HomeMy WebLinkAboutFiscal Year 2012-13 Marketing Digital Print Media PlansCITY OF PALM DESERT
STAFF REPORT
REQUEST: APPROVAL OF MARKETING PLAN AND RELATED DIGITAL
AND PRINT MEDIA PLANS FOR FISCAL YEAR 2012/13
SUBMITTED BY: Donna Gomez, Tourism & Marketing Manager
DATE: September 27, 2012
CONTENTS: Proposed Marketing Plan FY 2012/13
Digital Media Plan
Print Media Plan
Marketing Plan FY 2011/12
Recommendation
By Minute Motion:
1. Concur with the Marketing Committee's recommendation and approve
the Marketing Plan for fiscal year 2012/13;
2. Concur with the Marketing Committee's recommendation and approve
digital and print media plans for fiscal year 2012/13.
Executive Summary
It is estimated the tourism industry generates over $22 million per year in revenue for
the City of Palm Desert. In return, the City has traditionally encouraged tourism by
funding 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 sectors.
The Marketing Plan and its supporting documents 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
is flexible and allows for adjustments based on market trends and evaluated results.
Background
The City of Palm Desert has traditionally experienced success with its marketing
programs. Efforts have included branding Palm Desert as a destination resort as well
as action -oriented advertising encouraging potential visitors to book a trip to Palm
Staff Report
Marketing and Media Plans FY2012/13
September 27, 2012
Page 2of3
Desert. Last year staff formalized its marketing program by developing its first Marketing
Plan. The attached plan includes highlighted areas indicating strategies that have been
successfully implemented.
The proposed 2012/2013 Marketing Plan represents a diversified and balanced effort
that reaches the highest number of people in proven demographic and geographic
areas through the use of print, digital and radio advertising. The following summarizes
some points of the program.
Marketinq Plan
The FY 2012/13 Marketing Plan as proposed addresses Palm Desert's identified target
markets through focused advertising to attract visitors to our community and ultimately
put "heads in beds." Significant features include:
• Continuation of a strong presence in the digital realm
• Advertising in proven print publications within identified geographical markets
• Implementing upgrades to the City's tourism website to make it mobile accessible
• Stronger social media component including contests engaging potential visitors
• Public relations component — development of a strategy to gain more media
attention through various mediums including bloggers and social media outlets
• Increase community/business outreach programs — Economic Development and
Visitor Center efforts
• Increased cooperative marketing programs with community partners
Digital Media Plan
Efforts will focus on utilizing communication channels that reach target audiences during
various stages of their travel planning.
1) When potential visitors are consuming general travel content: digital ads will run
in travel sections of high profile publications such as Los Angeles Magazine, the
Los Angeles Times, and the San Diego Union Tribune.
2) When conducting travel research or looking for trip planning advice: ads will be
placed on TripAdvisor, Facebook, Yahoo/Bing, and Google.
3) When booking their travel online: ads will be featured on Orbitz.
4) Once consumers are in -market: in -market visitors will now have access to mobile
information through the City's soon to be mobilized tourism website in addition to
Visitor Center ads placed in local publications.
This strategy will complete the loop in reaching potential visitors and provide visibility for
Palm Desert at all stages of the travel planning process. Additional digital strategies
include a retargeting campaign with national reach through online versions of
G:\rda\Donna\StaffReports\2012\Marketing Media Plan Staff Report FY12-13 FINAL.doc
Staff Report
Marketing and Media Plans FY2012/13
September 27, 2012
Page 3 of 3
publications such as Golf.com, USA Today, the Wall Street Journal, Real Simple.com.
A pay -per -click campaign targeting the Southern California and Canadian markets will
also be implemented.
Traditional Media Plan
The media plan for traditional marketing includes both print and radio advertising.
Proven publications, programs, and markets will continue to be the focus, as well as
feeder markets serving Palm Springs International Airport. Highlights include:
• Co-ops with Greater Palm Springs CVB and California Tourism
• Sponsorship of radio weather and traffic reports in Los Angeles, Seattle, San
Francisco, Denver, Dallas, Minneapolis, Chicago, Orange County, and San
Diego markets
• Co-ops with The Living Desert, Palm Springs Art Museum in Palm Desert, El
Paseo Business Improvement District, and the J.W. Marriott
• Placement of Visitor Center ads in relevant local publications
• Print ad placements in the Pacific Northwest, Canadian, Southern California, and
select mid -west markets
The Marketing Committee formally reviewed and recommended approval of the FY
2012/13 Marketing Plan and related media plans at its September 18, 2012 meeting.
Fiscal Analysis
The proposed Marketing Plan and related media plans closely follow the approved FY
2012/13 marketing budget. No additional funds are being requested at this time.
Submitted By:
Donna Gomez
Tourism & Marketing Manager
(;41i1C'1A
Paul S. Gibson, Director of Finance
Approved:
Z
Wohlmuth, City Manager
artin Alvarez
irector of Economic Development
CITY COUNCILAC'�N
APPROVED ✓✓ DENIED
RECEIVED OTHER
AYES: - / 1//C,it
NOES:
ABSENT:
ABSTAIN:
VERIFIED BY:
OrWnal on File with City erk's Office
G:\rda\Donna\Staff Reports\2012\Marketing Media Plan Staff ReportFY12-13FINAL.doc
PALM DESERT
CALIFORNIA
iYif-li iil= i ii41V PLF�iiV
FY 2012-13
PURPOSE
It is estimated that the tourism industry generates over $22 million per year in revenue for
the City of Palm Desert. The City's foremost marketing goal is to put "heads in beds" and
encourage in -market spending which serves to support the overall economic vitality of
businesses within Palm Desert.
The purpose of this document is to provide direction for the City of Palm Desert's marketing
activities for fiscal year 2012-2013. It will serve to identify target markets, marketing
objectives, strategies, and tactics which will continue to strengthen the Palm Desert brand
and its tourism industry.
