HomeMy WebLinkAboutFY 2014-15 Marketing Plan - Digital and Print Media PlansPALM DESERT
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. Continue to work with Off Madison Ave to develop social media promotions
(contest/sweepstakes) to engage key audiences (e.g. photo sharing, testimonials, etc).
2) Utilize a variety of marketing resources that allow for innovative and flexible methods of
information delivery to our visitors including partnerships and/or independent programs.
a. Support international marketing efforts through opportunities with the Greater Palm Springs
CVB and Visit California.
b. Participate in opportunities offered by Visit California including website content, literature
distribution, etc.
c. Create guidelines for and execute on managing, monitoring and engaging in "chat" about
Palm Desert on digital venues such as Trip Advisor, Flickr, Yelp, lnstagram, Pinterest, You Tube,
etc.
d. Prepare a wish list of local tourist -driven events and regional and national travel industry
shows in which Palm Desert should have a presence.
e. Invest in a professional booth for use at tourism events.
f. Identify resources for staffing such events.
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. Continue to development outreach programs that reach out to the business community and
inform them of the services provided by the Center.
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 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 the website, social media and print resources.
Page 5
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.
f. Reach out to Art in Public Places Committee and staff to explore existing programming and
advertising efforts in order to ensure a cohesive message and adequate promotion of cultural
tourism.
5) Track, research, and evaluate marketing programs to ensure positive results.
a. Staff and Marketing Committee to continue to receive monthly reports from Off Madison Ave
summarizing results of all online programs.
b. JNS Media Specialists to provide quarterly reports summarizing results of print and radio
advertising.
c. 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. Research opportunities to strengthen online information to support the local real estate market.
Page 6
PALM DESERT
c. Explore additional ideas for promotional activities that support various segments of the
business community (e.g. restaurants, the arts, etc).
d. Support local business promotions as appropriate.
Palm Desert's total marketing budget is proposed to remain consistent with the previous fiscal year.
General allocations are identified below with specifics detailed within the City budget as well as the
digital and print media plans.
$55,000 Collateral — design & development
$298,850 Administration/Contracts
$3,800 Operations
$92,000 Community Relations — Brightside & calendar
$535,000 Media Buys (OMA @ $160,000/JNS @ $155,000/Co-ops @ $100,000/Visitor
Center @ $40,000/Misc @ $45,000/Community Events @ $35,000)
$984,650 Total
All programming and media plans support 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 and/or additional resources above and beyond those currently allocated. Media plans
and the marketing budget for fiscal year 2014/15 are attached as part of this document.
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CITY OF PALM DESERT
This plan will serve to provide direction for the City of Palm Desert's marketing efforts
for fiscal year 2014/2015. It identifies target markets, marketing objectives,
strategies, and tactics which 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.
PALM DESERT
CITY OF PALM DESERT
MARKETING PLAN FY 2014/15
INTRODUCTION
Palm Desert and the Coachella Valley rely on tourism as a major source of revenue. It is estimated that
the tourism industry generates over $22 million per year in revenue for the City of Palm Desert alone.
This number represents 54% of the City's total general fund revenues used to fund programs, projects,
public safety, and the daily operations of the City. Of the 54%, approximately 18% will be generated
through transient occupancy tax (TOT), and 36% through sales tax.
In order to strengthen Palm Desert's brand and grow its market share, the City will implement a
diversified marketing program to include the following:
• Local, regional, national and international advertising efforts
• Use of a variety of advertising tools such cis print, digital, radio, social media, etc.
• Targeting of proven geographical and demographical markets
• Public relations
• Cooperative advertising campaigns with community partners
PALM DESERT BRAM.'
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)
PALM DESERT
TARGET MARKETS
Geographic 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, Indianapolis,
Denver, New York
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
Events: concerts, festivals, shows
Weather: sun, temperatures, outdoor environment, pools, sports
STRATEGIES
The following goals will serve as a foundation for this year's advertising strategy and initiatives:
• Increase brand recognition throughout Southern California, Canada, and direct -flight markets in
order to capture market share.
• Ensure brand visibility during key points of the trip planning process to allow Palm Desert to be
top of mind.
• Intercept potential tourists during the decision -making process to encourage Palm Desert visitation.
• Encourage in -market spending at Palm Desert restaurants, hotels, shopping, golf and events.
• Leverage co-op partnerships with various Palm Desert organizations.
