FRIDAY, MARCH 27, 2015 | 8:00 a.m.ACVB - BOARD ROOM

EXECUTIVE COMMITTEE MEETING

CALL TO ORDER

DARYL EVANSCHAIRMAN OF THE BOARD AND EXECUTIVE COMMITTEE

DESTINATION REPORT

MARK VAUGHANEVP & CSO

• Through February we are running 102% of our room night goal and 109% of our lead goal

• Demand share growth (YTD 2015) +.19 (6.09%) in the top 25 markets and +.23 (10.09%) in the top 15

Direct Sales Events

• Envision Anaheim• Destination Showcase Washington DC• ASAE Springtime Washington DC• Final Four Indianapolis• GAMPI Atlanta• SGMP Minneapolis• Sports Commissions Mobile• Helms Briscoe Las Vegas• Pow Wow Orlando

Key Sales Activities

February 2015 YTD Occupancy

2014 2015

ACVB Tax Revenue City of Atlanta

68.3% 71.8%

Hotels w/500+ rooms

68.6% 73.8%

Hotels within 1-mile radius of GWCC

66.5% 71.4%

Metro Atlanta 64.2% 68.2%

Source: STR

Atlanta Occupancy – February

2015

MAJOR GROUPS FOR FUTURE YEARS

Additional Rooms 44,708

Grand Total 105,556

Note: These numbers differ slightly from the

Productivity Report due changes in room blocks

and distribution of booking credit.

February 2015

BOOKINGS

2015 YTD

Additional Rooms 64,309

Grand Total 348,524

Green Up = 10% above average

Orange Equals = Within 10% +/- of average

Red Down = 10% below average

MARKETING REPORT

ANDREW WILSON EVP/CMO

Q Goal Actual YTD YTD vs Goal

Atlanta.net

Traffic (Site Visits) 1,243,948 1,188,691 -4.4%

Page Views 4,104,020 3,376,943 -17.7%

Referrals to Member Sites 335,866 280,651 -16.4%

Social Media Awareness 12,000,000 8,153,691 -32.1%

Social Media Affinity 105,000 58,854 -43.9%

Campaign ImpressionsLeisure Campaigns N/A N/A N/A

Group Campaigns N/A N/A N/A

MARKETING DASHBOARD

Year Ago Actual YTD YTD vs YA

Atlanta.net

Traffic (Site Visits) 1,130,862 1,188,691 5.1%

Page Views 3,908,590 3,376,943 -13.6%

Referrals to Member Sites 391,554 280,651 -28.3%

Social Media Awareness 13,196,079 8,153,691 -38.2%

Social Media Affinity 108,432 58,854 -45.7%

Campaign ImpressionsLeisure Campaigns N/A N/A N/A

Group Campaigns N/A N/A N/A

MARKETING DASHBOARD

Commentary on Marketing Metrics

• Web Traffic Page Views were in decline due to the deliberate design changes – more content per page (-5% 2014 vs. 2013) but we plan to stabilize and reverse this trend +5%

• Member page referrals are being negatively impacted by the following:• Google has made significant changes to their search results,

depressing our member pages in indexing• Users have been educated to use natural language queries

• Social goals have been refined to better fit the way we need to run the business:

• Based on very limited data set (last two months of 2014)• Channel uncertainty – Facebook continues to evolve their platform

STRATEGIC PLAN

WILLIAM PATEPresident & CEO, ACVB

KEN BERNHARDTRegents Professor of Marketing Emeritus, GSU

Atlanta Convention & Visitors Bureau

Strategic Plan Results2012-2014

ACVB MISSION:

To sell and market metro Atlanta and Georgia globally as the

premier conventions, meetings and tourism destination in the

regional, national and international marketplace and favorably

impact the Atlanta economy through conventions and tourism.

ACVB VISION:

To be the most hospitable convention city in the U.S. that is

the easiest with which to do business.

Main Objective:

925,000 Goal* Grew from three year average of 790k to 870k

Overall ObjectiveGrow room nights booked per year (for 2500+ room nights) from an average of 771,500 to 925,000.

-

200,000

400,000

600,000

800,000

1,000,000

1,200,000

2009 2010 2011 2012 2013 2014

Roo

m N

igh

ts B

oo

ke

d

3-Yr Average: 790K

3-Yr Average: 870K

Strategic Priority #1:

3 Year Average 5000+ on Peak* Grew from a 3 year average of 15 per year to 19 per year

* 30% of business secured is new business to Atlanta

* Hosted ASAE annual meeting resulting in 19 confirmed bookings and over 325,000

secured room nights

Grow large meetings (5000+ room nights) from an average of 15 per year to 20 per year by 2015.

0

5

10

15

20

25

2009 2010 2011 2012 2013 2014

# o

f G

rou

ps H

oste

d 3-Yr Average: 15

3-Yr Average: 19

Strategic Priority #2:

Conversion

* Grew conversion rate from 3 year average of 12% to 17%

* Restructured key services and marketing resources

* Launched marketing campaign at ASAE annual meeting

* Created process to identify key tentative opportunities during need periods

Increase the lead-to-conversion ratio on mid-size meetings (1200-4999) from 15% to 20% by 2015.

