HomeMy WebLinkAboutFY 2013-14 - Marketing Pln and Digital-Print Media PlnsREQUEST:
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CONTENTS:
CITY OF PALM DESERT
STAFF REPORT
APPROVAL OF MARKETING PLAN AND RELATED DIGITAL
AND PRINT MEDIA PLANS FOR FISCAL YEAR 2013/14
Donna Gomez, Tourism & Marketing Manager
June 13, 2013
FY 2013/14 Marketing Plan
FY 2013/14 Digital Media Plan
FY 2013/14 Traditional Media Plan
Recommendation
By Minute Motion:
1. Concur with the Marketing Committee's recommendation and approve
the Marketing Plan for fiscal year 2013/14;
2. Concur with the Marketing Committee's recommendation and approve
digital and print media plans for fiscal year 2013/14.
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 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 plans 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.
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 FY2013/14
June 13, 2013
Page 2 of 3
Desert. The proposed 2013/2014 Marketing Plan and media plans represent 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 salient points of the program.
Marketing Plan
The FY 2013/14 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:
• A strong presence in online marketing
• Advertising in proven print publications within identified geographical markets
• Updating the City's tourism website to keep it current and useful
• Stronger social media component including promotions engaging potential
visitors and keeping Palm Desert top of mind
• 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 process as follows.
1) Reaching consumers with a general interest in travel: digital ads will appear in a
multitude of online publications through placements with Google Display Network
and will run in identified geographic and demographic markets.
2) When conducting travel research or looking for trip planning advice: Palm Desert
will have a strong presence on TripAdvisor and Sojern, identifying and following
consumers with interest in travel to our area and within our target demographic.
3) When booking their travel online: Palm Desert will have a strong presence on
Orbitz (booking site) and Travora (booking site highly utilized by Canadians).
4) Once consumers are in -market: in -market visitors now have access to mobile
information through the City's newly adaptable/mobilized tourism website which
allows them to book dinner, golf and hotel reservations with a simple click. In
addition, ads will be placed with Google which will serve to direct visitors to Palm
Desert businesses.
This strategy will complete the loop in reaching potential visitors at all stages of the
travel planning process.
G \rda\Donna\Staff Reports \2013\Marketing & Media Plans Staff Report FY13-14.doc
Staff Report
Marketing and Media Plans FY2013/14
June 13, 2013
Page 3 of 3
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, Minneapolis, Chicago, and San Diego markets
• Cooperative advertising programs with The Living Desert, Palm Springs Art
Museum in Palm Desert, El Paseo Business Improvement District, Desert Willow
Golf Resort and the JW Marriott Desert Springs
• Placement of Visitor Center ads in relevant local publications
• Print ad placements in the Pacific Northwest, Canadian, Southern California, and
select mid -west markets (with direct flights to PSP)
At its May 21, 2013 meeting, the Marketing Committee formally reviewed and
recommended approval of the FY 2013/14 Marketing Plan and related media plans.
Fiscal Analysis
The proposed Marketing Plan and related media plans closely follow the proposed FY
2013/14 marketing budget. No additional funds are being requested at this time.
Submitted By:
,47z
Donna Gomez
Tourism & Marketing Mana
Paul S. Gibson, Director of Finance
M. Wohlmuth, City Manager
Main Alvarez
Director of Economic Development
CITY COMM A 1ON
APPROVED ✓'DENTED
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VERIFIED BY:
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G:\rda\Donna\Staff Reports\2013\Marketing & Media Plans Staff Report FY13-14.doc
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City of Palm Desert 2013-2014 Media Plan
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PALM DESERT
CALIFORNIA
MARKETING PLAN
FY 2013-14
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 2013-2014. It will serve to identify target markets, marketing
objectives, strategies, and tactics which will continue to strengthen the Palm Desert brand
and its reputation as a tourist destination.
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.
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
• implementation of a variety of cooperative advertising programs with partner
agencies (CVB, El Paseo, Desert Willow, The Living Desert, PS Art Museum in PD)
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. Paim Desert's
marketing program includes the following fundamental goals:
• To increase the number of visitors to Paim Desert
• To increase Transient Occupancy Tax revenues
• To increase sales tax revenues
• To increase investment within the community (commercial & residential)
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, Inland
Empire)
• Additional airport feeder markets: Chicago, Minneapolis/St Paul, Texas, Cincinnati,
Denver, New York
2
PALM DESERT
CALIFORNIA
Demographic Markets:
• Middle to upper income; affluent
• Ages 30 — 70+
• Married couples
• Singles
• Families
Interest Markets:
• Travel: resorts, events, 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
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 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.
3
PALM DESERT
CAI IFORNIA
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, Desert Willow Golf Resort and El
Paseo Business Improvement District.
c. Continue to invest in radio advertising, sponsoring weather and traffic reports in
relevant markets.
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.
e. Work with City staff and community partners to support additional events and
activities as outlined within the Economic Development Strategic Plan.
4) Maintain relevant and engaging marketing tools and information in order to reach the
maximum number of potential visitors.
a. Continually refresh the existing website including use of new photography to
enhance overall appeal and relevancy of website.
b. Provide additional interactive and visual features such as videos and slideshows
on the tourism website.
c. Better integrate social media into the website.
d. Develop content that is engaging for new and returning visitors.
e. Explore opportunities for expanding the presence of relocation and real estate
information on the city's websites.
4
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. Distribute press releases on pertinent Palm Desert information and activities.
b. Develop a social media strategy to ensure Palm Desert is reaching audiences in
an effective and engaging manner.
c. Develop a content calendar for social media establishing key targets and events
to highlight throughout the program year.
d. Develop and implement a blogger outreach campaign focusing on high profile
bloggers in the travel, food, art/culture and fashion categories.
e. 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.
5
PALM DESERT
CAHFORNIA
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. through social media and print resources.
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.
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).
d. Support annual dining promotions as appropriate.
6
PALM DESERT
CALIFORNIA
BUDGET
Palm Desert's marketing program will remain consistent this year with no reductions
expected in budget allocations for these programs. The marketing budget is allocated as
follows:
$645,000 Advertising/Collateral
$196,600 Administration
$5,300 Operations
$110,000 Community Promotions
$956,900 Total
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 2013/14 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. Additional review of this document may be necessary upon completion
of the City's strategic plan being undertaken during the next several months.
The Marketing Committee will be asked to review the document and staff's related
progress throughout the year.
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