Brand Blueprint Manual Fairfield Convention & Visitors Bureau The City of Fairfield October 2016
FAIRFIELD BRAND BLUEPRINT Contents 1. Introduction …………………………………………………………..............
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2. Methodology ………………………………………………………………….
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3. Success Factors for Winning Place Brands …………………………………..
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4. Fairfield Brand Platform ….…………………..................................................
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5. Brand Pillars.……………………………….......................................................
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6. Brand Language and Graphic Designs ………………………………..………
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7. Matching the Brand to Target Audiences …………………………………….
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8. Brand Management Checklists ………..………………………………………
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Brand Deployment …………………………………………………..
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Brand Leadership ……………………………………………………
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Marketing Communications ………………………………………..
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Brand Adoption and Outreach ………………………………………
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Brand Organization ………………………………………….…….…
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Brand Experience Touchpoints ………………….……………..……
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Brand Experience Delivery …………………………………………..
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9. Measuring Success …………… ……………………………………………….
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Appendix 1: Brand Launch ……………………………………………………..
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Photo Credits: Photos of Fairfield provided by Paul Delisle and Werner Elmker Created by: Total Destination Marketing www.destinationbranding.com ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 1
1.0 INTRODUCTION The Fairfield brand captures the distinctive sense of place and personality of the city in a way that is both integrated and consistent with how residents perceive the community and that is attractive, persuasive and deliverable to external audiences. It provides a unifying framework through which all stakeholders can present Fairfield in a consistent and compelling voice as a place to live, visit, relocate and grow businesses, pursue education and seek health care. This brand blueprint serves as a strategic toolkit for telling Fairfield’s distinctive story. This guide should be consulted when marketing the city, as well as deciding on developments and public policy that may affect the city’s image and the experiences extended visitors.
1.1 What is a Place Brand? A place or destination brand makes and fulfills a valued promise. It is a unique blend of physical, intangible and emotional benefits which clearly differentiate the city from other choices. Importantly, it acts as a guidance system to prioritize and influence every message, process, decision, communication, and investment by the CVB. Branding can be considered to be the art and science of orchestrating the distinctive messages and experiences that we most want associated with Fairfield.
1.2 Why Have a Fairfield Brand? The USA has approximately 20,000 cities, 3,400 counties, and 12,800 designated National Historic Districts. That does not include the states, regions, suburbs, and neighborhoods that are also clamoring for attention to claim their share of global tourism, investment and talent. To be attractive and competitive, cities like Fairfield must constantly adjust to their changing competitive environment. They have to do this while maintaining a balance with the values and vision of their residents. This strategy has been created following a thorough process of resident engagement, supported by extensive research. This strategy is designed to help Fairfield answer the following important questions in order to build a solid reputation as a great place to visit, live and invest:
What do we want to be known for?
What makes Fairfield a special place?
What sets us apart from competitor cities?
What thoughts and feelings do we want to come to mind when people are exposed to the name, Fairfield IA?
This well-researched brand provides the tools for Fairfield to speak with one clear voice so that its message is amplified from within the community to reach key audiences. ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 2
1.3 The Goals for Fairfield’s Brand Strategy Fairfield is competing for relevance, respect and reputation against an abundance of similar places in the Midwest. In this overcrowded and competitive environment, branding provides the most effective means to set themselves apart from other choices. Among the goals for the Fairfield brand are:
Increased preference for Fairfield as a place to visit, live, study or locate a business.
Improved effectiveness and efficiency in all marketing programs.
Community-wide economic and social benefits.
Greater focus on Fairfield’s competitive strengths and distinctive sense of place
Increased awareness, respect, and relevance for Fairfield.
A stronger connection with target audiences and partners.
A unifying umbrella for all involved in the marketing of Fairfield.