0%

5%

10%

15%

20%

25%

2009 2010 2011 2012 2013 2014

Co

nve

rsio

n R

ate

3-Yr Average: 12%

3-Yr Average: 17%

Conversion = Booked / (Booked + Lost + Cancelled)

Strategic Priority # 3:

Grow International visits from receptive operators

by 10%* Grew overall visits from 53,917 to 94,012

* Hosted International Showcase

* Entered into a co-op agreement to market to International visitors with Nashville and

New Orleans

Strategic Priority # 4:Use technology to deliver to consumers, meeting

planners, and stakeholders engaging and compelling

destination content when, where, and how they want it

Use technology to deliver to consumers, meeting planners, and stakeholders

engaging and compelling destination content when, where, and how they want it

Process

• Conducted research

• Focus groups and interviews – meeting planners, stakeholders

• Workshops with Convention Sales and Service staff

• Online survey for baseline usability

• Detailed review of web analytics and search interest

• Competitive audits

• Brought in North Highland Consulting

• Recommendations/road map for web site environment

• Recommendations for CRM (in progress)

Results

• Implemented new content management system

• Launched new responsive design Atlanta.net and AtlantaMeetings.com

• Outsourced web hosting environment (in progress)

• Added marketing staff position to optimize member content

• Invested +$600k in capital

• Website traffic up +68% 2014 vs. 2011

Vision 20205 Year Strategic Plan

ACVB MISSION:

To sell and market metro Atlanta and Georgia globally as the

premier conventions, meetings and tourism destination in the

regional, national and international marketplace and favorably

impact the Atlanta economy through conventions and tourism.

ACVB VISION:

To be the most hospitable convention city in the U.S. that is

the easiest with which to do business.

STRATEGIC PRIORITIES

Targeted focus to optimize the city by increasing meetings booked with room nights between 2500 and 5000 room nights on peak

which will add 50,000 room nights per year

By the end of 2015 finalize and begin executing a plan to

increase member engagement

“Mobile First” Design Approach:

Shift interactive design and

content delivery to focus on

mobile first, before desktop, and

optimize to smaller screens and

differing needs

Continue emphasis on growth of visitation from Europe and Latin

America and dramatically increase our focus on China doubling

visitation by Chinese visitors to 100,000 annually

Key Initiatives• Align ACVB sales process with GWCC revenue management

strategy

• Highly targeted Atlanta Updates and key sales initiatives

toward groups of 2500 to 5000 room nights on peak

• Identify strategic partner that influences conventions in order to

optimize GWCC and fill gaps in hotel room demand

• Fully define member engagement around mutually beneficial relationships,

program involvement across ACVB functional areas, and member

satisfaction

• Research and determine relevant benchmarks for measurement of member

engagement

• Implement programs and initiatives to increase engagement and measure

against benchmarks

Vision 2020 5 Year Strategic Plan

Targeted focus to optimize the city by increasing meetings with room nights

between 2500 and 5000 room nights on peak which will add 50,000 room nights

per year

By the end of 2015 finalize and begin executing a plan to

increase member engagement

“Mobile First” Design Approach: Shift

interactive design and content delivery

to focus on mobile first, before

desktop, and optimize to smaller

screens and differing needs

• Map content and functionality to mobile device use case

scenarios and identify gaps

• Prioritize site sections for enhanced mobile device design

layouts

• Establish reporting to monitor mobile access and performance

of Atlanta.net.

• Develop consumer satisfaction survey to ensure equal

satisfaction across platforms

• Rhythms of the South – Continue the successful international marketing

alliance of Atlanta, Nashville and New Orleans by expanding target

markets and furthering our consumer and trade outreach

• Delta Stopover-work with Delta Air Lines on developing program that

promotes Atlanta as a 2-3 day stopover destination, focusing on Atlanta’s

shopping and tourism assets

• Invite key Chinese travel trade to visit Atlanta and investigate hosting

targeted industry events that focus on the Chinese market

• Continue work with Brand USA to leverage Atlanta’s international

presence in key international markets

Continue emphasis on growth of visitation from Europe and Latin

America and dramatically increase our focus on China doubling visitation

by Chinese visitors to 100,000 annually

Strategic PrioritiesOVERALL

OBJECTIVE

While continuing

objective to reach a

minimum

925,000room nights for

meetings greater than

2500 room nights on

peak, also maintain a

minimum of

20city wide bookings in

each year for 5000

room nights and

greater on peak

•Rhythms of the South – Continue the successful international marketing alliance of Atlanta, Nashville and New Orleans by expanding target markets and furthering our consumer and trade outreach.

EPRESIDENT’S REPORT

WILLIAM PATE

OLD BUSINESS

NEW BUSINESS

ADJOURN