15 0 391 9 1 262 23 2 183 21 3 54 13 4 75 7 5 36 or more 13 6 or more 5

Duration of Visit (Nights)45%40%35%30%25%20% CBTS on the street survey15% Web Blast Survey10%5%0%

0 1 2 3 4 5 6 ormore

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Purpose of VisitThe vast majority of respondents in both the CBTS and Web Blast surveys reported thatthey were leisure travelers. This number was 95% for the on the street survey and 84%for the web survey. Because we were interested in looking at the purpose of visits toCBTS specifically, we did not ask this question of potential visitors.

100%90%80%70%60%50%40%30%20%10%0%

Seasonal Preference

Purpose of Visit

The seasonal preference of the visitors was anticipated to be a critical point to clarify asone of the goals of the project was to increase overnight visitor traffic during the offseason. In this regard, there was remarkable consistency between the three surveys. Atotal of 86% of the respondents to the CBTS on the street survey indicated that theywould visit during the winter (19% had a winter preference and 67% had no seasonalpreference). A smaller number (68%) of the Web Blast Survey respondents would visitduring the winter (30% had a winter preference and 38% had no seasonal preference).A large majority of the Potential Visitor Survey respondents (70%) were willing toconsider a winter season visit. Of no te, the seasonal preferences expressed in the firsttwo surveys involved transformations of the data as described in the methodologysection.

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II

CBTS on the street Survey 1 Web Blast SurveySummer 15% 32%Winter 19% 30%No Preference 67% 38%

70%60%SO%40%30%20%10%0%

Seasonal Preference for Visits toCarmel-by-the-Sea

CBTS on the street Survey Web Blast Survey

Summer Winter No Preference

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YesNo

Blank

80%60%

40%

20%

0%

70%27%

2%

Willingness to make Winter VisitPotential Visitor Survey

Yes No

Willingness to Make Midweek Visit

Blank

The willingness of visitors to make a midweek visit was also anticipated to be a criticalpoint to clarify; a goal of the project was to increase overnight visitor traffic during theslow periods (of the week). Over two-thirds of the Web Blast respondents and roughlyhalf of the Potential Visitor and CBTS on the street respondents were willing to make amidweek visit.

1 PotentialVisitor

Willingness to make midweek visit Web Blast Survey , Survey CBTS on the street surveyYes 69% 53% 48%No 5% 45% 40%-- -I-Blank 26% 2% 12%

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-


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Willingness to Make a Weekday Visit80%70%60%SO% Web Blast Survey40% Potent ia l Visitor Survey30% CBTS on the street survey20%10%0%

Yes No Blank

Preferred ActivitiesThe activities that visitors preferred showed a high degree of variability as representedon the following tables and charts. Some activities (Cannery Row for example) werevery popular with Web Blast respondents whereas they were not preferred by CBTS onthe street respondents. Some activities (beach, for example) were popular w ith bothgroups of respondents. Some activities (fishing for instance) were not popular witheither group. The preferences expressed by the Potential Visitor respondents w ereobtained by a slightly different fo rmat and thus are noted in a separate table and chart.

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17 Mile Drive 11%

Activities with 13%Art/Cultural Exhibits 13%

40%

3%

Canne Row 48% 0%43%0%

36%

4%0%

0%

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80%70%60%50%40%30%20%10%0%

ItI I I

Beach activities

Historical Sites

Outdoor activitiesRest and relax

Wine Tastin

.. ...

Prefered Vacation Activies

- Web Blast SurveyI I I I L I I I CBTS on the Street Survey

30%

26%4%2%

21%32%11%10%2%8%

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Potential Visitors Preference35% .-------------------------------------------30% +----25% +--- -20% -f----15% +----10% -f----5%0%

Segmentation for CBTSThe most important findings regarding the segmentation of current, past, and poten tialvisitors to CBTS involve comparisons between younger and older people. For the vastmajority of comparisons, younger visitors refers to visitors who are younger than 45and older visitors refers to visitors who are 45 and older.CBTS on the Street Survey

Age of Visitor and duration of visito Younger visitors (adults younger than 55) were more likely than expected

to be day travelers whereas older visitors were more likely than expectedto be long stay visitors.

Age of Visitor and number of visitso Younger Visitors (adults younger than 55) were more likely than expected

to be first time visitors whereas older visitors were more likely thanexpected to be repeat visitors .

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Potential Visitor Survey Awareness of Carmel

~ Remember ad from travel magazine Younger potential visitors (adults younger than 55) were less likely

than expected to have seen an ad for CBTS in a travel magazinewhereas older potential visitors were more likely than expected tohave seen an ad for CBTS in a travel magazine.

~ Remember web ad Younger potential visitors (adults younger than 55) were more

likely than expected to consume media via the web whereas olderpotential visitors were less likely than expected to consume mediavia the web.