1.4 Why Choose Fairfield? Fairfield is Iowa’s most creative and eclectic small city. Situated in southeast Iowa, this colorful, artsy community moves to its own beat and was recently named by Smithsonian Magazine as “one of America’s best small towns”. Students from around the world gather at the world’s largest training center for practitioners of transcendental meditation at Maharishi University. While nearby the traditional town square, band rotunda and nearby white picket fences form an interesting counterpoint to the edgy galleries, laidback coffee shops, independent bookstores and exotic aromas from ethnic restaurants. The Sondheim Center for the Performing Arts presents one of the liveliest entertainment scenes for a small Midwest town with a packed calendar, including national performers. For a small town of less than 10,000, we’re busting at the seams with painters, sculptures, musicians, singers, dancers, and poets. There are plenty of opportunities for talented residents to display their creative spirit and passion for producing all types of food, arts and cultural pursuits. There’s a freeing belief that art belongs to everyone, and everyone can be an artist. Come and see why creativity thrives here! “The thoughts and associations that come to mind when people are exposed to a city’s name can have huge financial, political, and social value. Too few city leaders think about the number of jobs, businesses, and other organizations that directly benefit from their city’s image and reputation. The level of esteem that a city’s name evokes has a direct impact on the health of its tourism, economic development, prestige, and respect. To achieve this takes a comprehensive strategy and much more than a new logo or tagline.” ‘Destination Branding for Small Cities’ ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 3
2.0 Methodology The Fairfield brand strategy was revealed after months of research, analysis and extensive consultation with residents, business and community leaders and external customers through interviews, workshops, and a local public opinion survey. This led to the carefully crafted brand identity outlined in this manual. A Brand Advisory Committee comprising a cross-section of community leaders met three times to contribute to the process and oversee the development of the brand. The creation of the Fairfield brand strategy has involved a variety of actions which included:
A community survey which was accessible online (357 responses).
A one day Brand Retreat attended by twenty-two community leaders
Personal interviews with fifteen local business and community leaders.
Informal discussions with local businesspeople in contact with visitors.
On-site reconnaissance of Fairfield and its adjacent areas to experience the region and surrounding area through the objective and unbiased eyes of a first time visitor.
A review of relevant past reports and plans relating to Fairfield from a tourism, economic development, recreation and leisure perspective.
A review of web sites, web reviews and brochures relating to Fairfield and key competitors and partners.
“Community-based brands must withstand a level of public debate that consumer brands rarely endure. A city brand must stand the test of time, public debate, political scrutiny, media questions, and the analysis of marketing partners. The best way to insulate the brand from this scrutiny is to generate buyin and involvement through an open consultative process.” Bill Baker, ‘Destination Branding for Small Cities’
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3.0 Success Factors for a Winning Place Brand The places that are most successful in developing and managing their brands are those that take control of their reputation and promise, and understand and adhere to a set of key success principles. These include: 1.
Beyond a Logo and Tagline Fixation: Branding requires a holistic approach and is all about communicating and delivering on a valued promise. Breathing life into a city brand requires a focus that includes much more than a new logo and tagline.
2. Stick to the guidelines. Just as consistency is essential, so is doing what is correct. Be sure to follow the Brand Blueprint and Style Guide. 3. A Fresh Mindset: To develop a successful frequently calls for the CVB and its partners to adapt to new circumstances. This requires that there be no walls or “silos” in which people and organizations isolate their on-brand actions. Ultimately, success goes to those that pay attention to the relationships, partnerships, politics, systems, processes, people, resources, and priorities that underpin the Destination Promise. 4. Build the brand from the inside out. The success of the Fairfield brand begins with residents, and partners. The long-term commitment of political, business, nonprofit and community leaders is vital. 5. Create a ‘symphony’. It will be important to coordinate as many influential ‘messengers’ within Fairfield as possible to minimize dissonance and create a powerful, positive brand ‘symphony’.