INTRODUCTION
Palm Desert and the Coachella Valley rely on tourism as a major source of revenue. Of
Palm Desert's general fund revenues, it is estimated that approximately 18% will be
generated by transient occupancy tax (TOT), and 36% by sales tax, comprising 54% of the
total general fund revenues used to fund programs, projects, and the daily operations of the
City of Palm Desert.
The City of Palm Desert first brought its marketing function in-house in 2000. The main
objective at that time was community outreach with minimal out -of -market advertising. The
budget primarily covered advertising and promotion of local events and production of the
monthly newsletter.
During the next several years, Palm Desert developed and fostered a unique brand and
expanded its marketing efforts to target visitors and increase awareness of Palm Desert as
a destination resort. Over the last few years, strategic marketing trends have shifted from
image marketing to action -oriented marketing, attempting to quantify results through sound
data. By investing in an upgraded website and hiring an online agency, the ability to
research and track the effectiveness of the City's marketing initiatives has increased
significantly, resulting in higher accountability for advertising placements and greater return
on investment.
T14
PALM DESERT
CALIFORNIA
Future efforts will continue to focus on measurable, action -oriented marketing as well as
solidification of Palm Desert as a brand. This will be accomplished through growth of our
online presence, active promotional efforts, increased communication and participation with
the local hospitality industry, increased participation in co-op programs, and targeted print
and radio advertising campaigns.
Successful marketing efforts require a diversified marketing program. Palm Desert's
program will provide that diversification through the following efforts:
• local, regional, national and international advertising campaigns
• use of a variety of advertising mediums including print, radio, and digital
• targeting proven geographical and demographic markets
• public relations and social media programs
PALM DESERT BRAND/POSITIONING STATEMENT
Palm Desert is a uniquely 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 one of the world's premiere destinations.
MARKETING OBJECTIVES
The ultimate goal of Palm Desert's marketing program is to create enhanced public
awareness through comprehensive marketing that will result in increased visits, extended
stays, and increased spending to support a strong business environment. Palm Desert's
marketing program includes the following fundamental goals:
• To increase the number of visitors to Palm Desert
To increase Transient Occupancy Tax revenues
• To increase sales tax revenues
• To increase investment within the community (commercial & residential)
MARKET RESEARCH
Several resources were utilized and factors taken into consideration in determining Palm
Desert's target markets. The following sources and information have assisted in identifying
the most appropriate areas to focus our marketing efforts and invest our marketing dollars.
• Palm Springs International Airport passenger load data and airline feeder market
statistics
• Palm Springs Desert Resort Communities Convention and Visitors Authority 2007/08
Visitor Profile Study
2
PALM DESERT
CALIFORNIA
• California Travel and Tourism statistics, including the fact that 80% of travelers in
California originate from within the state
• The U.S. Census Bureau - nearly 22 million people reside in Southern California
(Los Angeles, Orange, San Bernardino, San Diego, Riverside, and Ventura
Counties).
• The Palm Desert (online) Audience Segmentation Survey conducted in August 2008
by Off Madison Ave.
TARGET MARKETS
Geographical Markets:
• Pacific Northwest (San Francisco, Seattle, Portland)
• Canada (Toronto, Vancouver, Edmonton, Calgary, Winnipeg)
• Southern California drive market (San Diego, Los Angeles, Orange County)
• Additional airport feeder markets: Chicago, Minneapolis/St Paul, Texas, Cincinnati
Demographic Markets:
• Middle to upper income; affluent
• Ages 30 — 70+
• Married couples
• Singles
• Families
Activity Markets:
• Family/Friend visits and vacations
• Special events
• Weekend escapes
• Golf get-aways/Girlfriend get-aways
• Bach elor/Bach el orette parties
• Reunions / Weddings
Target Segments:
• Travel: resort amenities, accommodations, attractions, value, ease of access, safety
• Outdoor: family activities, tennis, hiking, biking, golf
• Family: value, activities, attractions, events, arts & culture
• Friends: shopping, dining, resort amenities, rest and relaxation, arts & culture
• Party: nightlife, events, attractions, happy hour, concerts
• Ownership: second homeowners/potential home buyers
3
PALM DESERT
CALIFORNIA
0
STRATEGIES
Advertising
1) Provide a comprehensive digital marketing/advertising program to enhance
awareness, strengthen brand, promote visitation, and increase spending in Palm
Desert.
a. Develop a digital media plan to include a combination of pay -per -click, search
engine optimization, and paid advertising focusing on identified geographical
markets and demographic segments.
b. Utilize proven search engine platforms such as Google and Bing/Yahoo to drive
qualified potential visitors to the City's website.
c. Utilize social media as a source of advertising, which will direct activity to the
City's website and increase Facebook page "likes".
d. Continue to invest in targeted advertising (retargeting) which delivers the Palm
Desert message to consumers based on previous related Internet actions.
e. Develop and test online banner creative, including rich media options that speak
to targeted segments and capitalize on seasonality and target markets.
f. Develop mobile ads for placement on Google Search Network to direct in -market
visitors searching for information to the Palm Desert mobile -friendly website.
2) Develop a comprehensive traditional media program that strengthens the Palm
Desert brand, increases awareness, and promotes visitation.
a. Work with JNS Media Specialists to produce a detailed media plan that includes
a balance of local, regional, national and international advertising in high profile
publications within identified target markets.
b. Develop co-op opportunities with a variety of partners including the Greater Palm
Springs CVB, California Tourism, The Living Desert, JW Marriott Desert Springs,
Palm Springs Art Museum in Palm Desert, and El Paseo Business Improvement
District.
c. Continue to invest in radio advertising, sponsoring weather and traffic reports in
relevant markets.
d. Create relationships with local partners to develop mutually beneficial co-op
advertising.
e. Start incorporating aspects of cultural tourism into the ad campaign.
PALM DESERT
CAI IFORNIA
3) Participate in advertising opportunities that direct visitors to Palm Desert businesses
and attractions and encourage in -market spending.
a. Advertise the Palm Desert Visitor Center and its services in local tourism
publications such as the monthly editions of Travelhost and Desert Guide.
b. Distribute Visitor Center rack cards through Certified Folder Display to relevant
valley and Southern California locations.
c. Consider continuing participation in the DCTV program, providing video footage of
Palm Desert in 1400 hotel rooms valley wide.
d. Advertise in the Palm Desert Chamber of Commerce annual directory and map.
