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HomeMy WebLinkAboutTBID_2015-01-21_Agenda Packet SPECIAL MEETING ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT1 AGENDA Wednesday, January 21, 2015 9:00 A.M. Atascadero City Hall 6500 Palma Avenue, Room 306 Atascadero, California CALL TO ORDER: ROLL CALL: Chairperson Jiten Patel, Best Western Plus Colony Inn Vice-Chairperson Amar Sohi, Holiday Inn Express and Suites Board Member Deana Alexander, The Carlton Hotel Board Member Linda Hendy, Chamber of Commerce Board Member Diane Helbert, Brū Coffeehouse APPROVAL OF AGENDA: PUBLIC COMMENT: (This portion of the meeting is reserved for persons wanting to address the Board on any matter not on this agenda and over which the Board has jurisdiction. Speakers are limited to three minutes. Please state your name for t he record before making your presentation. The Board may take action to direct the staff to place a matter of business on a future agenda. A maximum of 30 minutes will be allowed for Public Comment, unless changed by the Board.) 1 On April 23rd, 2013, the Atascadero City Council Adopted Ordinance No. 568, adding Chapter 16 to Title 3 of the Atascadero Municipal Code, Establishing the Atascadero Tourism Business Improvement District. A. CONSENT CALENDAR: 1. Advisory Board Draft Action Minutes – December 17, 2014  Recommendation: Board approve the Draft Action Minutes of December 17, 2014. [City Manager’s Office] B. BUSINESS ITEMS 1. Public Relations and Marketing Contract - Next Steps  Recommendation: Advisory Board discuss City Council meeting of January 13, 2015, the City Council’s direction, and next steps. C. BOARD MEMBER COMMENTS: D. ADJOURNMENT: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a Tourism Business Improvement District Meeting, please contact the City Clerk’s Office at (805) 470- 3400. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting. ITEM NUMBER: A-1 DATE: 01/21/15 Atascadero TBID December 17, 2014 Page 1 of 4 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT1 DRAFT MINUTES Wednesday, December 17, 2014 2:00 P.M. Atascadero City Hall 6500 Palma Avenue, Room 306 Atascadero, California CALL TO ORDER: Vice Chairperson Sohi called the meeting to order at 2:10 p.m. ROLL CALL: Present: Board Members Alexander, Hendy, Helbert, and Vice Chairperson Sohi Absent: Chairperson Patel Staff Present: Deputy City Manager / City Clerk Marcia McClure Torgerson. APPROVAL OF AGENDA: MOTION: By Vice Chairperson Sohi and seconded by Board Member Alexander to approve the agenda. Motion passed 4:0 by a roll-call vote. 1 On April 23rd, 2013, the Atascadero City Council Adopted Ordinance No. 568, adding Chapter 16 to Title 3 of the Atascadero Municipal Code, Establishing the Atascadero Tourism Business Improvement District. ITEM NUMBER: A-1 DATE: 01/21/15 Atascadero TBID December 17, 2014 Page 2 of 4 PUBLIC COMMENT: None A. CONSENT CALENDAR: 1. Advisory Board Draft Action Minutes – October 22, 2014  Recommendation: Board approve the Draft Action Minutes of October 22, 2014. [City Manager’s Office] 2. Advisory Board Draft Action Minutes – November 19, 2014  Recommendation: Board approve the Draft Action Minutes of November 19, 2014. [City Manager’s Office] MOTION: By Board Member Hendy and seconded by Vice Chairperson Sohi to approve the Consent Calendar. Motion passed 4:0 by a voice vote. B. BUSINESS ITEMS 1. Public Relations and Marketing Contract Approval of Scope of Work & Compensation  Fiscal Impact: The RFP listed an estimated overall budget for lodging business strategic marking plan at a range of $50,000 to $75,000 for a 12 month period. Other services were discussed at the interview, such as management services, that would affect the total cost.  Recommendation: Advisory Board discuss and confirm a contract, including Scope of Work and Compensation, for the Public Relations & Marketing contract with Mental Marketing, and direct staff to forward the contract to the City Council for approval. Deputy City Manager / City Clerk Marcia McClure Torgerson gave the staff report and answered questions from the Board. PUBLIC COMMENT: None MOTION: By Board Member Alexander and seconded by Vice Chairperson Sohi to confirm a contract, including Scope of Work and Compensation, for the Public Relations & Marketing contract with Mental Marketing, and direct staff to forward the contract to the City Council for approval (Exhibit A). Motion passed 4:0 by a roll-call vote. ITEM NUMBER: A-1 DATE: 01/21/15 Atascadero TBID December 17, 2014 Page 3 of 4 2. TBID Marketing Vision Approval of Mission Statement, Messaging Direction, and Timeline  Fiscal Impact: None.  