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Home My WebLink About2000-2001 Marketing Plan2000 - 2001 MARKETING PLAN FOR THE CITY OF PALM DESERT Palm Desert, California MISSION STATEMENT To promote tourism and provide cultural opportunities for residents and visitors. BACKGROUND The City of Palm Desert was incorporated November 26, 1973 and utilizes a Council/Manager form of government. A five -member Council is elected for four-year overlapping terms and Council appoints the Mayor who serves as presiding officer. Council also appoints the City Manager, City Clerk, City Attorney, Redevelopment Agency Executive Director, Commissioners and Advisory Boards. Additionally, Council serves as the City Redevelopment Agency Board. Long known as a resort destination, this young, progressive city has earned a reputation for being economically sound and well managed. Palm Desert is a city that encourages growth and development while maintaining its integrity and the lifestyle citizens have come to expect. Innovation, leadership and opportunity are just three of the reasons why Palm Desert is one of the fastest growing cities in California. Palm Desert leads the Coachella Valley in all areas of development. Educational facilities, housing, retail and business centers, office complexes, parks, and even a golf resort area a few samples of the projects undertaken by the City of Palm Desert in recent years. Location andComtnunitp Profile Palm Desert is one of the most desirable locations to live and work in all of southern Califomia. Near -perfect weather, majestic scenery, numerous events and attractions, more than 100 golf courses, numerous tennis facilities, as well as sensatiohial shopping and dining attract thousands of visitors annually. Located in the geographic center of the Coachella Valley, Palm Desert is an excellent geographical location to a number of major markets. Los Angeles and San Diego are a two-hour drive, with the metropolitan area of Phoenix/Scottsdale four hours to the east by car. Location is everything to the business community, but it also plays an important role for residents. Within a short driving distance from Palm Desert families find it easy to enjoy Joshua Tree National Park, Disneyland, Hollywood, Sea World, Magic Mountain, Knotts Berry Farm, a multitude of professional sports or a drive up the scenic California coast. This is a healthy, vibrant city that promotes a true spirit of community throughout the year. City sponsored events from concerts in Civic Center Park and Springfest to a grand Fourth of July celebration and the unique Golf Cart Parade, provide residents of all ages with a variety of entertainment. Palm Desert has earned national recognition for their outstanding Art In Public Places program that enhances the appearance of literally every area of the City. Specific programs designed for senior citizens offer security while youth programs provide fun and safety for children. Valley residents have access to some of the finest medical facilities in the world; Eisenhower Medical Center, John F. Kennedy Memorial Hospital, and Desert Regional Hospital are staffed by nationally recognized physicians providing outstanding treatment and care. Once considered primarily a retirement area, Palm Desert and the surrounding cities witnessed a tremendous change during the late 1980's which continues today as only 17% of the current Palm Desert population is 65 years or older. In 1985, the median age in the Coachella Valley was 64. Now with more families relocating here, the median age has dropped to 31.5. During this same time, the Coachella Valley has added three new high schools for a total of six, indicating the average household size has also increased. According to the latest figures provided by the California Retail Survey, Palm Desert ranked 32nd in per capita income among the 500 cities in the statewide report. The survey indicated 57.25% of Palm Desert residents earned between $25,000 and $100,000 per year. Business The Coachella Valley has undergone an economic transition during the last 40 years, shifting from an agricultural based economy to a more diverse economy centered on retail and service. Highway 111, which passes directly through the center of Palm Desert, was once lined with date farms. Today, this same stretch of highway boasts shopping centers, hotels, service -oriented businesses, banks, and restaurants. Approximately 70% of the available work force are employed in the retail/service sector of the economy. A growing population, an expanding work force, low costs, plentiful resources, and a cooperative city government are now attracting the attention of those seeking unparalleled business opportunities, as well. While tourism continues to be an important facet of the local economy its dominance has been reduced by the continuing development and expansion of other segments of the economy along with the increase of permanent residents. Over the past decade, Palm desert's population has dramatically 2 increased at a rate of 116%, not including a,recent