4) Maintain relevant and engaging marketing tools and information in order to reach the
maximum number of potential visitors.
a. Upgrade existing tourism website to become responsive/adaptive to mobile users.
b. Reconsider value of e-newsletter and determine whether to invest in upgrades or
reallocate funding to other resources.
c. Refresh existing website to reflect elements of the new ad campaign and utilize
new photography to enhance overall appeal and relevancy of website.
d. Provide additional interactive and visual features such as videos and slideshows
on the tourism website.
e. Better integrate social media into the website.
f. Develop content that is engaging for new and returning visitors.
g. Explore opportunities for expanding the presence of relocation and real estate
information on the city's websites.
5
F3
PALM DESERT
CALIFORNIA
Public Relations/Communications
1) Develop and implement a public relations program which seeks online exposure,
editorial coverage and program growth through customer engagement.
a. Prepare a press kit including story concepts.
b. Distribute press releases on pertinent Palm Desert information and activities.
c. Develop a social media strategy to ensure Palm Desert is reaching audiences in
an effective and engaging manner.
d. Develop a content calendar for social media establishing key targets and events
to highlight throughout the program year.
e. Develop and implement a blogger outreach campaign focusing on high profile
bloggers in the travel, food, art/culture and fashion categories.
f. Develop social media promotions (contest/sweepstakes) to engage key
audiences (e.g. photo sharing, testimonials, etc).
2) Utilize marketing resources offering opportunity for low or no cost exposure.
a. Support international marketing efforts through opportunities with the CVB and
Visit California.
b. Participate in opportunities offered by Visit California including website content,
literature distribution, etc.
c. Manage, monitor and engage in "chat" about Palm Desert on digital venues such
as Trip Advisor, Flickr, Yelp, Instagram, Pinterest, You Tube, etc.
3) Provide quality tourism information and services to the leisure traveler through
efforts at the Palm Desert Visitor Center. Utilize the Center as a resource for
business support and referral services.
a. Make tickets available to local attractions and special events.
b. Distribute the most up to date informational materials such as vacation guides,
hiking and biking maps, and dining guides.
c. Optimize the City's sale of Palm Desert brand merchandise through better
display and merchandising, improved product offerings, and enhanced
marketing.
d. Support local real estate through distribution of relocation guides, realtor,
education, demographic and community information.
e. Conduct outreach to the business community to inform them of the services
provided by the Center.
PALM DESERT
CALIFORNIA
wwvv��cr�u..ar»� �.uvc*rau,ro
.e.Mva�.Fww
M vo✓ a^�'Y W h. wsm w^,'�^e From
m�eW�/���g�tl'p N1raC ors
_ �� a�OGY1aaW'
yW FaIwYW 1n�.lhanv
PALM DESERT
4) Engage with 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 the Visitor Center, City Hall, 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.
d. Support the City's e-government website which contains useful information for
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 monthly reports from the online agency
summarizing results of all online programs.
b. JNS Media Specialists to provide quarterly reports summarizing results of print
and radio advertising.
c. When 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.
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.
N
PALM DESERT
CALIFORNIA
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. Research opportunities to strengthen online information to support the local real
estate market.
c. Explore additional ideas for promotional activities which serve to support various
segments of the business community (e.g. restaurants, the arts, etc).
M
g
PALM DESERT
CALIFORNIA
BUDGE i
Palm Desert's marketing program continues to experience challenges, including a budget
reduction of 11.8% this fiscal year for a total budget of $763,700. Nearly $109,000 of this
total is invested in community relations such as development of the annual community
calendar, Brightside newsletters, and local event promotion.
All media plan and ad placements correlate with the stated objectives within this document.
Additional concepts outside of the budget have been included within this document and may
require additional City Council consideration. Media plans and the marketing budget for
fiscal year 2012/13 are attached as part of this document.
CONCLUSION
The City of Palm Desert's Marketing Plan is an evolving document that may require updates
throughout the year. The Marketing Committee will be asked to review the document and
staff's related progress throughout the year.
PALM DESERT
CALIFORNIA
'00 r41811hol
r,r;�,•D'dx;:sYc'.: Y:, T.}a-c�wlc WiEfiawatl's rtie;'
�v2tY:b :axu .Gu^�L, �v �.wr �`.Wx�mt. raYt.*G rH pY�n
ne asd[s..am�.i�v.'rrn<vtirrw.».a SJ-�c�
w,•� NC'x: re �n1^ n � si+t'x'x: I'c' _:K,r. n., ax.•..
�o#✓h 4'ti Ap T Am�tir¢xY�`l M tiw� ham'
�h., TO Oownm a!i,mrvnr puma coUe W9F
III &L
14tDESERT Ira
9
c o
O O
00
O c
c
O
O O O
O
xO
r
O
oO
H
CD
O
((
N
<
COVJ
L
<
`�-
=
N N0
O
9
�
0
O
a
CO. W
W
w x ;;a x
� --I —1
pn
w
Z
N
cn
cn
cn
0
8
O
w
o
>
>
N
A
m
o d
o d
o 0
0
0
oa
a
o
O=
o'
O=
o
0
o
n m
m m
m CD
m
C1
O
o O
0
!
0
o
m T
m -n
(7 C) C� o•
n
n
O
co
=
��
(n
oa
oa
d
_
d
w
0
s
a
o
o
O o
OO o
O
y
OO o
m
m T
d=
m •'
W
>
m
>
m
co �n
o
m
m
m
m m
m ID
g
_
Doi O
W w
m
m
cWii
m m
cwii cwi,
m�
3
N
W
(D
co N
(D
m.
O A A A
=
O
O 5
t0
OCD
n
�O
N
O}
W.
OWi d OWi
<D
CD
CD
O
T
W
cn
d
w
>
>
W
r
N
O
N
CD
0
0N
�
a.
