HomeMy WebLinkAboutCC_2015-09-25_Agenda Pkt SPCMtg
SPECIAL MEETING
CITY OF ATASCADERO
CITY COUNCIL
Friday, September 25, 2015
9:00 a.m.
City Hall Council Chambers, 4th Floor
6500 Palma Ave, Atascadero, California
(Enter from Lewis Ave.)
WORKSHOP
PROMOTIONS – BRANDING/LOGO - MARKETING
CALL TO ORDER:
ROLL CALL:
WORKSHOP:
1. Presentation of Visit Atascadero’s Proposed Logo & Tagline
Fiscal Impact: None.
Recommendation: Council review proposed branding materials, including the
Visit Atascadero logo, and provide input to staff.
2. City of Atascadero Draft Marketing Plan 2015-16
Fiscal Impact: None.
Recommendation: Council review the Draft Marketing Plan and provide input to
staff.
ADJOURNMENT:
The Council will adjourn to the next Regular Session scheduled on Tuesday, October 13, 2015
STATE OF CALIFORNIA )
COUNTY OF SAN LUIS OBISPO )
CITY OF ATASCADERO )
LISA CAVA, being fully sworn, deposes, and says: That she is the Deputy City Clerk of the City of
Atascadero and that on May 11, 2015, she caused the above Notice to be posted at the Atascadero City Hall,
6500 Palma Avenue, Atascadero, California and was available for public review in the Customer Service Center
at that location.
LISA CAVA, Deputy City Clerk
City of Atascadero
ITEM NUMBER: # 1
DATE: 09/25/15
Atascadero City Council
Staff Report – City Manager’s Office
Presentation of Visit Atascadero’s Proposed Logo & Tagline
RECOMMENDATION:
Council review proposed branding materials, including the Visit Atascadero logo, and
provide input to Staff.
DISCUSSION:
Revised branding materials are currently being developed by Verdin Marketing along
with vision guidance from the Coraggio Group. This work will be complete and
presented to the Council at the September 25th meeting for discussion and input. The
final logo and tagline will then be brought to a future City Council meeting for final
approval.
As a follow up to the Ten Year Visioning Workshop Report by the Coraggio Group in
May of 2015, the number one focus was to establish a brand image that will tell the
story of Atascadero and what the City has to offer.
Verdin was hired in June to assist with the first step in an overall marketing plan to
highlight the City’s assets, attract tourism and improve the City f or residents. The
tourism focus, in conjunction with the ATBID, is to attract visitors to come to Atascadero;
and the City’s focus is to have those visitors, city residents and SLO County residents,
stay, spend and enjoy Atascadero.
The Special Meeting held on June 11, 2015, was the first stage of the branding exercise
to define the people, characteristics and the attractions that make Atascadero unique. In
this meeting, we reviewed the Branding Process, and completed a five senses exercise.
This work in conjunction with the work done at the two previous Coraggio -facilitated City
Council Strategic Planning sessions, would be the basis for the development of a brand
for Visit Atascadero.
ITEM NUMBER: # 1
DATE: 09/25/15
At the July City Council meeting, Verdin Marketing presented the research and concept
logos that were developed from the Ten-Year Visioning Workshop Report from the
Coraggio Group and from the input generated at the June 11th Special Meeting. The
City Council provided some feedback to Verdin on the presentation and the black and
white concept logos. At the August meeting, Verdin presented a refined logo for
Council consideration and received input from the Council that there were concerns with
the logo and questions as to whether the logo truly represented the vision that the
Council had established at their strategic planning sessions with Coraggio Group.
Since the August meeting, staff from both Verdin and Coraggio Group have been
reviewing Council’s comments from all of the visioning meetings, to jointly arrive at a
concept that meets the needs of the Visit Atascadero brand. This collaboration of the
Council’s vision/input; Verdin’s expertise in graphics and markets; and Coraggio
Group’s expertise in understanding both the development of Council’s vision and
graphics/marketing is expected to produce a logo that reflects the Atascadero sense of
place, while at the same time fulfilling its job of simple brand recognition for all types of
marketing materials.
At the time of the printing of the Council Agenda Packet for the September 25, 2015
meeting, work was ongoing on a draft concept logo. Concept branding materials,
including a logo, will be presented for discussion at this meeting.
FISCAL IMPACT: None
ATTACHMENTS:
1. Original three logo PowerPoint slide
2. Colony of Atascadero logo discussed at August 11th meeting
3. Tagline PowerPoint slide from August 11th.
VISIT
Tuesday, July 14, 2015
ITEM NUMBER: # 2
DATE: 09/25/15
Atascadero City Council
Staff Report – City Manager’s Office
City of Atascadero
Draft Marketing Plan 2015-16
RECOMMENDATION:
Council review the Draft Marketing Plan and provide input to Staff.
DISCUSSION:
This Draft Marketing Plan is being shared with the City Council at their September 25,
2015 Special Meeting for their review and input. The Draft Plan will be brought to a
future City Council meeting for final approval.
The City of Atascadero Draft Marketing Plan is designed to promote the City’s assets,
businesses and events that appeal to local and County residents as well as encourage
visitors who are already here to stay, spend and enjoy. This Marketing Plan integrates
and compliments the information from the Atascadero Tourism & Prom otion Game Plan
by the Coraggio Group and the Atascadero Tourism (ATBID) Marketing Plan by Verdin
Marketing.
The Marketing Plan outlines goals targeting local and County residents and visitors to
stay, spend and enjoy our City. The objectives will be ba sed on these goals and criteria
that emphasize the development of an event portfolio and action plan, estab lishes an
ongoing promotional and advertising campaign, focuses on outreach to our business
community with emphasis on shopping local, and measures performance making
adjustments where necessary based on results.
FISCAL IMPACT: None
ITEM NUMBER: # 2
DATE: 09/25/15
ALTERNATIVES:
1. The City Council may decide to direct staff to make changes and revisions to the
Marketing Plan.
