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HomeMy WebLinkAboutC34641 - Marketing - Media Plans FY 2016-2017CONTRACT NO. C34641 REQUEST: SUBMITTED BY: DATE: CONTENTS: Recommendation CITY OF PALM DESERT ECONOMIC DEVELOPMENT DEPARTMENT STAFF REPORT APPROVAL OF MARKETING PLAN AND RELATED MEDIA PLAN FOR FISCAL YEAR 2016/17 Thomas Soule, Tourism & Marketing Manager September 22, 2016 FY 2016/17 Marketing Plan FY 2016/17 Media Plan By Minute Motion: 1. Approve the Marketing Plan for fiscal year 2016/17, 2. Approve the Media Plan for fiscal year 2016/17. 3. Authorize the creation of a purchase order in the amount not to exceed $403,000 for media buy expenditures related to H & L Partners (Contract No. C34641) executing said media plan. Funds are available in the FY 2016/17 Marketing Budget. Executive Summary The City has traditionally supported the tourism industry and local business through implementation of a comprehensive marketing program. The program has typically focused its efforts on identifying potential visitors and ultimately putting "heads in beds." Ancillary benefits of a strong marketing program include relocations and home sales, new business, and successful hospitality and retail business sectors. The Palm Desert Marketing Plan and its supporting media plan provide a formal roadmap to guide staff efforts in implementing a diversified and strategically targeted marketing effort for the next year. The plan outlines target markets, goals, and strategies for strengthening the Palm Desert brand and increasing tourism. While serving as a guide, this document needs to remain flexible and allow for adjustments based on market trends and evaluated results throughout the program year. Staff Report Marketing and Media Plans FY2016117 September 22, 2016 Page 2of3 Backaround The City of Palm Desert has traditionally experienced success with its marketing programs branding the City as a resort destination with an abundance of outdoor activities. The proposed 2016/2017 Marketing Plan and corresponding Media Plan build on past success and represent a diversified, balanced effort that reaches the highest number of people in proven demographic groups and geographic areas through the use of paid, owned and earned media channels. The following summarizes salient points of the program: Marketing Plan The FY 2016/17 Marketing Plan addresses Palm Desert's identified target markets through focused advertising to attract visitors and ultimately put "heads in beds." The following strategies will serve as a foundation for this year's advertising initiatives: • Create a distinctive brand message. • Strategically deliver that brand message geographically. • Build upon and enhance PR successes. • Maximize advertising/marketing co-op partnerships. • Support and help grow Palm Desert events. • Assist Palm Desert hotels in maximizing group business during need periods. Media Plan Efforts will focus on utilizing communication channels that reach target audiences during various stages of their travel planning process as follows. • Strong in -market presence: print and digital with Palm Springs Life and representation in the Palm Springs Airport luggage claim area, promoting specific Palm Desert events and activities. • Continue digital and targeted print programming that reaches potential out -of - market visitors at all stages of the trip planning process, on all electronic devices. • Skew increasingly toward mobile display versus traditional desktop display. • Strategically use various media (print/digital/video/mobile) for different objectives. • Increase the use of video content. • Expand use of "Out of Home" advertising to include shopping mall boards. • Social media presence with the potential of reaching 5 million people. • Feature articles and content -based ads. • Full- and half -page print ads in proven publications: Orange Coast, Los Angeles, and San Diego magazines. Staff Report Marketing and Media Plans FY2016117 September 22, 2016 Page 3of3 COST % OF SPEND PRINT $67,976 16.86% DIGITAL $271,314 67.32% OUT OF HOME $63,710 15.81% TOTAL $403,000 100% Staff will present the Marketing and Media Plans to the Marketing Committee at its September 20, 2016 meeting, and will report their findings at the September 22 City Council meeting. Fiscal Analvsis The proposed Marketing Plan and related Media Plan reflect the funding requested within the FY 2016117 marketing budget as well as the marketing services contract with H&L Partners. No additional funds are being requested as part of this approval. Submitted By: Thomas Soule Tourism & Marketing Manager Reviewed by: Janef Moore, Director of Finance Approved: st n McCarthy, Interi ity Manager Department He : rtin Alvarez Director of Economic Development Rudy cdsta Assistant City Manager � Y CITY OF PALM DESERT This plan will provide direction for the City of Palm Desert's marketing efforts for fiscal year 201 6/2017. It identifies target markets, marketing objectives, strategies and tactics that will continue to strengthen the Palm Desert brand and, ultimately, put heads in beds. It is an evolving document that may be reviewed and altered throughout the year as priorities and programs develop. rs PALM DESERT CITY OF PALM DESERT o l • Palm Desert and the Coachella Valley rely on tourism as a major source of revenue. It is estimated that the tourism industry generates more than $22 million per year in revenue for the City of Palm Desert alone. This number represents 5A% of the City's total general fund revenues used to fund programs, projects, public safety, and the daily operations of the City. Of the 5A%, approximately 1 8% will be generated through Transient Occupancy Tax (TOT), and 36% through sales tax. In order to continue to strengthen Palm Desert's brand and grow its market share, the City will implement a diversified marketing program to include the following: • Use diverse advertising tools, including print, digital, radio, social media, etc. • Target proven geographical and demographical markets. • Increase focus on public relations, including working with online digital influencers. • Participate in cooperative advertising campaigns with community partners. PALM DES , , - - it Palm Desert is an ideally situated resort community offering a small-town feel with big city amenities. Its character is decidedly upscale, yet comfortable and family friendly. A place of relaxation and escape, Palm Desert also offers countless pursuits for active lifestyles, including exciting outdoor activities in a beautiful, natural environment. Convenient access to world -class shopping, recreation, culture and the arts combined with 350 days of predictable sunshine each year make Palm Desert a premier destination. The mission of Palm Desert's marketing program is to keep Palm Desert top -of -mind as a premium travel destination. The prime goal is to maintain and increase non-resident leisure travel and spending in Palm Desert, resulting in the growth of tourism -sourced tax revenue, including sales tax and Transient Occupancy Tax. As the caretakers of public funds, the City of Palm Desert also continuously seeks to improve the efficiency of its marketing investment, to maximize the year -on -year return on investment for all stakeholders. In order to achieve these goals — and in line with the Envision Palm Desert 201 3-2033 Strategic Plan — Palm Desert's marketing program includes the following objectives: • Increase the number of visits to Palm Desert. • Entice visitors to extend their stay and increase their spending. • Expand and solidify the City's brand and marketing platform. • Deepen visitor engagement. Page 1 PALM DESERT TARGET MARKETS Geographic Markets: • Southern California drive market (San Diego, Los Angeles, Orange County, Inland Empire) • In -Valley Market (Locals and Visitors who are already here) Demographic Markets: • Household Income $100k+ • Ages 30 — 54 • Married couples • Singles • Families Experience Pillars: • Luxury & Indulgence: shopping, resort amenities, spas, easy lifestyle • Culinary: Food & Wine, restaurants, chefs, farm -to -fork • Outdoor Adventure: golf, tennis, hiking, biking, PD Aquatic Center, Living Desert, skate park • Arts, Culture & Entertainment: First Weekend, concerts, festivals, shows, events • Family Fun: value, activities, attractions, events, arts & culture The following strategies will serve as a foundation for this year's advertising initiatives: • Create a distinctive brand message. • Focus that message geographically. • Build on and enhance PR successes. • Maximize co-op partnerships. • Support and grow Palm Desert events. • Assist in maximizing group business during need periods. Advertising 1) Develop a new ad campaign for Palm Desert that strengthens the Palm Desert brand and increases awareness of Palm Desert as an upscale, unique destination within the Coachella Valley. 