6. Deliver on the Promise: Your brand is your valued promise! It must be grounded in truth and reality. 7. It takes time: Just as Fairfield’s current image may have evolved over many years, redefining that image will not happen overnight. 8. Keep it fresh: Branding is long-term and cumulative. We can never afford to get comfortable or complacent because branding involves remaining fresh, relevant and attractive. 9. Local champions are essential. The commitment and enthusiastic support of the brand by business and community leaders will be critical to success. 10. Lots of little victories, again and again. A successful Fairfield brand will be longterm. True success takes time and will come from consistent, unified messages hitting their mark again and again. 11. Pass the Baton: Make sure that subsequent generations of executives, staff and partners are well informed in regard to the brand and remain true to the strategy to ensure that the brand is not diluted or distracted over time. 12. Monitor progress: It’s vital to closely monitor and fine-tune the brand’s progress and conformity to the strategy.
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4.0 Fairfield Brand Platform The Fairfield Brand Platform is the foundation to focus and prioritize our communications, product development, investment and partnership outreach. It’s the beacon to guide much of what we do to attain our vision for the city as a sustainable destination. The Brand Platform comprises:
Target Audiences: who the brand must influence
Key Attributes: the city’s distinctive features and experiences
Emotional Benefits: reflect how we want customers to feel through their contact with Fairfield
Personality: influence the feel and tone of voice used in brand communications
Destination Promise: the beacon that will guide all that we do in regard to visitor marketing
Brand Essence: the basic building block, glue or DNA that holds the brand together
Reasons to Believe : the evidence that the Destination Promise and benefit claims are credible
Brand Pillars: the values and tenets that underpin the Fairfield brand
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4.1 Fairfield Target Audiences Fairfield’s brand is designed to enhance the value and reputation of the city among a wide range of audiences. The demographic and geographic characteristics of each target audience will be refined each year in the annual marketing plan according to available budgets, research, opportunities, and events.
Leisure Tourism
Cultural tourism visitors
Wellness visitors
Southeast Iowa visitors
Travel media and bloggers
External tourism partners and opinion-leaders
Business Travel
Meetings and conventions: Organizers and planners
Meetings and conventions: Prospective delegates
Education
Prospective students and parents
Business Relocation
Business media
External government and opinion-leaders
Retirees
Retirees seeking to relocate
Community
Residents, students and their visiting friends and relatives
Businesses, government, education, media and non-profit organizations
Elected officials, opinion-leaders and community leaders
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4.1.1 Cultural Tourist Profile According to a 2013 report from Mandala Research, LLC, 76 percent of all U.S. leisure travelers engage in cultural activities. The size of the market is estimated at 129.6 million adults in the U.S. spending approximately $171 billion annually. The cultural tourist market typically spends more and stays longer than other types of U.S. travelers. The U.S. cultural traveler spends 60 percent more, approximately $1,319 per trip compared with $820 for typical domestic leisure travelers. The cultural traveler also takes more trips than general U.S. travelers: 3.6 vs. 3.4 trips annually. Cultural tourists are predominately affluent and well-educated Baby Boomers. With more than half preferring leisure travel that is educational (56 percent), Baby Boomer cultural travelers want to engage with locals through “immersive experiences.” Four in 10 will pay more for distinctive lodging (boutique hotels, bed and breakfasts, etc.) reflecting a destination’s culture.1 A July 2014 “State of the American Traveler” from Destination Analytics, Inc. reveals the growing impact of Millennials on cultural tourism. In a comparison of the generations, 73 percent of Millennials “want to engage a destination’s arts and cultural assets”—the highest rated activity of importance. Cultural interests also rate high in importance for Baby Boomers (64.8 percent) and Gen Xers (67.8 percent). More than two thirds of all Millennials also rated “authenticity” in experiences as extremely important. Racially diverse and technologically savvy, the Millennial generation (born 1977–1994) represent the largest cohort since the Baby Boomers. Cultural tourists, therefore, represent a prime audience to tap for new money generation in a destination. With their visit, cultural tourists validate the importance of the arts to the destination experience. With their spending in the cultural district, they expand the impact of residents’ patronage at various arts-related businesses and enterprises.