ATTACHMENTS:
1. City of Atascadero Draft Marketing Plan
2. Atascadero Tourism & Promotion Game Plan (Coraggio)
3. Atascadero TBID Tourism Marketing Plan
City of Atascadero
2015-16 Draft Marketing Plan
Executive Summary
The City of Atascadero Marketing Plan is designed to promote the City’s assets and events that appeal
to local and County residents as well as encourage visitors who are already here to stay, spend and
enjoy. The Plan is designed with a focus on local businesses to attract and promote shopping local.
Growth in retail and restaurant sales will help attract more business to the area, which would then
foster economic growth. This Marketing Plan integrates and compliments the information from the
Atascadero Tourism & Promotion Game Plan by the Coraggio Group and the Atascadero Tourism
(ATBID) Marketing Plan by Verdin Marketing.
The City’s assets are defined as the Downtown core with historic City Hall, Galaxy Theater, Charles
Paddock Zoo, Faces of Freedom Veterans Memorial, Atascadero Lake Park, Pavilion on the Lake , A-
Town Skate Park and Chalk Mountain Golf Course.
Target Audience
Visitors, Local residents, SLO County residents
Geographic Markets
In Market: Local & County Residents
Outer Market:
o Primary Market: Central Valley, Northern Santa Barbara County &
Salinas/ Monterey County
o Secondary Market: Reflects County tourism efforts to reach South Bay/
Bay Area & Ventura/ LA/ OC markets.
Behavioral Target
Market to the local and County residents across all ages, families, active retirees,
children
Follows Atascadero ATBID Marketing Plan “Personas” defined by Trip Advisor that
present the most opportunity for travel in 2015 for Visitors coming from outside of our
area:
o Millenials with no children from 28-35 years old.
o Families aged 25-54 with more than one school aged child.
o Retirees and Baby Boomers over 55, either couples or social groups often “inter-
generationally” traveling with extended family (but often paying for family
members).
o Childless couples from 30-54 years old.
o “Bleisure” travelers who combine work travel with extra days with family or
friends at a destination.
o Key event travelers
While most Destination Marketing Organizations (DMOs) want to target millennial
travelers, research continues to show that 40-60 year olds still travel the most and
have the most discretionary income. However, future travelers will come from the
Millennial age groups and they still have strong preferences for their vacations:
36% of Millennials want a beach vacation this year
35% of Millenials want a “culture–oriented” trip
24% of Millenials want adventure-oriented trips
7 out of 10 Millenials report they have FOMO (Fear of Missing Out!)
o Secondary Research – California Tourism Trends – California travel is at an all-
time high due to road trips being more popular. (Please refer to the ATBID
Marketing Plan)
Food & wine enthusiasts
Outdoor enthusiasts
Unique Selling Proposition
We have previously defined Atascadero in both the Coraggio Group Ten Year Vision and in the Verdin
Marketing Creative Brief as follows:
Atascadero is a beautiful and authentic city of outdoor recreation, culinary adventures, and welcoming
hospitality. It’s a safe place where the arts and history thrive, and the diversity of experience, generosity
of spirit, and small-town ambiance are here to be enjoyed by visitors and residents alike. – by City
Council at 8/31/14 Strategic Planning Session with Coraggio Group
Atascadero is California as it used to be. With classic roots, Atascadero is a traditional American town
that offers authentic experiences with a blend of affordability and access to family friendly activities. –
by Verdin Marketing
In Summary, Atascadero’s Unique Selling Proposition (USP):
Atascadero is a classic American, family friendly town offering something for the whole family to
enjoy from community events to historic attractions, a Veteran’s memorial, A-Town Skate Park and
the Charles Paddock Zoo. Atascadero is known for warm summer evenings where locals can enjoy
coming together for picnicking, playing horseshoes, walking around the Lake, hiking, golfing, biking
and horseback riding.
Downtown Atascadero offers a growing craft brewery and specialty spirits scene, along with fabulous
food from surrounding restaurants. Take a stroll through the beautiful Sunken Gardens which is
home to the historic City Hall that is surrounded by angel fountains that complement the
architectural era of the structure. Nearby your walk will take you to the newest movie theater in the
County, the Galaxy Theater.
Marketing Strategy
Goals
1. Keep the City’s businesses and assets top-of-mind through an ongoing advertising plan that spans
the year to local and County residents and visitors to our area.
2. Establish new events and grow existing events that appeal to local and County residents as well as
attract visitors.
3. Continually measure the success of the Marketing Plan through website growth, Sales Tax, TOT
revenues and increase of social media followers
Objectives
Objective #1: Establish a top-of-mind advertising campaign and a promotional plan that spans
the year highlighting the City’s businesses and assets of things to do and see while in
Atascadero that appeal to local and County residents, as well as visitors while they are in our
market.
Promotion Plan
Annual and on-going promotion of the City of Atascadero Businesses & Assets. Assets are defined as: Charles
Paddock Zoo, Chalk Mountain Golf Course, Faces of Freedom, City Hall, Downtown, Galaxy Theater, A-town
Skate Park, Pavilion on the Lake, Atascadero Lake Park. Themed promotions would apply to some of the
tactics to promote local businesses and shopping local.
Promotion Tactics
Broadcast TV Combo with KSBY/ KCOY ~ tailored to promote Key Events and to stay top of mind in
the County with City assets and promoting our local businesses.
Outdoor Advertising -
o Outdoor advertising captures people as they are outside the home and on–the-go in public
places. It provides reach and exposure to travelers coming into our market to be top-of-mind
with things to do as well as while they are in our market as a reminder to what we have to offer
Billboards in feeder markets: King City/ Salinas Corridor and/ or Santa Maria Corridor
& consider Transit billboards inside Hearst Castle Busses and SLO County airport that
markets to tourism as well as local residents.
Update panels of six Atascadero billboards – keeps our City’s assets top-of-mind while
travelers are in our market and to local/County residents as a reminder of things to do.