2) Execute a comprehensive media program to promote Palm Desert. Page 2 PALM DESERT a. Work with H&L Partners to develop a comprehensive media plan that includes a combination of both paid and earned media, focusing on carefully selected geographical markets and demographic segments. b. Utilize Search Engine Marketing to continue driving qualified potential visitors to the City's website. c. Strengthen Search Engine Optimization on the new tourism website, to attract organic traffic to the site. d. Utilize social media platforms as a source of advertising, which will direct activity to the City's website as well as grow the Facebook community, expand content reach and increase page "likes." e. Continue to invest in targeted advertising (retargeting) which delivers the Palm Desert message to consumers based on previous related Internet actions. f. Develop and test online banner ads, including engaging and interactive media options that speak to targeted segments and capitalize on seasonality and target markets. g. Develop mobile ads to direct in -market visitors searching for information to the Palm Desert mobile -friendly website. h. Utilizing Pulsepoint to promote Palm Desert -related articles online. i. Employ and create co-op opportunities with a variety of partners including the Greater Palm Springs Convention and Visitors Bureau (CVB), Visit California, The Living Desert, JW Marriotl Desert Springs, Palm Springs Art Museum in Palm Desert, Desert Willow Golf Resort, McCallum Theatre and El Paseo Business Improvement District. 3) Participate in advertising opportunities that direct visitors to Palm Desert businesses and attractions, as well as encourage in -market spending. a. Create and deploy a "Summer Chill Palm Desert" landing page to highlight restaurants and other businesses that are open during the summer months, encouraging traffic with a paid Facebook ad campaign. b. Advertise in the Palm Desert Chamber of Commerce annual directory and map. c. Work with City staff and community partners to support additional events and activities as outlined within the Economic Development and Envision Palm Desert strategic plans. 4) Support the growth of existing events and the development of new events that focus on increasing tourism activity to Palm Desert. a. Review and recommend event concepts and present to the Marketing Committee and/or the Hotel & Signature Events Committee for consideration. b. Support valley -wide events through social media and other marketing channels as appropriate. c. Work with City staff and community partners to provide financial and staffing resources for First Weekend, Fashion Week, Food & Wine and other City -sponsored events. Page 3 _;.. PALM DESERT Public Relations/Communications 1 ) Strengthen the City's "owned media" channels, including the tourism website, landing pages and social media channels. a. Develop a robust, integrated and comprehensive content strategy for all owned channels to engage new and returning visitors. b. Expand the City's image library with vibrant, contemporary pictures for use in collateral, in advertisements and on the City's digital channels. c. Create and deploy additional interactive visual elements such as videos and slideshows on the tourism website and social media channels. d. Maximize use of the City's growing tourism email database by redesigning the monthly e- newsletter to be responsive and better targeted toward specific audiences and interests. e. Continue to integrate and cross promote social media, website and all marketing resources. 2) Implement a public relations program that seeks online exposure and editorial coverage for the City of Palm Desert. a. Distribute press releases on pertinent Palm Desert information and activities. b. Host a Media Familiarization (FAM) visit in November, to further reach and develop new audiences of potential visitors. c. Expand the successful Fashion Week digital influencer program, in concert with community partners such as the JW Marriot Desert Springs Resort, the CVB, and others. 3) Provide quality tourism information and services to the leisure traveler through Palm Desert Visitor Services. a. Distribute the most up-to-date informational materials such as vacation guides, hiking and biking maps, and dining guides. b. Support local real estate through distribution of relocation guides, realtor, education, demographic and community information. c. Develop a mobile version of the Visitor Services Center that can be deployed at local events and locations as needed. d. Revise the Palm Desert Vacation Guide, including the development of a mobile responsive web version that visitors will be able to use on their smartphones to access a full range of information about Palm Desert lodging, dining, attractions and other businesses. 