annexation, which boosted the population to more than 40,000. Education Palm Desert is home of all major higher education facilities in the Coachella Valley. Currently, Palm Desert ranks 10% higher than the state average for residents with some college level education. College of the Desert is a community College accredited to confer AA degrees. Offering five bachelor and six master degree programs as well as teaching credentials and paralegal programs, California State University San Bernardino currently has a local satellite campus and recently broke ground on a new, four-year facility on 200 acres of land deeded by the City of Palm Desert. Chapman College offers six bachelors and nine masters programs and University of California Riverside has a research center located in Palm Desert with plans to establish a more substantial UCR presence in progress. Community Improvements The Palm Desert Redevelopment Agency has funded a number of projects that exemplify the city's commitment to the future. The Agency has funded projects such as the reconstruction of highway frontage roads, public -parking areas, and construction of storm water control projects and improved drainage systems. Redevelopment funds also have been utilized to widen streets, construct a visitor's center, develop Civic Center Park and build a main Fire Station. Since 1986 $1.1 billion in building permits have been issued within the boundaries of Palm Desert. During this same time the assessed valuation has increased by more than 200%. The Agency has assisted in the purchase and renovation of apartment complexes, developed self-help housing, as well as multi -family and single family Housing Improvement Program. The Agency was instrumental in the development of an award - winning affordable housing community. Retail In the overall economic development of the Coachella Valley, Palm Desert has evolved as the retail leader. Drawing a customer base from all desert cities, as well as surrounding communities, the retail segment of Palm Desert's economy has surpassed even the most optimistic projections from 10 years ago. Palm Desert is home to the area's only regional mall, The Westfield Shopping Town, as well as El Paseo, an upscale boulevard of fine clothing shops, art galleries and restaurants anchored by The Gardens shopping center. Tourism When people love where they live they create a great place to visit. It is tourism that feeds the economy and has affected the increase in all the fore mentioned areas that have made the City of Palm Desert a place where people want to live, raise and educate their families, open businesses, build homes, and even retire. And, it is due to strong sense of community that also inspires tourism. Ignore one and you adversely affect the other. 3 More than 350 markets can be reached worldwide from Palm Springs Regional Airport. The Palm Springs airport does support a customs office and can accommodate international flights. American, United, Alaska Air, and Skywest are the major airlines servicing the airport on a year-round basis. Insert current local airport enplane and deplane information MARKET IMAGE AND POSITION The City of Palm Desert is the premier city of the Coachella Valley; it is an upscale, progressive community and desirable resort destination. It is a clean, safe, and friendly city that is sensitive to environmental issues and the overall balance of the community. Although the city of Palm Springs has historically laid claim to the name recognition for the entire Coachella Valley, Palm Desert has done much in the past several years to strengthen its image and individual identity independent of the other communities. Under the direction of a conservative, yet forward thinking Council, residents are able to enjoy the benefits to which few other communities in the state of California, if not our entire nation, can relate. Besides planned infrastructures that protect from natural disasters, residents of all ages are provided recreational facilities and cultural opportunities throughout the year. As outside promoters of events see Palm Desert as an ideal venue, the City of Palm Desert also recognizes many of the events as a cost-effective way to reach a large percentage of their target market. Supporting televised events such as The Skins Game, The Battle at BIGHORN, The Bob Hope Chrysler Classic, and the Palm Desert 5k race have given Palm Desert national and international exposure. In return, visitors are able to enjoy the many events, cultural opportunities, and activities provided for residents. This is a perfect example of promotional efforts targeting separate groups working hand in glove to benefit each other, i.e. the public and private sector working in partnership to promote the City as a whole. Again, when people love where they live, they create a great place to visit. Palm Desert continues to be proactive in its promotion. It is the only community in the Coachella Valley able to stand on its own without the collective umbrella of Palm Springs. It is not dissimilar to the position Scottsdale has with Phoenix in establishing itself as a destination resort. However, with more to offer visitors and residents, Palm Desert must heighten its image to position itself as the preferred destination rather than just another community down the road. Advertising messages and images promoting the city, whether copy, video, photography or graphics, must take a more sophisticated look; they should be reflective of the surroundings visitors will find when they arrive. The ads should have a crispness and uncluttered feel, yet display the uniqueness that sets Palm Desert apart from the other desert communities. 