Digital Media
Focus on growing website traffic across VisitAtascadero.com and Atascadero.org reaching consumers
living in San Luis Obispo County as well as looking to plan a trip to San Luis Obispo County. Integrates
with the Atascadero ATBID Marketing Plan that includes digital and social media.
o SEM & RETARGETING Contextual/Search/Site (4 months) ~
Zip Code Targeted: SLO County, Northern Santa Barbara County & South Monterey
County; SEM to be used as asset (Zoo) and event targeted.
Keywords can include City businesses and assets including the microbrew & specialty
drinks scene plus coastal, culinary and historical to encourage visits to Atascadero so
visitors stay and spend
Reputation Management provides an email database from SEM that can be used for
newsletters and marketing efforts.
o E-Marketing 100,000 emails (6 email drops)
Targets desired audience and geography depending on the event or promotion. For
instance, if we only want Cal Poly for Brew at the Zoo, we can send out that promotion to
specific zip codes. If we want to promote Buy Local, we can e-blast to defined recipient
that is a local resident, between ages of 25-40 and likes to golf, etc.
o Sponsored Content – Specific opportunity to tell our story and showcase our businesses, the
Zoo, City Hall, and the Downtown. Compliments retargeting efforts with content targeting.
Social Media
o Work on introducing Twitter, Foursquare & Google+ to City’s Social Media platform to assist in
getting the word out.
o Continually post with event information on City’s Facebook page.
o Establish a Social Media Calendar.
Print
o Magazines – Focus on Assets with magazines that have solid reach and in-market focus like
Access’s Quarterly Visitors Guide and work on sharing advertising expenses with ATBID on
magazines that have multi-market distribution, like Vintages.
o Newspapers – local & daily newspapers for reach and frequency of community events.
Giveaways – Permission to work with radio stations and other media to provide necessary giveaways
to help promotion efforts (i.e., Radio remote includes 4 family packs of 4 tickets to the Zoo)
Right Angle Inc.: Uncorked and Quick Bites Grape Encounters Radio Show
o Provides focused content to promote events across SLO County (92.5 The KRUSH Wine Radio),
Santa Maria, Bakersfield and Fresno
o Provides exposure across 60 US markets
Certified Brochure Distribution
o Welcome Centers have a strong presence across the State and provide an excellent outlet to
provide content in the form of personal travel advice and increase the length of stay and spend.
Increased footprint to feeder markets that are traveling our direction. Expanded distribution
includes Monterey Bay Welcome Center, San Jose Airport and Santa Barbara Airport added to
existing SLO County area hotels and Pismo Beach, Oxnard and Merced Welcome Centers.
Objective #2: Special Event Sponsorship Program to assist our growth efforts to attract events
to Atascadero.
o Atascadero would be an option for current events, traveling shows, and as a location to expand
existing events. Special Event examples:
Attract from other areas (i.e., Quilt Show)
Expand events held across the County to add our City (i.e., Festival Mosaic)
Attract traveling shows (i.e., Cheerleading competitions, Cactus show)
o Implement Special Event Criteria.
o Establish consistent Sponsorship criteria where possible, especially with our media partners.
Objective #3: Develop and implement Event portfolio to grow and expand existing events and
establish new events based on market trends and interest.
Following recaps how our events are classified:
Tier1: Large Signature Events (1-2 night stay)
Tier 2: Signature Event (overnight stay)
Tier 3: Single Day Event
Event Plan
Tier 1 Events: Large Signature Events (1-2 Night Hotel Stay) - Identify existing trademark events
that have the potential and interest to expand to a longer weekend stay for visitors and that encourage
local and County residents to participate. Work with ATBID on Event ideas.
o Hot El Camino Cruise Nite & Car Show Weekend – introduce “Dancing in the Streets” to
promote a grand event on Saturday night that people will stay to enjoy. Coordinate with Main
Street Association and Mid State Cruizers Car Club.
o SAVOR Adventure Tour & Main Event – New and engaging event in store from the Bristol
Cider Adventure Tour to an interactive booth at the Main Event to highlight local culinary
offerings unique to our city - cider, microbreweries, lavender, local restaurants, etc.
o Atascadero Lakeside Wine Festival – promoting the evening wine tasting event combined
with Sunday “Fun-Day” activities at the individual wineries to encourage festival attendees to
visit local wineries the day after the wine festival and extend their stay.
Tier 2 Events: Signature Events -Expand existing events and introduce new events to offer more
activities that increases interest and participation both locally and across the County.
o Colony Days – working with committee to add “Tent City After Dark” event which will
highlight local brewery scene & add dancing to extend celebration of Colony Days.
o Winter Wonderland – New for the City this year, this family event was created and
established by our Main Street Assn., and we are working to conti nue an event enjoyed by
families both locally and across the County with over 15,000 in attendance.
o Holiday Lighting – grow from a lighting of the Sunken Gardens trees and expand it to a
hospitality night type of event with merchants offering hot cider and sweets to encourage local
residents to start your shopping early.
Tier 3 Events: Single Day Events - consider events that have an established trend in other markets
and make sense to introduce to our market. Idea is to encourage growth to an overnight stay.
o Brew at the Zoo Event – Spring 2016, April 30th
o Food Truck Event – One day trial event in the fall with a plan to be weekly in the summer
“Food Mania Mondays” or “Food Truck Fridays”
o Taste of Home – Cooking Evening, local eats, features local celebrity chefs.
o Trading Day or Flea Market
o Art in the Park
o Tamale Festival
Community “Locals Favorite” Events – Typically promoted through PR Tactics with press releases,
mailings, flyer distribution and targeted print, radio and online advertising. Defined as follows:
o Seasonal Events
Tuesday’s BBQ in the Park; Movies in the Gardens; Summer Concert series at
the Atascadero Lake Bandstand mid June through August.
o One-time Events:
60th Anniversary Celebration of the Zoo
Lighting Up of Historic City Hall
Event Tactics
Work on ongoing Public Relations Plan per event.
Promote event with assistance of sponsorship revenue. Potential revenue not reflected in
the event expenses.