W
3.
r
r
N
W m
m
m
�
CD
N
a
`°
o
C
C
o
o
�
V)
y
y
fV�f
to
{O
(p
1~V
N
O
O N O CD
N O
O
O!
k
W
p'
m
a
Lq
Q'
N
n
W
O
W
n
K
N
p
K
N
O
01 K N N Gf K N
O O O O O O O
W
O
00
00
`oj
rn
N
W
O
o
D
w
N
O
0
0
0
o
V
,all
0
V
m
v
1
69
N
A
f
C.
O
�
Oi
V
�
N
N
cD
cJ
V
cD
cp
�
m
O
A
W
O
CNS
AW
�
N
�
W
cT
Cn
N
G
�a
N
s,
to
Ea
rf,
cfl
�"
rn
N
w
(p
V
�
O
O
_
V
m
m
fA'v
�,a
co
cow
a
co
a'
D
A
W �
cJ
cn
69
N
�
�
_
A
O
O
O
A
M
_
O
O
69
cv
O
�
�
N
W
A
m
Oo
N
�
�
co
�
cn
o
_
A
A
O
co
0
0
_
6A
A
_
�
V
�
W
N
N
W
«
N
y
Vv
�
�
N
NN
cD
0
0
0
0
j
w
N
O
CD
0
0
0
r
W
O
_m
V
A
t
Z
OD
W
OD
OD
�3p
cp
W
N
V
cD
OD
N
V
OVD
?
OO
O)
OD
(O
A
OD
(O
A
W w W Q� V m
CO V Oo
O CJ1 A W (p 00 A
OD V A CD W A
OD c0 C.11 O A
O
P.
O
O
O
P.
O
O
O
N
O
O
O
O
M
La
O
=
N
co
69
b9
69
69
W
A
Ej
N
pp
N
r
CI)
N
O °i
m
a
DA OK O 0 C)D -00 m
O y o
• O
o
v
➢ --I Z OD>
a 1D m
Z
�
v
r0
"
K
c (n
G
W
n °' N N C` J 3
In
D_
�L J a
N
c3'
N
0
Cf)
O
p
N
mCD
0 O d ^ v
o
ar
o
O
3
fn
��mm1•
< o
O
_^
<_ m
Oc
TCD .
!_G
N tD tp
J
N
C N N y > > A t�
O
.`
J
C (D cn
p�j
O y y
-�•�
N
CDD f0 d N 3? N -�➢- m
w
(Cp w(D
y
fD fD O O- = O
'O �^ CD
(per
(] w
(O
O O
f0
O O
O
0
Fi
A p�
m C7 o
(per
N t0
0
mCD
3
fp
m
0 N cCD
a
mCD
m
0
CD W.W.
CD
N
CD p
c N
O O
SN =p
(D
cn
CD
y
y
J D
O -
N t=p
(D
K
C.
O
V1
� a
X K
O1 01
O O O O
X X
W W
O O O O
O O VNi fNT
O O O O
N N W W
OO O O
X X
N 00 O O
tp i0 V V
O O N N
x x
O O
W
O
X
W � C Of
O Q O
X a W O O W
O O O O
O m K p
O 10
O y X X x O
N 1p O V1 f!� O O V
p W O O O O O NM
O
pNp p1 O O O O
1p O tr U 1Ap
O O O O
v
U
W
O
X
O
X O
pNi 01
(n C
10
O
x
U
O
O
O
O
O
p
O
p
r
O
W
O
O)
WN
GY
O
r
p
p
O
m
V
A
m
N
A
�
O• O (D • (O •
O
�
V,
A
_
62
69
�9
cn
Z
•
A
N
W
69
N
Q�
O
O
N
�
A
Vt
O
O�
N
A
cn
V
69
O
V�i
V
O
O•
O
O
A
V
A
N
cC s
A
N
O•
N
O
O
O
o
O
fJ
O
W
N
tJ1
C1�
V1
A
�
G
<n
CDUv'
o
o
p
N
N
o
Nm
o
o
v,
co
rn
w
o
m
'n
(D
W•
O
A
v
cp
CT1
O
O
(D
(O
NO
O
O
O
o
O
N
C
O
A
v
fi
69
CD
O
Ej
U,
N
Vt
O
b4
69
FH
a
GA
fA
GSA
fJ
(A
Hi
V
C-
6i
(ND
W
O
N
v
t0
(T
V
O
O
(O
cD
O
W
N
O
O
O
N
OI
QOi
U
(n
A
A
N
Z
K
O
lav
N
(6��H
A
fA
O
!A
44
40
O
44
41
Ha
A
N
69
N
�
O
O
�
N
N
bn
N
W
A
T
Q�j
cp
W
O
A
O
cNp
W
O
N
(r
A
W
d
O
�
O
G�
1A
Eri
C,
69
A
f
N
O
O•
64
V
69
6'1
a
Va
b0
O
p�Nj
cp
W •
O
N
O
O
-
D
c'J
N
00
Q,
Iv
A
n
V
Cl
�
(P
=
N
(n
N
69 •
(�h
A
N
A
�A
?
fN
O
b9
W
4A
O
V•
O
to
U, •
N
6�9
W
p>
N
A
O
v
O
V
00 •
p
cp
cN0
O
m
VNi
�A
�
N
:O
O
O
O
O
p
O
O
D
f
W
O
O
V
W
L
O
O
_
V
A
Z
m
cNT O O O
0 0 0 o
O O
0 0 0 0
W
Cl
O
0
O O O W O O O
O o o O cn o 0 0
O O O O O O O O
0 0 0 0 0 0 0
O
0
O
O O
0 0
O O
0
U,
O
o
w
y
o
J
O
to 4H 4�
�I
N
O
49 69 69 Na 69 69 4A
A N W N
EA
(n
69
(T
Ha
�
D
pON ppOp
O O O O
o
pW SW
O O O O O O O O
COi,
VOi
Q�
p
O
r
y
p_
o
o
000
0000
3
m p
ro0
xn
D
�
o
x-
W
-
o•
2
_ 0
m
m m
3 y
o m
r
3D0
m
rrr•
ozm
m
N
Np'
O m
y o
-
C.)^
0
N
o
x
n
m
D
m
m>
c
Cl)
O
C"1
Cj
y
Z
N
TI
—1
N
N
w
a
cn
O
.0
n
Cl)0
Su
O
N
,
2r.