Recommendation: Advisory Board adopt the Mission Statement, Messaging Direction, and Timeline listed in the TBID Marketing Vision Summary of November 19, 2014. Deputy City Manager / City Clerk Marcia McClure Torgerson gave the staff report and answered questions from the Board. PUBLIC COMMENT: The following citizens spoke on this item: Jessica Sohi Vice Chairperson Sohi closed the Public Comment period. MOTION: By Vice Chairperson Sohi and seconded by Board Member Hendy to adopt the Mission Statement, Messaging Direction, and Timeline listed in the TBID Marketing Vision Session Summary of November 19, 2014, adding the word “California” in between “Classic Americana” throughout (Exhibit B). Motion passed 4:0 by a roll-call vote. 3. TBID Advisory Board Approval of a Marketing Plan Outline and Budget  Fiscal Impact: None  Recommendation: Advisory Board review and approve a Marketing Plan Outline and Budget for Mental Marketing. Deputy City Manager / City Clerk Marcia McClure Torgerson gave the staff report and answered questions from the Board. PUBLIC COMMENT: None MOTION: By Board Member Hendy and seconded by Board Member Helbert to approve the Marketing Plan Outline and have Mental Marketing come back with a detailed Budget (Exhibit C). Motion passed 4:0 by a roll-call vote. C. BOARD MEMBER COMMENTS: None ITEM NUMBER: A-1 DATE: 01/21/15 Atascadero TBID December 17, 2014 Page 4 of 4 D. ADJOURNMENT: Chairperson Patel adjourned the meeting at 4:10 p.m. MINUTES PREPARED BY: ______________________________________ Marcia McClure Torgerson, C.M.C. Deputy City Manager / City Clerk The following exhibit is available for review in the City Clerk’s office: Exhibit A – Scope of Work and Compensation sections of proposed contract with Mental Marketing Exhibit B – Atascadero TBID Marketing Vision Session Summary & Action Items Exhibit C – Marketing Plan Outline Exhibit A Scope of Work Public Relations and Marketing Program Contractor agrees to devote personnel, subcontractors and principle hours necessary to perform the services set forth in this agreement in an efficient and effective manner. Scope of Work and Deliverables Contractor will research, analyze, gather insight, build a strategy and execute a results-oriented public relations and marketing program for the City of Atascadero’s Tourism Business Improvement District ‘Visit Atascadero’. The program and services described in the scope will be directed to accomplish the stated mission recommended by the Advisory Board - Visit Atascadero and reviewed and Approved by City Manager. Marketing strategic consulting, account management, public relations outreach, marketing and advertising services anticipated throughout an initial 12-month program, will include, but are not limited to the following activities and deliverables. Assessment & Marketing Plan  Conduct Advisory Board visioning session to enable City and Visit Atascadero Advisory Board to unify the destination brand mission statement, vision, marketing priorities and long-term marketing and operational responsibilities.  Assess qualitative findings of the destination brand. Analyze data and key findings to establish up- to-date trends for market targeting, visitation and marketing key messaging.  Create a city approved marketing plan to include i. Public Relations Program o Proactive and reactive media relations programs o Include Visiting Journalists program o Establish key performance indicators and reporting ii. Strategic Partnership Program o Events Strategy/Partners/Sponsorship Criteria & Agreements o New events support o Tourism Partners i.e. VSLOC, CCTC, Visit CA iii. Digital/Mobile Advertising Program o Develop Campaigns and creative assets o Utilize/Grow Visit Atascadero database ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: A Administration, Account Management & Reports  Assign experienced account manager to serve as daily administrative, marketing and strategic manager to enable Visit Atascadero Advisory Board to conduct necessary marketing, budgetary and operational functions according to City Bylaws established for the formation of the Atascadero Tourism Business Improvement District.  Provide monthly board packets, coordinate board meetings and monthly reports of marketing and financial transactions of city approved operations and marketing activities.  Agency invoices and corresponding marketing reports will be provided to City by the first Friday of each month. Execute Marketing Plan  Subject to final marketing plan recommended by Advisory Board and approved by City, contractor will serve as exclusive agent to execute the marketing plan during this term.  Execution may include, but not confined to: o Creation of updated brand identity toolkit o Updating content and creative of tourism mobile responsive website o Creation of tourism promotions impacting shoulder season visitation o Creation and placement of digital, print and broadcast advertising o Public relations outreach including press releases and journalist hosting o Media Fam Trips o Event sponsorship and marketing outreach ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: A Exhibit B Compensation and Method of Payment Contractor is to be compensated for services rendered upon presentation of invoices, budget and report on a monthly basis with an initial 12 month, not-to-exceed cap of $75,000 for public relations and advertising. Contractor fees for creative, strategic, project management services are calculated at a rate of $125 per hour. Additional estimated monthly fees for approved account management and administration services: $3,000 or 24 hours per