Advertise in Traditional media (print, radio & TV) and digital based on the type of event
(i.e., If Brew at the Zoo – Cal Poly’s Mustang Daily News and Radio promo with 92.5 the
KRUSH Combo) Event expense includes advertising.
Objective #4: Outreach to merchants, Atascadero Chamber of Commerce, Atascadero Main
Street to work together on promotions that focus on shopping local.
Restaurant Promotions
o Themed promotions - Restaurant Month, Greyhound Month, Health Month, etc.
Local Retail ~ Shop Local Focus
o Buy Local Promotions - Frequent Visitor Card, Passport Weekends, etc.
Business Focused Events – Designed to drive traffic to Atascadero
o Event ideas: Food Truck event, Art in the Park, Date Night, Farmers Market (move to a different
location ~ Atascadero Lake Park or Sunken Gardens), Taco Day on Traffic Way, etc.
Objective #5: Establish measurement metrics for promotions, events and a combination of the
two that gauge the success of our promotions.
Websites - Utilize information from our current website traffic on www.visitatascadero.com,
www.atascadero.org and www.charlespaddockzoo.org as a benchmark to gauge success with our
Marketing Plan to see growth in traffic with page views, unique visitors and bounce rate;
Zoo - Utilize the Zoo’s zip code information to understand where people are visiting from and use
attendance figures to gauge success with a consistent marketing effort to grow Zoo attendance. (i.e., in
August, 3,400 visitors were in County and 2,000 were out of the area).
Transient Occupancy Tax (TOT) to gauge increase in hotel stays year over year. This will be off until
Springhill Suites Marriott come upon its one year anniversary in June/ July.
Sales Tax to gauge increase across different business categories. Specific categories: Restaurants &
Retail Categories contingent upon authorization to release.
Colony Park Community Center Increase in participation of sign ups to the variety of activities
Pavilion on the Lake – growth in weddings and events and website traffic.
Community feedback with the Chamber’s Business Walk, Main Street Association, Traffic Way
Business Group Meetings. Increase in visitor activity with Chamber insight and travel brochure
activity.
City of Atascadero Marketing Plan 2015-16
Budget Details – DRAFT (July 1-June 30, 2016)
Event Budget Details
Includes minimal level of advertising based on event needs. Advertising includes traditional media with print
and radio as well as digital and social media. Event budget does not include sponsors that offset expenses.
Charles Paddock Zoo:
o One time: 60th Anniversary $ 1,500
o Brew at the Zoo – Spring 2016 (Date TBD) $10,000
SAVOR $10,000
Winter Wonderland Event - December 11th $20,000
Food Truck Event (Annual) $10,000
Hot El Camino Cruise Saturday Evening Event $10,000
Taste of Home - Cooking Event $10,000
Miscellaneous Event Ideas (Trading Days; Art in the Park) $10,000
Reactive Event Costs (i.e., Antique Show) $10,000
Total Event Costs $91,500
Promotion Budget Details
Broadcast TV (KSBY/ KCOY) $15,000
(Promotes Shop Local/ City assets/ events/ seasonal/ includes online - 6 months)
Digital Media $10,500
Outdoor Advertising $26,000
Print/ Newspapers & Magazines (Vintages, Visitors Guide) $ 6,000
Certified Brochure Distribution & Printing $12,000
Right Angle Inc.: Uncorked and Quick Bites Grape Encounters Radio Show $16,500
VERDIN COSTS - branding + graphics fees $17,500
CITY HALL TOURS – Staff for Saturday $ 5,000
Total Promotions Costs $108,500
TOTAL Event & Promotions Estimate: $200,000
*Amount does not consider offset of sponsorship dollars, ticket reve nues, etc.
- DRAFT-
City of Atascadero Special Event Sponsorship Criteria
Present through June 30, 2016
The purpose of establishing Special Event Sponsorship Criteria is to be able to attract a variety of events and
travel shows to the City. These events might already be established with another location in the County; would
have an interest to add an event to our City that would be new; or bring media value that reaches a
considerable amount of people in and outside the County. The venue would be offered as part of the value of
the sponsorship program being considered.
Special Event Sponsorship Guidelines
To be able to qualify for sponsorship, the event would need to follow certain criteria for consideration.
Following are the Sponsorship criteria:
New and emerging events may be considered based on these criteria:
o Regional appeal.
o National or Tourism appeal.
o Event has promotional ability:
Secured marketing funds to promote event that provides exposure.
Requires measureable media exposure with City logo. Includes City logo on
event website, mention and/or logo in brochures; logo identification and
mention in print and online banner ads.
Other sponsors
o Potential for growth and sustainability.
If the event qualifies, the City would provide the following as part of the sponsorship:
o Venue of choice (i.e., The Pavilion, Sunken Gardens, Atascadero Lake Bandstand).
o City Press Release to promote the even to the Media for Editorial exposure.
If the special event does not meet the above guidelines, we would provide the regular Rental Rates that apply
to the venue being considered for the inquiring organization.
Any questions or interest in our Special Event Sponsorship Program, please call Terrie Banish (805) 470-3490.
Atascadero Tourism & Promotion Game Plan
May 2015 Workshop
Coraggio Group
2240 N. Interstate Ave. Suite #300
Portland, OR 97227
Office 503.493.1452
coraggiogroup.com
Atascadero Tourism & Promotion Game Plan Workshop 2
Atascadero Tourism & Promotion Game Plan Workshop 3
1 | INTRODUCTION ............................................................................................................................ 4
2 | GOALS FOR THE DAY ................................................................................................................... 5
3 | VISIONING WORKSHOP RECAP ....................................................................................................... 6
4 | TOOLS & TARGET MATRIX .............................................................................................................. 7
5 | STORY OF CHANGE ..................................................................................................................... 8
6 | DECISION CRITERIA FOR EVENTS AND OTHER BUDGET REQUESTS ......................................................... 9
7 | COMMUNICATIONS AND ACCOUNTABILITY PLAN ............................................................................... 10
Atascadero Tourism & Promotion Game Plan Workshop 4
1 | Introduction
Following up on the August 2014 Tourism & Promotion workshop, the Atascadero City Council once again came
together for a workshop around tourism and promotion for the city. Where the first workshop considered the high-
level vision for how Atascadero can promote itself to residents and visitors alike, this half-day workshop on May you
go 15, 2015 focused on making that vision actionable. With the addition of a new Deputy City Manager for whom
tourism and promotion is a key role, and with the recent change of marketing firm for the TBID, this was a
particularly important time for the City Council to align on what next steps it would like to see around tourism and
promotion.