�
W
O
O
H
N
N
O
O
O
x
N
df
O
N
O
O
y
—1
Cl)
Cn
(n r
v o
co r
v o
v
v v v o
3
v ?
0 Q v
_ryv
l0 10
O m
m
w m
m
O O
W W
O O
X X
O VNi
O O
N N
K K
�O t0
O O
M
0
EA
0
b9
0
b9
b9
CA
69
fA
69
69
69
H3
69
69
69
EH
69
N
U1
W
N
W
W
O
�
n
w
N
O
C)
V
fR
0
to
0
O
ea
0
O
0
Fn
o
O
v�
Ao
O
0
0
0
�a
0
O
va
0
O
000�>0o
o
v
m
O
W
CEO
A
(Ji
V�i
fH
£AV
N_
O
L,J
A
A
N
O
O
(AUJ11
4
�J
N
N
V
W
b9
69
Hi
�
fA
EA
�
69
69
GfA
v�9
6�9
4>
�
Gj
�
Z
(O
A
A
6)
O)
69
fA
W
Oo
W
N
cr)
N
W
rn
N
rn
O
N
O
O
O
A
O
O
CJ
O
O
O
O
V
O
N
N
A
O
O
Ri
Gi
l
1�>
Ui
A
N
QD
W
V
N
�
G9
6�9
W
EA
fA
b9
�
V
�
G/i
d
j
V
OO
N
ba
p
69
p
Oo
69
p
fA
p
V
to
p
O
N
N
A
N
O
W
A
N
A
Vi
O
L
D
N
A
O
- W
GJ
41
N
A
N
Oo
O
N
N
G�
69
O
69
4a
69
W
V
69
69
EA
N
L-/a
6�9
69
69
A
V
00
N
00
O
O
00
O
O
O
O
m
W
Ut
O
O
O
O
Vt
N
O
W
A
W
IV
w
D1
W
N
Q)
A
O7
T
cNL�
A
Vi
69
j9
fA
Vi
N
69
N
69
Gj
O
fH
63
cD
fA
�
EA
N
Vt
A
3
n
`p
A
0
�
CTi
V
V
N
EA
cD
cp
A
(A
2
N
N
U
A
N
�
Eo
N
V1
�
W?
Gj
m
6�i
N
W
W
GA
W
69
1
69
N
69
fA
�
q
OO
^)
(M
m
N
W
O>
(D
Vl
N
N
r
(D
A
A
Ut
Ut
N
cD
N
W
V
V
(H
(A
EA
69
w>
N
O
NN
A
A
Q,
69
w
W
W
W
GA
N
69
(�Jl
CT
69
EA
69
69
O
N
V
C
0
0
O
O
O
o
O
p
p
O
0
O
O
0
O
o
O
O
O
O
O
Z
0
V
A
m
W
cn
Oo
Ut
o
N
O
o
3
N
N
0
w
a
0
w
A
10
W
a
O
o
ev
co
O
0
v+ Frs
A a>
Vt Ut
0 0
�2
N
O
0
rn m
O O
0 0
o
O
0
N m m
O O (T (T
0 0 0 o
w
j
c,7
W
rn
w
m
v,
o
O
o
o
O b3
0 0
r
L
6>
0
0o
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
O
eo
co
o
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
yr
p
O
O
�D
V
r
tC
n,
n,
O
00
O
O
O
00
r,
n,
n,
00
N
C
O
0
O
C
N
C
W
0
O
0
O
C
N
C
N
C
r-
C
ID
0
O
0
f�
O
00
M
O
M
Ln
m
0
�D
O
Ln
0
m
ul
�o
m
00
p
Q1
lIl00
�D
O
t0
N
N
tD
�o
c-1
N
lD
lD
M
r-
n
C
N
Mf
O,
N
N
'A
M
N
N
I0
N
N
N
�0O
>
0J
01
OJ
O1
O/
O1
01
OJ
0J
01
OJ
w
0t0
p1
01
m
00
00
00
W
00
bn
00
m
00
m
di
Vf
m
C1
m
Ci
n•
n•
tti.
3
m
a
n.
n.
n•
oA
Q
m
c1
m
C1
m
C1
m
Ci
m
a
m
C2
m
C2
m
a
m
Ci
m
m
C2
m
m
a
ro
M
V
N
m
N
M
N
M
m
m
ci
m
r-I
O
O
N
O
O
O
r�
O
f`
00
O
a0
N
O
O
O
0000
00
'^
o0
f\
O
O
O
00
00
O
O
OO
O
O
In
ON
O
0
0
0
am-i
c-i
T
O0
O
C
N
m
01
O
O
Ln
D
O
O
N
N
O
'�
O
lD
Ln
N
N
N
to
N
O
r'r
V
�
W
O
h
m
~
M
N
Q1
n
n
m
lD
c-1
m
c-1
O
N
al
O7
ul
cr
O
~
.--�
V?
t/?
vlA
to
to
t/!
vl?
V/
VT
VT
O
O
m
M
O
O
O
M
_
�n
N
M
M
Oko
m
M
T
O
O
trn
M
ti
O
N
m
m
M
M
V
N
M
O1
N
iA
U4
t/T
to
N
y�
O
M
c
G
Q
n
Ln
M
D
M
O
N
tkoj*
t4/r
en
tR
N
L?
1n
to
Ln
00
O
O
NLn
Oi
01
tO
V
O
O
O
t\
O
O
O
N
O
O
N
c
L
V}
N
'7
N
l0
lD
l0
N
M
Men
t/f
Ln
rn
r,
00
0
0
0
0
0
m
o
O
O
O
N
Q�
lD
V
O
Ln
rn
r--O
O
Ln
O
O
O
O
O
f`
y
W
n
N
N
N
N
O
-ZT
M
r"
ID
m
M
M
n
N
V?
in•
C
V?