4) Engage Palm Desert residents and businesses in order to keep them informed and interested in community activities and happenings. a. Produce an annual calendar and make available to general public through distribution points such as City Hall, Desert Willow Golf Resort, and the Library. b. Produce Brightside newsletters for delivery to residents and businesses six times per year. c. Promote activities and events hosted by the Palm Desert Aquatic Center, The Living Desert, Palm Springs Art Museum in Palm Desert, McCallum Theatre, Desert Willow, El Paseo, etc. through the website, social media and print resources. Page 4 r3 PALM DESERT d. Support the updating of the City's e-government website to enhance its usefulness to residents and businesses. e. Participate in community meetings and events such as El Paseo Business Improvement District, Chamber activities, etc. 5) Track, research, and evaluate marketing programs to ensure positive results. a. Staff and Marketing Committee to receive quarterly reports from H&L Partners summarizing results of all digital performance and paid media advertising programs. b. Where applicable, incorporate tracking mechanisms into marketing efforts. 6) Encourage, support and participate in convention and business travel marketing efforts undertaken by the Greater Palm Springs Convention and Visitors Bureau and California Tourism. a. Participate in regular CVB marketing committee meetings. b. Work with the CVB to participate in and support familiarization trips (FAMs) for travel writers, tour operators and travel planners as time and budget allows. c. Sponsor co-op advertising opportunities with the CVB as identified within the media plan. d. Attend annual tourism industry conferences as appropriate. 7) Create opportunities to partner with and support business segments within the community. a. Support the efforts of the City's Department of Economic Development to work more closely with the hotel and hospitality industry. b. Explore additional ideas for promotional activities that support various segments of the business community (e.g. restaurants, the arts, etc). c. Support local business promotions as appropriate. Palm Desert's total proposed marketing budget remains consistent with the previous fiscal year. General allocations are identified below with specifics detailed within the City budget as well as the media plan. $55,000 Collateral — design & development $1 09,473 Administration/Contracts $3,780 Operations $95,000 Community Relations (Brightside & calendar) $403,000 Media Buys (Digital $280,743; Print $85,257; Television $25,000; OOH $12,000) $1 42,500 Community Co-ops (Desert Willow, Living Desert, El Paseo, McCallum, PSAMPD, CVB) $45,000 Special Events $49,000 Public Relations $200,000 Hotel Co-ops $1,102,753 Total All programming and media plans support the stated objectives within this document. Page 5 City of Palm Desert FY16 Media Plan 2015 2016 November December January February March April May June July August Holidays od Palm Desert Paid Media Print Full Page 4C 1/2 Page 4C Vertical 1/2 Page 4C Vertical Los Angeles Magazine Getaway: Palm 5-rg: staycauons, Readers Choice Great sontnwe:t Travel, Digital e.NL eNL Full Page 41 3/Z Page 4C -Vertical 112 Page 4C -Vertical Palm Springs Life The Arts I Modernism Fashion The Guide 112 Page4C-Vertical 1/2 Page 4C-Vertical 1/2 Page 4C-Vertical ► Digital 4nNita entail ENL- 08 Page 4C 112 Page 4C Vert cal 1/2 Page4C - Vertical San Diego Magazine gEirv..Retauran[z G,I,Gel Outsde 1/2Page 4averacal Twmet TwOterMaii Twitter Twiner Tvvater Tw Digital iner ENL ENL Orange Coast Magazine Full Page OC Rest New ftetaurants Digital Visit California Time Warner Cable - Drive Markets Network Dilzital SEM Facebook Nativo Drawbridge Integral Ad Science Ad Serving OON PSP Airport Wall Mural - Baggage Claim 12/1-1Z/31 Full Page4C ToP Doctors eNL entail 1/2 Page 4C Vert I ' +.. Travel l e V-sd California Guide -Enhanced Listing Los Angeles,San Diego, Ph-niz, Las Vegas 400 spots per month per network Google (SEMI Facebook Drawbridge Integral Ad Science Ad serving IS—ek) 3/1-3/30 .. .,. ... lx ocaVon 51 142/31,.--.. entail :! Summer Cht11 1 7/11-9/31 MEDIA UNITS NETCOST ► 1116% tAMTotal: 6 S 1 39,450 to% 4 S 37,500 2 $ 1,9501 RLTaW: 6 $ 19,735 - 5% 3 S 8,905 � 3 $ 7,830 n/a $ 3,000 i' Tow 2 S 11,263: 3% 2 $ 9,350I n/a $ 1,913 OCTaW: 3 $ 1s,eu 1 4% 3 S 12,066 ► n/a $ 2,950 VCA TaW: 1 $ Soo 0.1% 3 $ 500 Cable Tatal: 6,400 S zS,D00 6% 5,400 $ 25,000 DigitalTotiih 32,443,329 $ 278,944I 69X 1,5D0,000 $ 94,221 12,239,625 : $ 67,318 3,7D3,704 $ 50,000 15,DD0,000 $ 74,918 $ 1,072 $ 1,315 OOH Total: 1 $ 13,193 3% i l 5 13,193 J Notes