Intended outcomes of the workshop included:
1. Define tourism budget categories
2. Set decision criteria for tourism ROI
3. Craft the framework of where we want to go
4. Create a working timeline for action
5. Clarify and align on roles and responsibilities
Participants at the workshop included Mayor Tom O’Malley, Mayor Pro Tem Heather Moreno, Council Member
Roberta Fonzi, Council Member Bob Kelley, Council Member Brian Sturtevant, City Manager Rachelle Rickard,
Deputy City Manager Marcia Torgerson, Deputy City Manager Terrie Banish, Administrative Services Director Jeri
Rangel, Public Works Director Nick DeBar, Fire Chief Kurt Stone, and Police Chief Jerel Haley. There were also
many members of the public in attendance, including representatives from the Chamber of Commerce, the
Atascadero TBID, Big Red, and Verdin Marketing.
The documentation that follows is a summary of what was discussed at the workshop, reflecting primarily what the
facilitators captured on flip charts and what the participants themselves wrote. At the bottom of each page, we have
inserted a box that describes implications for Atascadero – this represents insights and advice based on our
experience, and should be taken as input to the City Council as it considers action on all of these topics.
—Coraggio Group
Atascadero Tourism & Promotion Game Plan Workshop 5
2 | Goals For The Day
The workshop team drafted its list of goals for the day based on what was accomplished at the Atascadero Ten-
Year Visioning Workshop on August 29, 2014. The group was very clear and aligned that they wanted to achieve
the following by the end of the workshop:
1. Define tourism budget categories
2. Set decision criteria for tourism ROI
3. Craft the framework of where we want to go
4. Create a working timeline for action
5. Clarify and align on roles and responsibilities
How did we do?
At the end of the meeting the group was asked if they
thought they had achieved the goals set at the beginning of
the day.
Using the two frameworks from the day – The Story of
Change and Organization Goal/Audience/Tool Matrix – the
group determined that each of the five goals were
achieved.
It was also understood that a significant amount of work
remains, but with results of this session, the earlier work
session, and new dedicated resources there is now a plan
of action, momentum and a means to a successful
outcome.
Atascadero Tourism & Promotion Game Plan Workshop 6
3 | Visioning Workshop Recap
Using the Visioning Workshop Report as a guide, the City Council led off the discussion by highlighting the big take-
aways from the August 2014 session that would best inform the work for the session. The three noted areas from
the report were:
1. Atascadero Ten-Year Vision
Atascadero is a beautiful and authentic city of outdoor recreation, culinary adventures, and
welcoming hospitality. It’s a safe place where the arts & history thrive, and the diversity of
experience, generosity of spirit, and small-town ambiance are here to be enjoyed by visitors
and residents alike.
2. Tourism D ecision Criteria
ü Must have direct accountability & responsibility
ü Must be a decision for which we are willing to assign resources
ü Must support our long-term vision for Atascadero (ROA or cost-benefit analysis)
ü Must have community buy-in
ü Must not simply be “grandfathered” in; must be evaluated afresh
3. Action Framework & Priorities
Enhance connectivity
and communication
Develop centralized
coordination of tourism and
promotion activities
Prioritize investment in our
“place”
Identify and integrate
with our partnership
base
Create the responsible &
accountable leadership manage
the experience of Atascadero
Develop ways to incentivize
business development
downtown
Develop a PR plan and
activities
Benchmark & measure success Revisit aesthetics/code
enforcement
Set brand standards & develop
brand management
Identify supporting infrastructure
for tourism & promotions
Identify funding mechanisms
Additionally, the group discussion included the identification of the number of accomplishments completed and/or
underway in response to the priority actions outlined last August, primary being a spirit of action, the hiring of Terrie
Banish, improved signage on El Camino Real and the development of a better-aligned TBID game plan.
Atascadero Tourism & Promotion Game Plan Workshop 7
4 | Tools & Target Matrix
Coraggio led the City Council through a discussion about the different “players” in the tourism and promotion
space, and how the City of Atascadero’s efforts relate within that larger universe. We looked at what the goals are
for each organization, who their target audience is, and what tools they use to reach that audience. The results of
this discussion are represented below:
ORGANIZATION
CITY OF ATASCADERO
TBID OF ATASCADERO
ATASCADERO
CHAMBER OF COMMERCE
MAIN STREET ASSOCIATION
SLO COUNTY TBID
VISIT CALIFORNIA
GOALS
- STAY
- SPEND
- ENJOY
- COME
- SLEEP
- SPEND
- ENHANCE
- SPEND
- COMMUNITY
- ENHANCE
- SPEND
- COMMUNITY
- COME
- SLEEP
- SPEND
- EXPOSE
- AWARE
- ATTRACT
TARGET
AUDIENCE
- LOCAL
- COUNTY
- OUTSIDE COUNTY
- SERVICE LOCALS
- MEMBERS
- POTENTIAL
MEMBERS
- COMMUNITY
- MEMBERS
- POTENTIAL
MEMBERS
- COMMUNITY
- OUTSIDE COUNTY
- WORLD
TOOLS
lorem
ipsum
lorem
Ipsum
lorem
$100 MILLION
BUDGET
! WEBSITE
! PR
! ADVERTISING
! PROMOTIONS
! EVENTS
! SOCIAL MEDIA
! CONTENT
Outside Agency TBD
Verdin Big Red
*
* These are the common tools used by these organizations and may or may not be dedicated resources to that organization
Implications for Atascadero
With the addition of Terrie to the team, the willingness of Big Red to act as a connector to the TBID, and with
the team at Verdin coming into their role with the TBID, this is a particularly good time for Atascadero to build
bridges for collaboration. The City should leverage this opportunity for a “fresh start” to the greatest extent
possible, ensuring the greatest efficiency and impact for the Tourism & Promotion budget. The City should also
remain mindful of the part they play in the bigger whole, and wary of causing any brand confusion.