N
t/)
t0
t/?
to
U?
LDD
VT
01
t/}
t/T
M
t/1
t4
N
t/)
O
N
Ql
N
a
n
ID
�--i
V
O
O
coO
~
Ln
O
on
N
r,
0
O
0
O
O
O
O
O
rq
n
k0
Ln
N
01
c-1
O
01
N
N
N
C)
M
M
M
V1
'n
N
N
N
00
O
O
N
N
N
n
M
n
M
n
N
yr
to
to
to
to
O
V
O
On
O
O
O
O
t�D
LnO
O
N
N
N
O
M
m
O
4f�
•-I'
N
V
N
t0
W
t0
V
N
M
N
t/T
4^
1
1
L?
t/T
LT
>
O
LO
01
Ln
d'
Q0
.-r
V
f\
O
O
V)
O
Ln
N
n
O
r\
M
U)
O
O
O
O
O
Lr)
0)
O
Q
Ln
01
.--r
O
N
N
N
N
N
n
r�'I
M
Z
N
an
N
t/f
V
t/Y
N
t/T
f0
Yr
lD
to
LO
VP
N
t/t
01
V?
tD
UT
N
t/?
N
lA
N
N
Y
O
O
O
O
tD
ti
N
O
N
n
O
n
O
O
M
�n
O
O
O
O
O0
V
Ln
In
O0
`-I
O
O
N
N
O
R
O
M
M
O
a
O
o
Ln
O
N
n
r,
f`
to
N
00
O
O
CD
O
O
rn
7
Ln
p
N
t0
N
N
O
O
3
In
M
t0
V)
0
O
w
0
N
~
N
H
N
C
V
m
Y
VI
a
_
O
V
V
o
0
a
_
m
O
N
O
V
O
fop
C
N
C
C
YO
O
C
D
O
O
m
O
Ou
c
N
0
`^
b0
.0
M
c
0/
C
•'-'
V
C7
N
G
0
n
D
u
,�
V
cccm
>'
°°
o
in
-¢
E
ov
cc�
o
E
m
0m
0
g"o0
oOJ
azC
N:
m
m
Z
UNO
0
Om
Od
iC
<
<
<
cc
<mX
dN
d
r-
a7
d
a.
uu
u
«£
¢
0
o
V
?I
PALM DESERT
CALIFORNIA
MARKETING PLAN
FY 2011-12
PURPOSE
The purpose of this document is to provide direction for the City of Palm Desert's marketing
activities for fiscal year 2011-2012. It will serve to identify target markets, marketing
objectives, strategies, and tactics which will continue to strengthen the Palm Desert brand
and its tourism industry.
It is estimated that the tourism industry generates over $22 million per year in revenue for
the City of Palm Desert. The City's foremost marketing goal is to put "heads in beds" which
serves to support the overall economic vitality of hospitality related businesses within Palm
Desert.
INTRODUCTION
Palm Desert and the Coachella Valley rely on tourism as their major source of revenue. Of
Palm Desert's general fund revenues, approximately 16% is generated by transient
occupancy tax (TOT), and 34% by sales tax, comprising 50% of the total revenues used to
fund programs, projects, and the daily operations of the City of Palm Desert.
The City of Palm Desert first brought its marketing function in-house in 2000. The main
objective at that time was community outreach with minimal out -of -market advertising. The
budget primarily covered advertising and promotion of local events and production of the
monthly newsletter.
During the next several years, Palm Desert developed and fostered a unique brand and
expanded its marketing efforts to target visitors and increase awareness of Palm Desert as
a destination resort. Over the last few years, strategic marketing trends have shifted from
image marketing to action -oriented marketing, attempting to quantify results through sound
data. By investing in an upgraded website and hiring an online agency, the ability to
research and track the effectiveness of the City's marketing initiatives has increased
significantly, resulting in higher accountability for advertising placements and greater return
on investment.
PALM DESERT
CALILORMA
Future efforts will continue to focus on measurable, action -oriented marketing as well as
solidification of Palm Desert as a brand. This will be accomplished through growth of our
online presence, active promotional efforts, increased communication and participation with
the local hospitality industry, continued participation in co-op programs, and targeted print
and radio advertising campaigns.
Successful marketing efforts require a diversified marketing program. Palm Desert's
program will provide that diversification through local, regional, national and international
advertising campaigns as well as the utilization of a variety of advertising mediums. Funds
are allocated within geographical markets based on the importance of first attracting visitors
to our area (regional, national and international advertising), and subsequently directing
them to the Visitor Center (local advertising) to obtain a wealth of Palm Desert information.
PALM DESERT BRAND/POSITIONING STATEMENT
Palm Desert is a uniquely 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 one of the world's premiere vacation
destinations.
MARKETING OBJECTIVES
The ultimate goal of Palm Desert's marketing program is to create enhanced public
awareness through a comprehensive marketing campaign that will result in increased visits,
extended stays, and increased spending to support a strong business environment. Palm
Desert's marketing program includes the following fundamental goals:
• To increase the number of visitors to Palm Desert
To increase Transient Occupancy Tax revenues
• To increase sales tax revenues
iviARKET RESEAkt. N
Several resources were utilized and factors taken into consideration in determining Palm
Desert's target markets. The following sources and information have assisted in identifying
the most appropriate areas to focus our marketing efforts and invest our marketing dollars.
• Palm Springs International Airport passenger load data and airline feeder market
statistics
2
PALM DESERT
CALIFORNIA
• Palm Springs Desert Resort Communities Convention and Visitors Authority 2007/08
Visitor Profile Study
• California Travel and Tourism statistics including the fact that 80% of travelers in
California originate from within the state
• The U.S. Census Bureau - nearly 22 million people reside in Southern California
(Los Angeles, Orange, San Bernardino, San Diego, Riverside, and Ventura
Counties).