Page 2
PALM DESERT
Advertising
1) Develop a comprehensive advertising and digital marketing program that aligns with the goals to
promote Palm Desert.
a. Work with Off Madison Ave to develop a digital media plan to include a combination of
pay -per -click 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
as well as grow the Facebook community, expand content reach and increase 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 ads, including engaging and interactive 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.
g. Initiate search engine optimization as identified and needed to support campaign successes.
h. Explore using digital resources to test new and emerging tourism markets such as cultural,
medical and culinary tourism.
i. As appropriate, develop co-op opportunities with a variety of community partners.
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, Desert Willow Golf Resort and El Paseo Business Improvement District.
c. Explore whether we 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 1,400 hotel rooms valley wide.
Page 3
PALM DESERT
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 and Envision Palm Desert Strategic plans.
4) Maintain relevant and engaging marketing tools and information including committing to
embracing and utilizing technological advancements in order to reach the maximum number of
potential visitors.
a. Continually refresh the existing website including use of new photography to enhance the site's
overall appeal and relevancy.
b. As available, provide additional interactive and visual features such as videos and slideshows
on the tourism website.
c. Continue to integrate and cross promote social media, website and all marketing resources.
d. Continue to develop content that is engaging for new and returning visitors.
e. Develop engaging advertising content through video and photography necessary to keep Palm
Desert relevant in all mediums.
f. Conduct additional research on the use of apps and determine whether a need exists that is
not currently being met through other platforms.
5) Support the growth of existing events and development of new events that focus on increasing
tourism activity to Palm Desert.
a. Review and recommend event concepts and present to Marketing 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, and other City -sponsored events.
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Public Relations/Communications
1) Research and recommend options for implementing a public relations program which seeks online
exposure, editorial coverage and program growth through consumer 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 through Facebook, Twittter, and other relevant programs.
Page 4
CITY OF PALM DESERT
STAFF REPORT
REQUEST: APPROVAL OF MARKETING PLAN AND RELATED DIGITAL
AND PRINT MEDIA PLANS FOR FISCAL YEAR 2014/15
SUBMITTED BY: Donna Gomez, Tourism & Marketing Manager
DATE: June 26, 2014
CONTENTS: FY 2014/15 Marketing Plan
FY 2014/15 Digital Media Plan
FY 2014/15 Traditional Media Plan
Recommendation
By Minute Motion:
1. Concur with the Marketing Committee's recommendation and approve
the Marketing Plan for fiscal year 2014/15;
2. Concur with the Marketing Committee's recommendation and approve
digital and print media plans for fiscal year 2014/15.
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 FY2014/15
June 26, 2014
Page 2 of 3
Desert. The proposed 2014/2015 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 2014/15 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 digital presence in the Southern California and Canadian markets
• Advertising in proven print publications within identified geographical markets
• Strong 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
• Increased cooperative marketing programs with community partners
• Addition of goals identified within the City's Strategic Plan, Envision Palm Desert
• First Weekend and new events support
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) Consumers conducting travel research or looking for trip planning advice: Paim
Desert will have a strong presence on TripAdvisor and Sojern, identifying,
following and serving information to consumers with interest in travel to our area
and within our target demographic.
3) Consumers booking their travel online: Palm Desert will have a strong presence
on Priceline.com (booking site).
4) Consumers that 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, Bing and Facebook which will serve to
direct visitors to Palm Desert businesses. Geo-fencing will be added this year
and combines awareness of the user's current location with awareness of
nearby features, defined as the user's proximity to locations that may be of
interest.
Staff Report
Marketing and Media Plans FY2014/15
June 26, 2014
Page3of3
This strategy will complete the loop in reaching potential visitors at all stages of the
travel planning process.
Traditional Media Plan
The media plan for traditional marketing features mostly print 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 California Tourism and Sunset Magazine
• Cooperative advertising programs with several community partners
• 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 PS Airport)
At its May 20, 2014 meeting, the Marketing Committee formally reviewed and
recommended approval of the FY 2014/15 Marketing Plan and related media plans as
outlined.
Fiscal Analysis
The proposed Marketing Plan and related media plans reflect the funding requested
within the FY 2014/15 marketing budget as well as contracts with Off Madison Ave and
JNS Media Specialist. No additional funds are being requested as part of this approval.
Submitted By: Department Head:
Donna Gomez
Tourism & Marketing Mana
Reviewed by:
Paul S. Gibson, Director of Finance
Approved:
/-4
John . Wohlmuth, City Manager
Martin Alvarez
Director of Economic Development
Rudy Acdsta, Assistant City Manager
CITY COUNCII'CTION
APPROVED
RECEIVED
MEET DATE
AYES: I
NOES: A_ �1�
ABSENT: ?itABSTAIN: A
VERIFIED BY: /
Original on File with City'Clerk's Office
DENIED
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