Atascadero Tourism & Promotion Game Plan Workshop 8
5 | Story Of Change
Next, the City Council went through an exercise to imagine what the “story of change” is for the next three years.
Within this timeline, they looked at what the annual message is (how they will talk about the changes), what should
be accomplished each year, and how we will measure success
What is our theme for
change? How will all
stakeholders easily
understand what we
must do?
What will we focus on?
How will we know when
we’re making progress?
TIMELINE'TIMELINE'
TIMELINE'TIMELINE'
Message:
REINFORCE
Message:
CLARITY
Success Indicators:
• Completed Marketing Plan
• Completed Brand Plan
• Completed Infrastructure
Plan
Success Indicators:
• Increase in TOT
• Sales tax increase in targeted
categories above normal growth
Success Indicators:
• Continued increase in TOT
• Continued sales tax
growth
Message:
ACTION
“We’re building momentum.”
Strategic Priorities:
• Evaluation success to date and
refresh strategic priorities
• Refine and strengthen
marketing and brand plans
• Evaluate and revise
infrastructure plans
2016'2017'
Strategic Priorities:
• Implement marketing plan
• Implement brand plan
• Prioritize infrastructure upgrades
to support T&P
• Deploy targeted long-term
business development incentives
to meet our vision
• Upgrade aesthetics and signage
• Develop simple and flexible
zoning and code updates
Strategic Priorities:
• Consistent, current and
centralized source of information
• Develop and integrated
marketing plan – ECC
• Set brand standards & develop
brand management – DCC
• Identify & prioritize people &
processes to support tourism and
promotion
• Initial business development
incentives
• Maintain progress on aesthetics/
signage Wins 2015'
2016'2017'2015'
“Build the foundation.” “Building on success.”
Implications for Atascadero
Using the framework we were able to document The Story of Change, Strategic Priorities and Success Factors
in a simple and easy to communicate way. With this clarity and guidance, the requirement is now the diligent
work of building out the specific plan of action for each strategic priority, identifying the tactics, responsibilities,
resource requirements and timing.
To maintain momentum and best ensure success, it will be imperative to create this next level of detail so each
objective can be evaluated, discussed, decided on and implemented in the most thoughtful, consistent and
timely way.
Atascadero Tourism & Promotion Game Plan Workshop 9
6 | Decision Criteria for Events and Other Budget Requests
In order to assist in long-term decision-making and streamline the decision process, the City Council discussed
what qualities they might look for in proposals for events, and how they might sort them into “tiers” that would assist
in allocating sponsorship dollars. We discussed that some events may start at a tier 2 or 3, and migrate up over
time. We used some current events as examples that helped us define the classifications, as illustrated below:
Implications for Atascadero
Defining Decision Criteria is the easy part; actively using them is more difficult—especially when requests come
from long-time events, or from sponsors who are close friends. At the same time, having Decision Criteria is
liberating, allowing the City Council to refer to a rational decision-making process, rather than a subjective one. We
recommend that City staff develop an “application form” for Tourism & Promotion event support, and that the City
Council, in its deliberations, review those forms on a scheduled basis.
Examples
• Comprehensive Plan
• Large Signature Event
• Draws people from outside County
• Multi-day (3+)
• Significant ROI
• Supports Vision of Atascadero
• 5000+ people (target TBD)
Tier
1
• Comprehensive Plan
• Signature Event
• Draws people from outside City
• Multi-day (2)
• ROI and Positive Give/Get
• Supports Vision of Atascadero
• 500-4500 people (target TBD)
Tier
2
• Comprehensive Plan
• Single day (or portion of)
• ROI and Positive Give/Get
• Supports Vision of Atascadero
• 250-500 people (target TBD)
Tier
3
Atascadero Tourism & Promotion Game Plan Workshop 10
7 | Communications & Accountability Plan
Having a plan and sticking to it are two very different things. In order to ensure accountability and to facilitate the
high level of collaboration that is necessary, the Council agreed on a schedule whereby they would receive in-depth
updates four times a year that would include progress reports against the measures of success indicated in our
“Story of Change”. Additionally, it was decided that City staff should be meeting regularly with the other local
collaborators, and may serve as the “convener” of this regular bi-weekly meeting.
Quarterly Updates to the City Council:
• Staff
• TBID
• Marketing
Bi-Weekly Updates Among Collaborators:
• Staff
• Big Red/TBID
• Verdin
• Chamber of Commerce
Implications for Atascadero
It will be critical for these update meetings to be calendared and begun immediately, and that they remain on a
regular schedule. Too many great plans fail because leadership didn’t have a commitment to maintaining
momentum for the process. This doesn’t mean the City Council needs to do all the work – on the contrary, most of
the work is for others to do. But the City Council does need to stay “nose in; hands off”, monitor progress, and
clear barriers when and if they arise. If they don’t get regular reporting, they won’t be able to help.
Likewise, the collaborators will all gain much from more frequent collaboration. These meetings, too, should be
begun immediately. A standing agenda will keep them on-task and efficient.
REPORT from verdin
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Atascadero TBID Marketing Plan
JUNE 22, 2015
TABLE OF CONTENTS
Organization Summary…………………………………………………………………………..... 2
Primary Research……………………………………………………………………………......... 2
Secondary Research……………………………………………………………………………….. 3
Brand Blueprint……………………………………………………………………………………. 5
Creative Concepts………………………………………………………………………………….. 6
Marketing Strategies………………………………………………………………………………. 7
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ORGANIZATION SUMMARY
The Atascadero Tourism Business Improvement District (ATBID) Advisory Board is made up of
representatives from five lodging or hospitality-related businesses in Atascadero appointed by City Council.