• The Palm Desert (online) Audience Segmentation Survey conducted in August 2008
by Off Madison Ave.
TARGET MARKETS
Geographical Markets:
• Pacific Northwest (San Francisco, Seattle, Portland)
• Canada (Toronto, Vancouver, Edmonton, Calgary)
• Mid -West (Chicago and Minneapolis/St. Paul)
• Southern California drive market (San Diego, Los Angeles, Orange County)
Demographic Markets:
• Middle to upper income; affluent
• Ages 40 — 70+
• Married couples
• Singles
Activity Markets:
• Family/Friend visits
• Family vacations
• Special events
• Weekend escapes
• Golf get-aways/Girlfriend get-aways
• Bach elor/Bachelorette parties
• Reunions
• Weddings
Target Segments:
• Party segment: nightlife, events, attractions, arts & culture
• Budget segment: value, attractions, accommodations, ease of access
• Getaway segment: shopping, dining, resort amenities, rest and relaxation
• Outdoor segment: family activities, tennis, hiking, biking, golf
• Second homeowners/potential home buyers
3
?3-
PALM DESERT
CALIFORNIA
STRATEGIES
Advertising
1) Provide a comprehensive online marketing/advertising program that increases Palm
Desert's awareness, strengthens its brand message and encourages visitor trips to
the area.
a. Develop an online media plan that includes the use of proven platforms such as
Google, Yahoo, Fetchback, MSN, Facebook, and Palm Springs Life.
b. Experiment with measurable advertising in new online markets that are showing
signs of success.
c. Experiment with new forms of advertising targeting new and returning visitors
based on behavioral and topical targeting.
d. Continue to invest in banner ad targeted advertising (retargeting) which delivers
the Palm Desert message to consumers based on previous related internet
actions.
e. Develop and test online banner creative that speaks to the target segments and
capitalizes on seasonality/target markets.
f. Invest in organic search engine optimization and pay -per -click to improve the
visibility of Palm Desert's website and brand the destination.
g. Optimize and expand existing pay -per -click programs to target additional markets
and potentially incorporate event -based campaigns.
2) Develop a comprehensive print and radio media plan that targets high potential and
proven markets and demographic segments.
a. Work with JNS Advertising to produce a detailed media plan that includes local,
regional, and national publications within identified target markets.
b. Media plan to include media buys in proven publications that serve the Palm
Springs International Airport feeder markets.
c. Media plan to include valuable co-op opportunities such as those previously
undertaken with the CVA and CTTC.
d. Continue to experiment with radio advertising including spots sponsoring weather
and traffic reports.
e. Target advertising in Pacific Northwest, Canada, mid -west and drive markets
3) Develop high -season marketing campaign targeting proven geographical and
demographic markets.
a. Run targeted advertising within the Southern California drive market October
through April.
0
T3
PALM DESERT
CALIFORNIA
b. Place weather related ads within the Pacific Northwest markets during their cold,
rainy season; October through March.
c. Advertise in the mid -west and Canadian markets focusing efforts from November
through March.
d. Run radio spots promoting Palm Desert's weather in targeted cold weather
regions.
4) Promote the community as a viable and worthy destination of choice in the summer
and fall seasons, especially capitalizing on the drive market and weekday travel.
a. Participate in the CVAs Summer Retreat promotion
b. Target coastal markets with May Gray and June Gloom
c. Advertise in key geographical markets such as Southern California drive market.
d. Adopt an ad campaign that imparts the desired message and brand of Palm
Desert.
e. Explore opportunities for partnering with Palm Desert hotels to encourage
extended stays and additional weekday travel.
5) Participate in local advertising opportunities to capture valley visitors and direct them
to Palm Desert and its businesses and attractions.
a. Advertise the Palm Desert Visitor Center and its services in local tourism
publications such as the monthly editions of Travelhost and Desert Guide.
b. Produce a Visitor Center rackcard that highlights its services. Distribute through
Certified Folder Display to targeted valley and Southern California locations.
c. Consider continuing participation in the DCTV program providing video footage of
Palm Desert in 1400 hotel rooms valley wide.
d. Advertise in the Palm Desert Chamber of Commerce annual directory and map.
e. Publicize and advertise the City's Art in Public Places program.
Public Relations/Communications
1) Develop a public relations component which seeks editorial coverage in Palm
Desert's target markets.
a. Work with the CVA to participate in and support familiarization trips (FAMs) for
travel writers, tour operators and travel planners.
b. Coordinate hosting of travel writers and meeting planners at Palm Desert
locations.
c. Prepare a press kit for distribution.
d. Distribute press releases on pertinent Palm Desert information and activities.
e. Provide story ideas and content to a variety of publications.
M
i
PALM DESERT
CALIFORNIA
f. Develop a comprehensive media database.
g. Provide public relations support to Palm Desert energy, conservation and
sustainability efforts.
2) Leverage marketing dollars by taking advantage of successful cooperative marketing
opportunities.
a. Participate in CVA familiarization trips and tourism POW WOW events to
increase Palm Desert's exposure to travel writers, tour operators and the
decision makers within the travel industry.
b. Support international marketing efforts through the CVA and California Travel
and Tourism.
c. Participate in opportunities offered by California Travel and Tourism Commission
including website content, literature distribution, etc.
d. Explore opportunities for partnering with businesses such as Desert Willow Golf
Resort, JW Marriott, The Living Desert, Westfield, The Gardens on El Paseo, and
McCallum Theatre.
e. Co-op with CVA on a variety of promotions including airline service campaigns,
summer promotion, California Travel and Tourism Commission Sunset Magazine
insert, etc.
3) Solicit, engage and retain Palm Desert's target audiences through increased online
efforts including social media, e-newsletters, and development of promotional
activities.
a. Test an online promotional program to encourage interaction and support of the
Palm Desert brand.
b. Develop incentive program to increase subscriptions to the e-newsletter
database by 10% this fiscal year.
c. Create a program to expand the e-newsletter to include programs to promote
local hotels, restaurants, events, and attractions offerings.
d. Increase social media interaction and cross promotion of city sponsored or
supported events and activities.
e. Visitor Center to serve as a collection point for email addresses to be added to
the database.
f. Create and place banner ads promoting a call to action to subscribe to the Palm
Desert e-newsletter and utilize testing to select the best -performing creative.
g. Manage, monitor, encourage and engage "chat" about Palm Desert on websites
such as TripAdvisor, Flickr, Yelp, etc.