4 THE MARKET PLACE & TARGET AUDIENCES The combined population of the eight cities comprising Palm Springs Desert Resorts is 262,914. The population increases begin in October with conventioneers, tourists, and winter residents. An estimated three million people visit the desert each year making a census of one million easily attainable during major events. Of these visitors, 39.8% (1,194,000) play golf and stay in the desert an average of three nights. Seventy percent of the $1.1 billion is spent on lodging and in restaurants. Golf courses are a portion of the 7% ($102,270,000) spent on entertainment and recreation. The target audience is broad and varied. Individuals, couples, families of all age groups are our target audience. The enjoyment of the climate, ability to play a variety of outdoor sports, obtain comfortable accommodations, dine in great restaurants, and enjoy abundant shopping are all the things our target audience has in common; all things that can be found and enjoyed at every income level in Palm Desert. Specific markets are discussed in the Marketing Communication Objectives below. The visitor and seasonal resident population begins to decrease according to the timing of Easter, and as the weather at primary residences improves. However, summer months provide an opportunity to appeal to visitors from the nearby beach communities that may be experiencing cool temperatures and gray weather. Additionally, summer months provide cost savings in lodging and some attractions. MARKETING COMMUNICATION OBJECTIVES • Create awareness of the City of Palm Desert with: Residents from the Pacific Northwest, specifically Seattle and Portland Greater Chicago, IL area Greater Los Angeles area, specifically Orange County Greater San Diego area San Francisco Major cities in Texas Coachella Valley Seasonal residents Outdoor sports enthusiasts in previously mentioned areas Tourism industry Meeting and convention planners Local, regional and national media Casual visitors • Generate new and repeat traffic from all of the above • Create strong community pride • Create goodwill within the local desert communities 5 GOALS, STRATEGIES AND TACTICS GOAL: ATTRACT VISITORS. Strategy: Position Palm Desert as the premier destination of the southwestern United States; a choice over Palm Springs, Phoenix, Scottsdale, Orange County or San Diego. Tactic: Create a unique, upscale, logo and tag line (slogan) with high impact and instant identity strong enough to last a minimum of ten years. Timeline: Launch a local campaign drawing attention to the new image by splashing the logo on bus shelters, clothing and merchandise, shopping bag stickers for merchants, letterhead, all new advertising and collateral materials, Visitor's Center, City vehicles and signs, and web site. Tactic: Annually produce a cohesive and creative print and electronic advertising campaign for the predetermined media buys to specifically target our market. Timeline: Taking advantage of editorial opportunities and special co-op opportunities in previously mentioned markets. Details targeting national and regional markets are shown on the media schedule. Tactic: Produce a travel poster. Timeline: Annually produce a new travel poster featuring a beautiful scene in the city of Palm Desert and distribute it to travel agents, meeting planners, and convention planners in the cities we are targeting with ad campaigns. Additionally, posters can be sold at the Visitor's Center and used in the Sister City program. Tactic: Design a new Vacation Planner. Timeline: All past inquiries to the Visitor's Center will receive a new version of the Vacation Planner with a personalized letter from the Mayor highlighting the upcoming years events. The Vacation Planner will also be used in the Sister City program. 