The establishment of the TBID was requested by the hotel businesses in Atascadero to help promote the city
as a travel destination and is a 2% assessment charged by hotels by this purpose. The Advisory Board meets
regularly to make decisions on funding and tourism promotion.
PRIMARY RESEARCH
Target Audiences
Geographic Markets
• Bay Area
• Los Angeles Area
• Central Valley
Behavioral Markets
In this highly personalized marketing era, destinations have had success identifying in-depth “personas” of
their target visitors. Trip Advisor found these personas as those with the most opportunity for travelers for
2015:
• Millennials with no children, from 28-35 years old.
• Families aged 25-54 with more than one school aged child.
• Retirees and Baby Boomers over 55, either couples or social groups, often “inter-generationally”
traveling with extended family (but often paying for family members).
• Childless couples from 30-54 years old.
• “Bleisure” travelers who combine work travel with extra days with family or friends at a
destination.
While most Destination Marketing Organizations (DMOs) want to target millennial travelers, research
continues to show that 40 to 60 year olds still travel the most, and have the most discretionary income.
However, future travelers will come from the Millennial age groups and they have strong preferences for
their vacations:
• 36% of Millennials want a beach vacation this year.
• 35% of Millennials want a “culture-oriented” trip.
• 24% of Millennials want adventure-oriented trips.
• Seven out of 10 Millennials report they have FOMO (Fear Of Missing Out!).
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SECONDARY RESEARCH
California Tourism Trends
Travel within California is at an all time high. Additionally, with gas prices reduced, “road trips” are more
popular than ever. The following research applies to Californians who will continue to travel within their
state in the next five years.
According to a recent survey of Californians who travel for leisure:
• 41% of CA travelers will travel more in the next five years.
• 42% will spend more during their travels in 2015.
• CA travelers will increase their trips by 35% in 2015.
How California Travelers differ from other travelers from other states:
• Higher percentage of travelers aged 25-35 (Millennials) than national travelers.
• Better educated: 62% have college degrees.
• More affluent: 11% higher average household income than national travelers.
• Urbanites: 85% report that they live in large cities or suburban areas.
• 68% of California travelers have a high interest in food and cuisine.
• Californians care about “authentic” vacations, meaning experiencing the visit as a local.
• They additionally like “action or theme” vacations around outdoor activities.
• Less price sensitive than their national counterparts, deals and discounts are less important to
them.
• California travelers are considered “hyper-informed “about their plans and activities before a visit.
How do California Travelers plan their trips?
• 50% use social media, vs. 31% nationally. 52% want peer-to-peer recommendations (Yelp, Trip
Advisor, Facebook) and will share their experiences online during their visit.
• 39% will visit the destination’s website before and during a visit for more information.
• 43% will use some form of print resources, like visitor maps, guides or magazines.
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Trends in Tourism Marketing for 2015
• DMO websites are extremely important to travelers, particularly international travelers.
• Mobile optimized websites are required. Up to 75-80% of searches are expected to be from mobile
devices in the next five years.
• Using social media to converse about your destination location will be a must.
• Personalizing the travel experience to meet visitor demands will be needed.
• Having website filled with user generated content will make it more appealing to Millennials.
Interests and Passions are Number One to Travelers in 2015
Travelers are booking trips based on their passions. Destinations that can offer unique, personalized
experiences will attract more visitors.
• Food and Cuisine
• Hobbies
• Outdoor adventure
• Eco-volunteerism
• Attractions or site seeing
What Does This Mean for Atascadero?
Atascadero offers an authentic experience to travelers that particularly appeal to Baby Boomers, Millennials
and families taking road trips. Atascadero can utilize their proximity to prominent wineries, breweries and
beaches to target Millennials and Baby Boomer interests while offering comfortable, homey-feel places to
stay that have great food and weather.
By partnering with other Central Coast businesses Atascadero can offer unique opportunities and events to
travelers looking to experience Central Coast-specific activities, such as wine tasting, brewery-hopping and
beach-going. These types of activities appeal to interests of most Baby Boomers and Millennials.
Atascadero also has the advantage that it is a family-friendly town with activities that are appropriate for
the whole family, such as the Charles Paddock Zoo, Atascadero Lake Park and Galaxy Theatres. The diversity
of activities that Atascadero has to offer makes it very appealing to the target demographics.
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BRAND BLUEPRINT – SUBJECT TO CHANGE BASED ON CITY REBRAND
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CREATIVE CONCEPTS
California as it Used to Be
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Creative Messaging
Target Audience
• Travelers looking for value in a vacation.
• Families interested in a wholesome destination.
• Boomer couples interested in agriculture and the wine industry.
• Vacationing families and couples from farm and equine lifestyles.
• Vacationing families and couples interested in California history and culture.
• Golfers, bikers and hikers.
• Engaged couples desiring outdoor rustic weddings.
Verdin will focus on two strong brand messages to position Atascadero. One creative set will highlight the
natural beauty, activities, events and points of differentiation of Atascadero to appeal to our above target
audiences. Our second set of creative will focus on the value of staying in Atascadero, highlighting a call to
action specific to lodging. The cost-effective options of Atascadero allow visitors to have a more robust
vacation experience.
MARKETING STRATEGIES
Points of Differentiation
Atascadero is California as it used to be. With classic roots and warm, pleasant evenings, Atascadero is a
traditional American town. Atascadero offers authentic experiences with a blend of affordability and access
to family friendly activities. Additionally, it is within 20 minutes of some of the best Central Coast treasures
such as wine tasting in Paso Robles, Cal Poly in San Luis Obispo, and beaches.
Atascadero has a variety of lodging options for visitors from classic on Main Street to modern with vineyard
views. It is conveniently located in the middle of California, halfway between Los Angeles and San
Francisco, making it easily accessible to individuals looking for an escape from city life.