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Source: Mandala Research, LLC, 2013 Cultural Heritage Traveler Report
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4.1.2 Wellness Tourism Wellness tourism is travel associated with the pursuit of maintaining or enhancing one’s personal well-being through physical, psychological, or spiritual activities. This term should not be confused with medical tourism. Fairfield has strengths relative to wellness tourism markets. These include Transcendental Meditation, spas, yoga, organic farms and restaurants. As of 2014, the US is the largest wellness tourism market, with $180.7 billion in annual, combined international and domestic expenditures. The US is the top destination for inbound international wellness tourism, with 7.1 million international, inbound trips. Europe and high-income Asian countries are primary sources of wellness tourists traveling to the US.2 Some of the key points related to wellness tourism:
Wellness tourists are increasingly seek destinations with healthy body and mind offerings
Spa is a core business within wellness tourism and accounts for a significant portion of the wellness tourism economy.
In 2012, spa tourism represented a $179.7 billion market, with 224.9 million spa trips made both internationally and domestically.
Wellness tourists currently tend to be middle-aged, wealthy, educated, and from Western and/or industrialized countries.
A domestic wellness tourist spends about 150% more per trip than the average domestic tourist.
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The Global Wellness Tourism Economy 2013; Global Wellness Institute
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4.2 Fairfield’s Key Attributes Fairfield’s key attributes highlight the city’s distinctive features and capabilities. They should receive greatest prominence in brochures, advertising, Web Sites, sales materials, etc. Some will be emphasized more than others depending upon the target audience and the objectives that are being addressed at the time.
Creative Community: a magnetic draw for residents who move to their own beat and are passionate performers, artists, writers, meditators, students, innovative entrepreneurs and thinkers.
Environmentally responsible: a leader in green and environmentally sustainable practices.
Sense of Place: a quintessential Midwestern town with stately homes, white picket fences, a traditional town square with a band rotunda and court house forming an interesting counterpoint to edgy galleries, quirky cafes, and independent stores lining the square. International Influence: visitors, students and residents from across the globe influence authentic ethnic food, foreign languages, culture and events.
Wellness: so many ways to rejuvenate and relieve the pressures and stresses of everyday living behind through Maharishi University, transcendental meditation, yoga, alternative medicines, and holistic solutions.
Visit0rs
Culture and Arts: a small town busting at the seams artists, sculptures, musicians, poets, dancers and crafters.
Events and Entertainment: a year-round calendar of theatre, dance and live music performances make Fairfield one of the liveliest cultural scenes in the Midwest, for a city of its size.
Dining: adventures for your taste buds where restaurants, cafés and eateries offer cuisine from over 10 nationalities.
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Regional: the ideal hub for touring S.E. Iowa with the popular Villages of van Buren, Pella and Gothic House nearby.
Fairfield a magnet for attracting inspired people
Business Friendly: a positive and “can do” attitude toward new businesses and residents where regulations, systems, and networks make it easier for new businesses and residents to make Fairfield their home.
Agriculture: farming is important to our economic fabric because we are surrounded by farms, including organic farms and vast crop and livestock enterprises.
Industry: home to major employers in the biotech, financial services, IT, advanced manufacturing fields and dotted with major entrepreneurial success stories.
Living
Small Town Feel: a community where each citizen can make a difference and you are not lost in a sea of faces. It’s safe, welcoming and affordable. The pace is slower, the commute is fast and it’s very family-friendly.
Recreation: run, walk or cycle through 33miles of trails through prairies, woodlands, and wetlands, or enjoy the indoor pool or twelve public parks and 1,300 acres of recreation areas.
Education: there’s no better learning environment from K through university.