9
PALM DESERT
h. Engage with Facebook fan base in order to develop relationships with new and
potential visitors.
i. Utilize online resources to promote events and activities occurring at various
venues throughout the valley including Desert Willow, The Living Desert,
McCallum, El Paseo, etc.
4) Provide quality tourism information and services to the leisure traveler through
efforts at the Palm Desert Visitor Center. Utilize the Center as a source for data
collection and distribution while increasing sales and activity.
a. Sell tickets to local attractions and special events.
b. Update existing collateral materials such as hiking, biking and dining guides, and
provide for distribution to visitors.
c. Develop a subscription card for use at the Visitor Center to solicit database sign-
ups.
d. Implement an online promotion that encourages consumer interaction with the
Visitor Center.
e. Optimize the City's sale of Palm Desert brand merchandise through better
display and merchandising, improved product offerings, and enhanced
marketing.
f. Support the real estate market through distribution of relocation guides, realtor,
education, and community information.
5) Develop a strong online (website) program that enhances the City's online presence
in order to drive further success in existing online programs and effectively support
the activities, events and business community of Palm Desert with engaging content,
graphics, and interactive and useful information for visitors.
a. Provide additional interactive and visual features such as videos and slideshows.
b. Develop a page that provides for local business announcements of events and
specials that would be of interest to visitors.
c. Improve the visibility of Desert Willow Golf Resort on the City's tourism website.
d. Better integrate social media into the website.
e. Provide additional opportunities for opt -ins to the email club.
f. Develop content that is engaging for both new and returning visitors.
g. Explore testing for different types of website creative.
6) Provide a high level of communication with the residents and businesses of Palm
Desert in order to keep them informed and interested in community activities and
happenings.
a. Produce annual calendar and make available to general public through
distribution points such as the Visitor Center, City Hall, and the Library.
PALM DESERT
CALIFORNIA
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, McCallum Theatre, Desert Willow, El Paseo, etc.
d. Support the City's e-government website which contains useful information for
residents and businesses.
e. Participate in community meetings and events such as El Paseo Business
Improvement District, Chamber activities, etc.
7) Explore new opportunities to enhance Palm Desert's reputation and provide
additional avenues for discovering information about the community.
a. Establish a Palm Desert page on Yelp. Manage content, post photos, and
special offers and respond to postings. Encourage visitors to comment on their
experiences and rate local businesses and attractions.
b. Evaluate the effectiveness, affordability and applicability of developing a Palm
Desert application for smart phones, iphones and ipads.
c. Utilize You Tube through the posting of existing or created videos of Palm
Desert.
d. Utilize Flickr through the posting of existing or created photos of Palm Desert.
8) Track, research, and evaluate marketing programs to ensure positive results.
a. Staff and Marketing Committee to receive monthly reports from the online agency
summarizing analytics of all online programs.
b. JNS Advertising to provide quarterly reports summarizing results of print and
radio advertising.
c. When applicable, incorporate tracking mechanisms into marketing efforts.
d. Consider possible opportunities for additional research through consumer
interviews, surveys, and focus groups.
9) Encourage, support and participate in convention and business travel marketing
efforts undertaken by the Palm Springs Desert Resort Communities Convention and
Visitors Authority.
a. Participate in regular CVA sales and marketing meetings.
b. Participate in opportunities such as POW WOW, familiarization efforts, and the
hosting of travel writers and meeting planners as time and budget allows.
c. Monitor CVA referrals and how they translate into bookings for Palm Desert
hotels.
PALM DESERT
CALIFORNIA
Promotions
1) Develop marketing and promotional opportunities to support Palm Desert's
hospitality industry businesses.
a. Implement a program to highlight/feature Palm Desert hotel properties on the
city's tourism website, e-newsletter and social media resources.
b. Create a page on the tourism website to feature local restaurants and/or retailers
and any specials that they are offering.
c. Continue to implement the Dine Out restaurant promotion that offers free
advertising and promotion for Palm Desert restaurants wishing to offer a one
month discount.
d. Develop a program to feature "business of the week" to be featured and
promoted at the Palm Desert Visitor Center.
e. Organize and implement the annual Dine Out restaurant promotion program
which includes local advertising and promotion for participating restaurants.
f. Support annual valley -wide Restaurant Week program in June each year.
g. Utilize existing local media resources to optimize Palm Desert's exposure (news
morning shows, radio interviews, etc).
h. Distribute current information on Palm Desert hotels, restaurants and attractions.
2) Support and utilize local special events as a tool to capture and educate visitors on
what there is to see and do in Palm Desert.
a. Support signature Palm Desert events such as Fashion Week El Paseo through
social media, e-newsletter, ticket sales from the Visitor Center, etc.
b. Explore the value of having a presence at large-scale valley events such as PNB
Paribas Open, Coachella, Rock N Roll '/z Marathon, Bob Hope Classic, Film
Festivals, Stagecoach, etc.
0
0 io
PALM DESERT
CA11FORNIA
BUDGET
Although Palm Desert's marketing budget has experienced some reductions in recent
years, it is expected to remain consistent for Fiscal Year 2011-2012 with a total budget of
$866,450. Nearly $168,000 of this is invested in community relations such as development
of the annual community calendar, Brightside newsletters, and special event promotion.
All media plan and ad placements correlate with the stated objectives within this document.
Additional concepts outside of the budget have been included within this document and may
require additional City Council consideration.
CONCLUSION
The City of Palm Desert's Marketing Plan is an evolving document that may require
alterations throughout this first fiscal year. The Marketing Committee will be asked to
review the document and staff's related progress at six and eleven month intervals.
PALM DESERT
CALIFORNIA
10