Atascadero is the perfect town for travelers coming through California to stop for a day or two and get a
taste of the real Central Coast. With its friendly community, great food and prime location Atascadero is the
perfect destination.
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Action Plan
Goals
1. Increase overnight stays in Atascadero, for hotel/motel accommodations.
2. Build Atascadero, California brand awareness.
3. Target new visitors to engage in programs and increase awareness.
Metrics
1. Evaluate TOT Reports.
2. Create Atascadero Stat Summary report for monthly monitoring and metrics.
a. Website traffic
b. Lodging page views
c. Mobile visits
d. Facebook fans, referrals and reach
e. Instagram followers
f. Twitter followers
3. Monitor advertising and create monthly report.
a. Click through rate
b. Impressions
c. Engagement
Strategies
1. Assess Atascadero brand, website, messaging and collateral drawing attention to Atascadero’s
points of differentiation as a year-round destination.
2. Promote the activities and rewarding experiences of Atascadero.
3. Reach visitors and engage them to participate in Atascadero-stay contests on all social media
platforms.
4. Increase brand awareness through public relations, advertising and online campaigns.
5. Build partnerships with SLO County events and Atascadero Chamber.
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Objectives
Objective #1: Implement Atascadero brand and messaging to promote as an authentic travel
destination.
Tactics
1. Assess and make recommendations on existing brand and messaging to ensure they accurately
represent Atascadero’s identity and uniqueness.
2. Assess and collaborate on Atascadero’s website where current and potential visitors can find up to
date information about events, lodging, food, specials and the history of Atascadero.
3. Create branded brochure that is distributed through hotels, Atascadero Chamber Visitors Center and
select events.
4. Implement an e-newsletter that can be sent out once a month highlighting special vacation
packages and upcoming events and five reasons to visit.
5. Coordinate signage opportunities utilizing the new brand.
Objective #2: Develop lodging package promotions to boost visits during the off-season
(November – March).
Tactics
1. Coordinate and promote off-season specials such as discounted packages for extended stays, special
holidays or romantic getaways with lodging and dining discounts. Tie to events wherever possible.
2. Promote lodging packages across all social media platforms.
3. Promote lodging packages through earned media and press release distribution to key regional
media.
Objective #3: Create and implement a social media campaign.
Tactics
1. Build social media presence on Facebook, Twitter and Instagram.
2. Create a brand for Atascadero on these social media platforms with the goal of:
a. Gain at least 2,000 fans on the new Facebook page - 159% increase
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b. Gain at least 500 Twitter followers - 500% increase
c. Gain at least 500 Instagram followers - 500% increase
3. Create an annual calendar of promotions to focus on each month; develop monthly content
calendars to keep the content on each page fresh and engaging.
4. Develop a campaign to make people want to come to Atascadero.
5. Post to Facebook, Instagram and Twitter multiple times a week.
6. Follow influencers (travel writers, travel experts, celebrities, local celebrities).
7. Take photos for the Atascadero Instagram account: 20-30 and share strategically with the hashtag
#centralcoast #atascadero.
8. Host quarterly “Comment to Win” contests on Facebook, “Retweet to Win” contests on Twitter, and
“Favorite to Win” contests on Instagram. The prize for each contest could be a $100 gift card to an
Atascadero business.
9. Encourage user-generated content by sharing any and all content when it’s posted to the social
media pages, and curate public content and share it.
10. Review content every six months and adjust as needed to meet the goals and objectives.
Objective #4: Create and implement public relations campaign.
Tactics
1. Create and implement a public relations strategy that will focus on a three-pronged approach and
deliver overall brand awareness, with the goal of getting Atascadero earned media coverage.
2. Focus press release distribution and outreach on mid-lead regional media and long-lead
publications.
a. Write and distribute two press releases in the fiscal year to promote Atascadero as a
seasonal vacation destination.
3. Blogger Outreach: Each quarter, contact targeted bloggers on specific topics with a pre-written
guest blog or pitch.
a. Generate a media list of bloggers covering the following topics: beer and wine connoisseurs,
foodie vacations, luxury movie theaters, and great hiking.
b. Write and pitch four blog-friendly topics targeting popular subjects. Ideas below:
i. Top 3 beer and wine destinations in Atascadero:
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ii. Four Atascadero Restaurants for Every Foodie:
iii. Top five reasons to visit the Atascadero Galaxy Theatre:
iv. The Best Hiking Trails in Atascadero:
4. Make the public relations strategy proactive and reactive.
a. Proactive
i. Determine best approaches and calendar out pitches
ii. Collaborate with TMD for exposure to media
b. Reactive
i. Have a media kit ready for inquiries: include fact sheets, background, annual
reports, traveler reviews, recent press on Atascadero, press releases, list of FAQs and
answers, awards, event calendar, etc.
ii. Create an “Online Press” page on the website with ready to go information for the
press.
Objective #5: Create and implement advertising strategy.
Tactics
1. Target by demographic, geographic area and personas.
2. Run advertising campaigns on the following platforms targeting specific demographics for each:
a. Digital – Young couples and families
b. Facebook – Senior travelers and families
c. Pandora – Young couples and young adults passing through
d. Co-op opportunities- Families
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Objective #6: Increase brand awareness through partnerships (e.g. Atascadero Wine Fest,
Cruise Nite, Colony Days, Paso Robles Wine Festival).
Tactics
1. Promote events in Atascadero and in the surrounding areas via advertising, social media and on the
website, then tie into lodging opportunities in Atascadero.
2. Highlight all events on the website and on all social media platforms.
3. Partner with the Atascadero Chamber to host potential reception event.
4. Coordinate Atascadero Chamber Visitors Center display to enhance brand awareness.
5. Create Atascadero giveaway for event attendees.
Objective #7: Explore potential event idea.
Tactics
1. Leverage with Firestone Walker, Barrelhouse, Toro Creek Brewing, Bristol’s Cider House and Tent City
to further promote service opportunities.
2. Implement plan with lodging properties, offering specials for people attending the festival.
3. Post and share event information and specialized hashtag on all social media channels.