month. For all City-approved media placed on behalf of Visit Atascadero, contractor receives a 15% commission from the gross rate invoiced by media to contractor. As such, digital media that is invoiced to contractor or client on a net basis has the equivalent commissionable markup of 17.65%. Subject to City approval of advisory board recommendations, additional budget may be assigned to contractor within this agreement for purposes of marketing, advertising, public relations and promotions. Fees and expenses for such purposes may not exceed the assessment balance. The City Manager reserves the right to inspect the Contractor’s financial records and transaction receipts for all media and hard cost expenses which are provided monthly. The Contractor may have up to 72 hours to present additional financial records if requested by City. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: A 1 Atascadero TBID Marketing Vision Session Summary and Action Items November 19, 2014 9:00 am – 12:00 pm ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B 2 Executive Overview: With the overarching goal to develop a rich quality of life for residents and guests, the City of Atascadero has been involved in strategic destination marketing since developing and executing its first Tourism Brand Work Plan for the 2012 – 13, 2013 - 14 fiscal years. Marketing efforts have supported the vision for Atascadero to be recognized as a centrally located, affordable, fun destination that believes in community and has a lot of heart. The destination marketing strategies and tactics including professional digital/mobile advertising, website development, and seasonal campaigns were focused on core drive market visitors. With the formation of a Tourism Business Improvement District, the City determined it was necessary to clarify its own mission and define the roles to proceed with in the future. To that end, Mental Marketing, TJA Advertising and the City developed a visioning agenda to identify and address unmet needs and opportunities of the destination brand marketing effort. To this date, the destination marketing stakeholder summit outlined in this report has included a number of agency activities: • A review of surveys conducted of key City and tourism stakeholders • A review of Visit Atascadero marketing efforts and progress • A review of City annual strategic plans, efforts and campaign results • A review of recent summit conducted by Corragio Group • A review of three presentations with the TBID agency selection committee • A collaborative brand marketing summit conducted with the TBID board The evolution of the destination marketing mission is based on a few key factors. First, the success of the City marketing activities to date, specifically the lift in TOT and the growth of the Visit Atascadero website created a solid brand foundation . Secondly, the marketing stakeholders realizing there are unmet tourism marketing opportunities that require TBID leadership. As a result of this collaboration, the TBID marketing effort will be focusing action steps on a few core ideas including formalizing the destination marketing mission, establishing a highly efficient marketing organization, increasing destination awareness and driving a solid return on marketing investment. The success of this year’s strategic planning effort set the stage for the Tourism Business Improvement District unify its mission and direct agency resources toward creating measurable value throughout the lodging constituency, the community, region and the state. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B 3 Session One: Atascadero TBID Advisory Mission Statement A. Defining Your Brand Mission: If you don’t, someone else will Mission statements may seem overused and unimportant, but a well-crafted mission can become the road map to define your organization, establish your brand sentiment and achieve your goals. For this session the agency presented a sample statement for the board to review and discuss. The core objectives of the statement were agreed upon by the advisory board, with inclusion of a line that speaks directly to ROI specifically for the lodging constituents as per TBID bylaws. In addition, the group brainstormed about how to describe the city of Atascadero in the mission with the following results: Down to earth Classic Americana Homey HUB central Heart Local Lifestyle Norman Rockwell Cheers Friendly Rustic Authentic Rural Family Gateway to wine country Beauty Session Two: Evolving the Visit Atascadero Destination Brand A. City Tourism Recap to date  Surveyed key stakeholders in FY 2012  Created two-year work plan  Created functional brand toolkit  Destination key messaging & content KEY SUBJECT: APPROVE MISSION STATEMENT AND BRAND SENTIMENT Mission Statement Recommendation To brand, market and promote Atascadero, CA as the classic California Americana destination of choice on the Central Coast to a regional, national and global audience targeting leisure, family, business and group travelers, resulting in more frequent visitation, longer stays and increased lodging revenue. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B 4  Executed shoulder seasonal campaigns  Getaway giveaways & some packaging  Results: o Web Visits YOY: +55% o Lodging Listings Views: 3,700 o TOT: +11% B. City Situation  City council focus is its 28,000 constituents  City Council wants to promote the local community, local events and grow economic development within city limits across the board  City is overall brand manager  City researching possible event coordinator position C. What we know about the tourism brand to date  Ideal Location = Heart of the Central Coast  Under-developed but Growing Retail, Culinary, Historic, Cultural Base  Opportunities for Residential and Commercial Development  Activities & Attractions Are Plentiful  Visitors Seeking and Finding Things to Do = #1  Rural Charm Appeals to our Target Market  Wine Industry Is Critical for Brand Awareness and Demand  Family Friendly – But Not a Family Destination D. Deeper dive into Atascadero brand: What the Group Told Us During this session, the group was asked to shout out the perceived advantages, as well as perceived flaws to the Visit Atascadero brand, and what it offers locals and travelers. This exercise helped the agency to get a better understanding of perceptions, which better arms us with the ammunition needed to address all brand aspects. KEY TAKEAWAY: CITY FOCUS VERSUS TBID FOCUS The City has spent two years, valuable time and money to establish a Visit Atascadero brand resulting in increased brand awareness, lodging options and TOT year over year. Establishing this understanding of the tourism brand, and the foundation to build brand awareness even further, the city has primed the waters for the TBID to focus ad dollars out of market. The City’s priorities are now more locally focused on economic development to attract new business and grow local events, working as a partner in tourism. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B 5 A. What is the current state of brand?  The Current Look: Good sidewalks, Murals, Sunshine, Emerging downtown, Creative artsy, Thrift stores, Red brick highway entrances, New infrastructure/signs, Historic City hall, Countryside, Country life, Trees, Wildlife, Tacky signage, Lack of parking, Vacancies downtown, Empty lake/park  The Current Feel: Underground movement, Events, Safe, Comfortable, Rural , Welcoming, Neighborly, Escaping city, Friendly, Artsy, Boring, Hokey, Trapped, Disconnected DT, No continuity, Sleepy town  The Current Smell: Oaks, Grass, BBQ hamburgers, Beer, Coffee, Horses, Flowers, Wine, Fermentation, Zoo, Creek  The Current Taste: Beef/hamburgers, Pizza , Mexican, Fig, Shushi, BBQ, Thai, Groves on 41, Meat Market, Balsamic Farm  The Current Sound: Birds, Crickets, Frogs, Sirens, Traffic, No music B. Where to you want the brand to be?  The Future Look: Flowers, More restaurants, Bike paths/HB riding paths, Vibrant downtown, Year round ice rink, More trees, Walking trails, Walking downtown, More Way finding signage, Public restrooms downtown, Downtown culture, Creek focus, Stadium park promotion, Colony home tour map, Weekly events ie Thurs night Farmers market SLO  The Future Feel: Quality, Vibrant, Connected, Art zone, Old buildings refurbished, Outside seating at cafes, Relaxing, Genuine, Hip underground, Music, Dining, Broader evening events, More car events  The Future Smell: Gourmet foods, Martini, Healthy  The Future Taste: Steakhouse, Farm to table restaurants, Artisan marketplace, More diverse ethnic food ie Mediterranean  The Future Sound: Night life music, Outside cafes, Embrace AHS – ie football excitement KEY SUBJECT: RECONCILE BRAND MESSAGING Atascadero Brand Sentiment Reconciling all the above feedback from the visioning effort tells a brand story. The agency take away from this visioning session is that the classic California Americana lifestyle found here is the heart of Atascadero. Classic California Americana in the middle of wine country is a perfect brand messaging fit for Atascadero: unpolished, rural, a little rusty, artsy, active, natural, beautiful. This is what sets Atascadero apart from comp set and embraces “perceived flaws”, including them a s part of the culture. From quirky signage and coffee shops, to eclectic thrift stores and art galleries, these icons are what makes Atascadero a classic California Americana destination. Messaging approval from the City and TBID going forward is key for public relations strategy, strategic partnership program and digital advertising development . ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B 6 Session Three: Marketing Plan Priorities The group identified the need for a Two-Year Strategic Marketing Plan w/annual review to grow brand awareness and educate travelers on the variety of activities & attractions found in Atascadero. The strategies and tactics to address in the plan will address the following priorities:  Increase Destination Awareness  Increase Lodging Demand and Revenues  Create TBID Operational and Marketing Efficiencies Strategies and Tactics to Include in Scope of Work: i. Public Relations Program o Proactive and reactive media relations programs o Include Visiting Journalists program o Establish key performance indicators and reporting ii. Strategic Partnership Program o Events Strategy/Partners/Sponsorship Criteria & Agreements o New events support o Paso Robles Event Center o Tourism Partners i.e. VSLOC, CCTC, Visit CA iii. Digital/Mobile Advertising Program o Develop Campaigns and creative assets o Utilize/Grow Visit Atascadero database Additional Tactics Discussed To Evaluate: City Events coordinator/criteria Advertising AAA, trade pubs Atascadero App City Hall on map Visitors Guide Logo Update w/city hall pictured Destination weddings outreach KEY SUBJECT: TIMELY MARKETING PLAN DEVELOPMENT Grow Brand Awareness & Lodging Revenues As the agency hired to serve the City and TBID brand marketing mission, there is an opportunity to co-op and leverage all marketing efforts without duplication. The plan will drive awareness and lodging revenues. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B 7 Session Four: Organizational Roles Advisory Board City Staff Agency / Admin Advise Council Conduct Monthly Meetings Reviews Approval Procedures Brand Ownership Agendas Official procedures TBID Renewals Board Membership TBID Finances Marketing Plan Execution Reporting Agendas Board Packets Monthly P&L Next Steps and Timeline KEY TAKEAWAY: ROLES Working together in the roles identified above will help keep clear lines of communication and procedures in place. TBID Items such as approval processes, monthly meeting date, financial reports etc, all TBD. The following are action items developed from the visioning meeting and review of City destination marketing efforts. Action Item Timing 1. Mission Statement Approval December 17 2. Budget and Scope Approved December 17 3. Establish TBID/Agency Approval Process Jan TBID Meeting 4. TBID Agency Contract to City Council January 13 5. Develop 2-year Marketing Plan 30 days 6. Plan Approval Jan TBID Meeting 7. Begin Execution of Plan Upon Board Approval ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: B Strategies for Success Marketing Plan Outline for Atascadero TBID Jan – Dec 2015 Mission Statement Draft To brand, market and promote Atascadero, CA as the classic California Americana destination of choice on the Central Coast to a regional, national and global audience targeting leisure, family, business and group travelers, resulting in more frequent visitation, longer stays and increased lodging revenue. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: C 2 Growing Tourism Brand Awareness Brand Awareness Budget: $TBD Overview The path to success for the Atascadero TBID is through integrated marketing programs that have consistent strategic messaging platforms executed throughout to specific target audiences. From public relations programs and outreach, to developing a strategic partner plan and employing digital/mobile advertising strategies, one consistent brand voice or sentiment must be employed to increase brand awareness and grow market share in the Central Coast region resulting increase occupancy, ADR and TOT. Strategy: Develop Multi-Tiered Brand Messaging Matrix Brand Messaging is what sets one product or destination apart from another and is a living, evolving part of a successful marketing campaign. In 2012 – 13 Mental created a primary messaging approach for the City: Heart of the Central Coast. This message includes a geographic element to help narrow down the location of Atascadero, CA to the Central Coast. This approach employs a double meaning, one of which educates the leisure and business audience that Atascadero is located within the coastal region of CA, from Santa Cruz to Oxnard nearby world renowned attractions and extended stay activities. Secondarily, it implies that it is not your typical destination, but a community with heart in a central location offering travelers great local experiences. 1. Tactic: Develop Messaging Matrix that includes secondary messaging about Atascadero and its core value proposition. This will then be used for campaign strategies, ads, press releases. 2. Tactic: This messaging will be used in all brand advertising, PR /social media and strategic partner programs. 3. Tactic: Evaluate and prioritize TBID target audiences 4. Tactic: Establish key performance indicators and reporting 5. Tactic: Conduct Brand Awareness Study for Atascadero for use in benchmarking, key targeting strategies, and objective development. VSLOC executed a countywide awareness study conducted by SMG with Carl Ribaudo as the lead back in 2012. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: C 3 Public Relations Programs PR Programs MGMT and Execution Budget: $TBD PR Hard Costs: $TBD PR Goal: Mental to reach established targeted media audiences to acquire third party endorsements in top tier travel, family, wine blogs and publications. Public relations is a cost effective way of creating buzz to educate the media about what Atascadero has to offer, and grow top of mind brand awareness with their readers in multiple key geographic and demographic markets. Specific markets are decided with the intention of growing shoulder and mid-week high season business. Strategy: Execute effective PR programs that cover a wide range of outreach techniques to educate and build long term relationships with key media 1. Tactic: Develop media Kit and Photo image library 2. Tactic: Pitching: Year round leisure outreach continues to be a huge factor in the success of this program. Mental TJA will create active and reactive media pitches, working with our strategic tourism partners Visit CA, VSLOC and CCTC, vetting and inviting media to come to Atascadero. 