Business
Entrepreneurial Spirit: called "one of the state's economic superstars" and an incubator for new ideas, new products, new jobs and an innovative spirit unlike anywhere else in the Midwest
Talented people. the fusion of our openminded, artistic freedom, small town charm and excellent educational and entrepreneurial opportunities makes
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4.3 Emotional Benefits The emotional benefits capture how we want visitors to feel through their encounters and experiences with the city. At least one of these emotional benefits should be embedded in each message, image and experience. These benefits should be delivered and reinforced in all appropriate communications, however it is not intended that they be the only benefits presented. Instead, they should be constantly monitored to ensure that they are the most powerful and appropriate reflections of how Fairfield is most relevant to target audiences. We want the Fairfield brand to convey and provide a sense of:
Connection: through the community, business networks, and to other like-minded people. Better connections through our quality of life and personal growth.
Enrichment: activities to arouse the senses, stimulate the mind and add richness to lives.
Escape: relax away from the stress of the everyday can provide freedom and a new lease on life.
Healthier: peace of mind from participating in healthy, activities and stimulating pursuits.
Success and Achievement: where goals and rewards can be achieved whether educational, business, career or lifestyle.
Welcome: the welcome mat is always out for people no matter their interests or lifestyle.
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4.4 Brand Personality The brand personality describes the characteristics and traits of Fairfield as if it were a person. These character traits shape the look and feel and the tone of voice used in communications and in experience delivery.
Creative
Eclectic
Entrepreneurial
Genuine
Hard working
Off beat
Open-minded
Passionate
Quirky
4.5 Fairfield Points of Difference Place brands are more successful when they focus on those things that make them distinctive and beloved by customers. Within the context of small cities in Iowa, Fairfield is very distinctive. There are several differences between Fairfield and other communities in Iowa. Fairfield has:
The world's largest training center for practitioners of Transcendental Meditation
An eclectic, feel good vibe
Big town cultural events and amenities in a small town
Creative spirit in a small town
Green and sustainable initiatives
International flavor in a small Iowa town
Maharishi University and meditators
A comparatively large number of artistic and creative people
A comparatively large number of independent businesses and entrepreneurs
Open-mindedness
The population is growing while the population of other small Iowa cities is declining
Growing population while other small towns in Iowa are declining ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 13
4.6 Fairfield Destination Promise The most important element of the Fairfield brand is the Destination Promise. This is the compass or beacon that will guide all that we do in regard to the marketing of Fairfield. It captures the Brand Platform and encapsulates the way we want people to think and feel about Fairfield relative to other Iowa communities. This Promise will guide and inform every message, every process, every organizational decision, every customer contact, and every communication to guide the fulfillment of our vision. This is for internal use only.
Fairfield Promise: For people wanting to live, work, study or invest in a stimulating small city environment, only Fairfield provides Iowa’s most creative and eclectic small community, where they can feel a sense of connection, personal growth and success Tourism Promise: For Upper Midwest residents living over 100 miles from Fairfield, seeking escape from the everyday only Fairfield provides Iowa’s most creative and eclectic small community where visitors feel a sense of connection, enrichment and escape.
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4.7 Reasons to Believe The following is the compelling evidence that Fairfield’s Destination Promise and benefit claims are true, credible and deliverable:
Downtown square and Americana feel
Events calendar including national performers and traveling Broadway productions
The number of artistic and cultural residents and organizations
The number of successful entrepreneurs and independent businesses
The number of opportunities to pursue passions for personal interests and hobbies.
Home of Maharishi University of Management "the world's largest training center" for practitioners of the Transcendental Meditation technique.
Stephen Sondheim Center for the Performing Arts was named after the famed American composer. It was the first theater named after him.
An “abundance of start-up companies” and has been called "one of the state's economic superstars."
Fairfield has received The Grassroots Rural Entrepreneurship Award, nicknamed “Silicorn valley,”
Fairfield was featured in a 2012 episode of the TV show, Oprah's Next Chapter.
In 2010, Fairfield was named one of six Iowa Great Places.
In 2013 Smithsonian magazine endorsed Fairfield as one of "The 20 Best Small Towns to Visit."
In 2006, the city was named one of the "12 Great Places You've Never Heard Of" by Mother Earth News magazine, which cited its notable health spa and high number of restaurants and art galleries.