6 Tactic: Design a new Visitor's Center rack card. Timeline: The rack card will direct visitors to the Center and describe the information and merchandise available. It will be distributed by Certified Folder Display. We will research the possibility of inserting it in rental cars at airport and cab companies taking people to hotels. It will also be made available at Desert Willow, Chamber of Commerce, retail shops and restaurants, and other Palm Desert entities. Tactic: Redesign web -site. Timeline: Web -site must be consistent and compatible of the current campaign and marketing images. Tactic: Seek out regionally and nationally televised programs and publications for stories featuring the City of Palm Desert or using Palm Desert as a venue . Timeline: Contact a variety of sources to research upcoming opportunities. Tactic Seek out major corporate co-op advertising opportunities. Timeline: Contact corporations doing business in the desert that see a potential for increased revenue with increased tourism. Tactic: Promote the Sister City program. Timeline: Create a new brochure promoting the program and exchange of visitors. Strategy: Attract "casual desert visitors." Tactic: Feature attractions throughout the City on the BLM kiosk. Timeline: The Hwy. 74 Visitor's Center will house a kiosk featuring BLM information and City of Palm Desert features and attractions. Tactic: Visitor's Center rack card program (as previously described). Tactic: Utilize bus shelters & airport posters. 7 Timeline: Bus shelters /airport posters re-emphasize the Visitor's Center rack card Strategy: Know our visitors, how they learned of us and what they think of us. Ensure our image is the same as the perception. Tactic: Capture information from inquiries with a simple, well -crafted questionnaire. Timeline: All calls should be sourced to learn the effectiveness of our media, documented, measured and followed up with print communications. Tactic: Utilize the analyzed database created by the Visitor's Center by continued communications to determine if we are meeting our objectives. Timeline: Design a series of beautiful picture postcards depicting scenes of Palm Desert. Cards will be perforated to form an accordion fold pack. Information about Palm Desert and questions for the survey will be on the reverse of the cards, a postage paid card will return responses to the Visitor's Center and remaining blank cards can be used for mailing. Blank post card series will also be made available for sale to visitors. People returning surveys receive either a series of postcards or a travel poster. GOAL: CREATE A STRONG SENSE OF COMMUNITY. Strategy: Provide venues and opportunities for residents to display and share their pride in Palm Desert. Tactic: Offer cultural and entertainment events targeting all age groups throughout the year. Tactic: Advertise and promote each event via local media. Timeline: April: Springfest, Choreography festival May: Art & Essay June — September: Summer Movies and Concerts, 4th of July Fireworks November: Golf Cart Parade December: Holiday In The Park Random scheduling: Art Exhibits Tactics: Support events and attractions (owned and promoted by outside entities) such as golf, tennis, hiking, bicycling, that attract visitors and allow residents to become involved as the City is showcased in national or regional media. 8 Timeline: Senior Cup Battle at BIGHORN Bob Hope Classic Tactic: Create special communications for residents featuring achievements of residents, City issues including, environment, low crime rate, and educational opportunities. Timeline: Monthly newsletters Annual calendar Website with monthly updates Tactic: Create special cost savings opportunities for residents. Timeline: Desert Willow resident card Summer Extravaganza Tactic: Make available Palm Desert merchandise. Timeline: Merchandise with the new Palm Desert logo is available only at the Visitor's Center and Desert Willow. Tactic: Promote Community Gardens for family and individual use. Timeline: "City Fair" (in conjunction with Springfest) to give gardeners an opportunity to show produce and flowers raised. Like a 4-H County Fair, judging and ribbons for various categories of foods and flora provide a venue for other things such as: pet parade and pet tricks & obedience courses, talent contests for kids, Skate Park exhibitions, and demonstrations on gardening, weed control," etc., vendors with new tools, equipment, etc., tennis, soccer and softball tournaments. Strategy: Instill a strong sense of community with new residents. Tactic: Provide a relocation guide to aid in the relocation process Timeline: Design a relocation guide with a two-year shelf life. Tactic: "We've Moved To Palm Desert" post card series. Timeline: Series can be produced with Visitor's Center survey post cards. 9 Editorial Opportunities Coop Advertising Opportunitites Newsletter Concierge Luncheon Eve Of New Year's Eve I Holiday In The Park Golf Cart Parade 4th OF July Summer Movies/Concerts Choreography Festival SpringFest/Ci Fair community gardens & parks) 'Events / Promote & Advertise Desert Guide magazine Airport Luggage Area Bus Shelters Casual Visitor Program [VIC PD Merchandise Promotion 'VIC Data Base Review VIC Questionnaire Card 1 VIC Relocation Guide VIC Rack Card VIC Vacation Planner VIC Post Card Series - Survey and We've Moved Fulfillment (on going) Tvl AgntlMtng Plnnr Communication - Travel Poster Sister City Brochure Web Site Annual Ad Campaign Annual Calendar Press Kit Communications Package Logo Design Project 120 m o. N x I I � 1 1 July Aug 1 Sept 1 Oct 1 Nov Dec I Jan i; Feb I Mar 1 Apr i rJi'I I: IA nr, ; Syr � ao , f.. 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