3. Tactic: Media Fams: Goal is to host between XX journalists during XX month contract period. 4. Tactic: Monthly Press Releases and Themed Programs Support: Atascadero’s media outreach efforts will also include support on monthly themed events, countywide branding events and shoulder season promotions. The following are a sample of events and programs that may be included in this press release program, pitching follow up, hotel package offerings when applicable, giveaways and sweepstakes offers: i. Atascadero in the Winter: ii. Themed: Atascadero Harvest Hotel Packages, Summer Mid-Week Hotel Packages iii. Events: SAVOR the Central Coast, Seasonal Atascadero Events Press Releases, PR Support for TBID Sponsored Events iv. Quarterly What’s New press releases ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: C 4 Strategic Partnership Program Program Budget: $TBD Goal: Mental Marketing will work with board to establish partnership agreements and program goals for the developing strategic partnerships throughout the region. This may include but is not limited to participation in VSLOC board meetings and workshops, remaining an active member of the Central Coast Tourism Council, and continu ing long term relationships with the City, the Chamber, and Main Street. i. Strategic Partnership Program would include o Events Strategy/Partners/Sponsorship Criteria & Agreements o New events support Digital/Mobile Advertising Programs Programs MGMT and Execution Budget: $TBD Media Budget: $TBD Creative Budget: $TBD Marketing Programs Goal: To build on past program successes showing measurable increases in lodging referrals, reservations, TOT, ADR, occupancy and visitor databases. Strategy: Mental TJA will execute shoulder season advertising programs with fresh creative components and imagery to grow seasonal tourism in Atascadero throughout the year. These advertising programs include support from the Public Relations programs as well as advertising and themed campaign opportunities. Campaign tactics include: a. Strong Calls to Action: Advertising programs need strong calls to action to build in primary markets, and grow brand awareness. b. Grow Database: Giveaway component during campaigns helps grow consumer database for follow up marketing, keeping Atascadero top of mind well after the initial campaign is over. c. Retargeting: Campaign will grow site visitors to retarget with lodging offers. 1. Tactic: Winter/Spring 2015 Getaway Offer: TBID will offer thematic giveaways including wine tour and hot springs soak to weekly winners during late winter, early spring shoulder season. 2. Tactic: Promote Videos: Using City website and social media channel YouTube, this program is easily incorporated in any online or print programs including the Public Relations Creative Mailer programs. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: C 5 3. Tactic: Brochure Distribution: This marketing program gets Atascadero tourism info in the hands of travelers within the Atascadero, CA drive markets including at CA Welcome Centers. 4. Tactic: Consistent Brand Advertising: Trip Advisor and VSLOC ads build awareness and lodging referrals. 5. Tactic: E-newsletter: Bi-monthly program that goes out to opt-in subscribers. Website & Mobile Technology Website Budget: $TBD Goals: Develop Strategic Approach to Utilizing City Website to continue using as a marketing tool to grow awareness in multi-regional markets throughout the CA drive market. 1. Strategy and Tactics: Project strategies and logistics are TBD, but will include a monthly maintenance program, and possibly a new social media strategy and execution methods. Administration, Account Management & Reports Admin Budget: $3,000 per month Goals: Develop and maintain a highly professional, efficient destination marketing operation. Scope: A central point of contact will be a central point of contact and strong advocate for Visit Atascadero. Recommended activities include: 1. Assign experienced account manager to serve as daily administrative, marketing and strategic manager to enable Visit Atascadero Advisory Board to conduct necessary marketing, budgetary and operating functions according to City Bylaws established for the formation of the Atascadero Tourism Business Improvement District. 2. Provide monthly board packets, coordinate board meetings and monthly reports of marketing and financial transactions of city approved operations and marketing activities. 3. Agency invoices and corresponding marketing reports will be provided to City by the first Friday of each month. ITEM NUMBER: A-1 DATE: 01/21/15 EXHIBIT: C