);> Due the size of the sample size, we were unable to reach conclusionsregarding the effectiveness of other media in a segmentation based on age.

Seasonal Preference for visit~ Fewer younger potential visitors (adults younger than 55) than expected

would make a winter season visit whereas a greater number of olderpotential visitors than expected would make a winter season visit.

Preference for weekday visit';> Younger potential visitors (adults younger than 55) were less likely than

expected to be willing to make a midweek visit to Carmel whereas olderpotential visitors were more likely than expected to be willing to make amidweek visit.

~ NOTE: For this analysis, we defined a "younger" visitor as being less than55. This differs from the definitions we used for the other segmentations.This was because qualitatively we leamed that a large number of workingaged felt that their work schedules would not facilitate weekday visits tothe city. The cut point of 55 was chosen to capture people who were morelikely to be retired from full time work.

Visit History);> More younger potential visitors (adults younger than 55) than expected

have not visited Carmel whereas more older potential visitors thanexpected have visited Carmel

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Web Blast Survey Age and duration of stay

'r There was a greater number of younger visitors (adults younger than 55)than expected who were day travelers. A greater number of older visitorsthan expected were short stay visitors (1-2 nights) and long stay visitors(5+ nights).

A number of other findings reached statistical significance and may help frame futuremarketing efforts.Potential Visitor Survey

Motivations to plan trip)> Fewer younger potential visitors (adults younger than 55) than expected

would plan a trip based on influence of friends and family whereas moreolder potential visitors than expected would plan trip based on influenceof friends and family.

).> Note: We were somewhat surprised by this finding as based on our inperson interviews with this population we came to understand that peergroups were an important determinant of trip planning for youngeradults.

Activity Preferences).- We were unable to find statistically meaningful segmentations by activity

and age.Web Blast Survey

Activity Preferences>o> Activities with a dog

A greater number of younger visitors (adults younger than 45) thanexpected preferred activities with their dogs whereas fewer oldervisitors than expected preferred activities with their dogs.

)> Sightseeing A smaller number of younger visitors (adults younger than 45)

than expected preferred sightseeing whereas a greater number ofolder visitors than expected preferred sightseeing.

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The practical significance of this finding remains unclear.~ There were no other statistically significant relationships between age and

preferred activity. Duration of stay and activity preference

r Fine Dining Long stay visitors (5+ nights) value fine dining more than expected

whereas short stay visitors (1-2 nights) and day travelers value finedining less than expected.

';> Shopping

-,. Beach

Long stay visitors (5+ nights) were more likely than expected tovalue shopping and whereas day visitors were less likely thanexpected to value shopping.

Day visitors and short stay visitors (1-2 nights) were less likely thanexpected to value the beach whereas long stay visitors (5+ nights)were more likely than expected to value the beach.

? Special Events Long stay visitors (5+ nights) were more likely than expected to

value Special events whereas day visitors were less likely thanexpected to value Special Events.

);> Hiking Long stay visitors (5+ nights) were more likely than expected to

value hiking whereas day travelers and short stay visitors (1-2nights) were less likely to value hiking.

~ 17 Mile Drive Day travelers and short stay visitors (1-2 nights) were less likely

than expected to value the 17 Mile Drive whereas long stay visitors(5+ nights) were more likely than expected to value the 17 MileDrive.

);> Art and Culture Short stay visitors (1-2 nights) and day travelers were less likelythan expected to value Art and Culture whereas long stay visitors(5+ nights) were more likely than expected to value Art andCulture.

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'r Historical Sites Short stay travelers (1-2 nights) and day travelers were less likely

than expected to value Historic sites whereas long stay visitors (5+nights) were more likely than expected to value historic sites.

;.. Live Theatre Long stay visitors (5+ nights) were more likely than expected to

value Live Theatre whereas day travelers and short stay visitors (1-2 nights) were less likely than expected to value Live Theatre.

;.. The other activities we examined did not reach statistical significance. Income and duration of stay

~ Lower income visitors (family income of less than $100,000 per year) weremore likely than expected to be day visitors and higher income visitors(family income of greater than $100,000 per year) were more likely thanexpected to be long stay visitors (4 or more nights for this analysis only).

Status of Children and ActivitiesJ;> Activities with dogs

Visitors without kids were more likely than expected to valueactivities with dogs whereas visitors with kids were less likely thanexpected to value activities with dogs.

Seasonal preference and activity;.. Visitors without a seasonal preference were less likely than expected to

value Cannery Row whereas visitors with a summer or winter seasonalpreference for visits were more likely than expected to value CanneryRow.

Archetypes of VisitorsInitial observations in

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Destination Marketing Plan 08-06-13