Most entrepreneurial city in America under 10,000 population (National Association of Small Communities in 2003)
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5.0 Brand Pillars These are the leading strengths and benefits that attract our key audiences and underpin the delivery of our Promise as a place to visit, live, study, invest and study. Importantly, they provide opportunities for customers to immerse themselves in the brand. For the CVB they focus marketing, product development, investment and partnerships. They should receive greatest prominence in brochures, advertising, Websites, sales materials, etc. Some will be emphasized more than others depending upon the target audience and the objectives being addressed. 1. Eclectic: We are an active, vibrant, visionary, and creative community where residents come from
around the world. We take pride in our differences and originality. This is the driving force that inspires us to work toward a better world and to do things with flair. Our eclectic nature can be seen in our artistic expression, food, events, achievements, architecture and interests. 2. Creative: Since its founding, innovation, creativity, and entrepreneurialism have inspired Fairfield.
It’s a place where we come together to solve problems where talented and passionate people discover cures, artists craft new creations, and educators awaken minds. The interplay between creativity and their passions surround us. We have an exciting events calendar featuring Broadway shows, theatre, dance and live music at a variety of venues. 3. Personal Growth: Here your goals can be achieved, whether they are business, career,
educational, or personal. It won’t take long to feel energized, refreshed and reconnected. In Fairfield you can find the environment and skills to live a productive social, emotional, and spiritual life. 4. Connected: Fairfield is a family-oriented place where newcomers are not strangers for long. Here
it’s possible to become closer as a family, participate in spiritual activities, be in touch with likeminded individuals, or join friends in your favorite pastimes. A variety of clubs and organizations meet regularly. 5. Success & Achievement: We optimistically face the future addressing challenges and embracing
innovative solutions. Our positive “can do” attitude has resulted in Fairfield having an abundance of start-up companies and being called one of the state's economic superstars. It’s a place where every citizen can make a difference.
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6.0 Brand Language and Graphic Designs Over time, when consistently applied, the brand language and visual brand identity will play pivotal roles in building and maintaining a coherent identity for Fairfield. When used in advertising, websites, presentations, signage and other applications, these elements will develop the positive associations that make places like Fairfield an attractive place to visit, study, locate a business or live. The Fairfield Brand Style Guide, a companion document to this Blueprint, is designed to enable the City of Fairfield and Fairfield CVB and its partners to maintain brand consistency in all applying the visual identity to accurately and consistently deploy the brand.
6.1 Fairfield Taglines Taglines serve as shorthand expressions of the important values, benefits and associations that may be held about the place. The Fairfield brand is supported by two taglines that have been created specifically for use by the Convention & Visitors Bureau for tourism marketing purposes and City of Fairfield to project their municipal brand. The tagline for tourism marketing to be used by the CVB is “Tune into our Vibe”. This is presents an intriguing, experiential invitation for visitors to immerse themselves in the distinctive cultural environment of the city. The tagline for the City of Fairfield is “Connect. Create. Celebrate.” It is also aligned with the brand essence and is descriptive of the distinctive qualities of the city. The “Tune into our Vibe” may also be adapted for specific purposes such as “Tune into our Art”, “Tune into our Music Fest”, Tune into our Parks”, etc.
6.2 Fairfield Visual Identity Central to the visual identity system are the brandmark, color pallet and typography. The Fairfield Brandmark (logo) is the graphic nucleus for visual representations of the brand. With continued exposure through consistent application Fairfield’s brand awareness and value will increase.
The brandmark encapsulates Fairfield’s Promise through the artistic treatment and flair of the mark which is a very fresh and uplifting concept. The tree of inspiration graphic captures the diversity, artistic flair and connectivity of Fairfield. The brandmark has been adapted for use by both the CVB and City. The technical specifications for using the brandmark, color pallet, symbols and typography are explained in detail in the Fairfield Brand Style Guide.
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6.3 The Tree of Inspiration The tree of inspiration graphic represents creative energy, diversity, a painter's palette, and growth. It can also be seen as a / emanating great ideas and performances. The colorful interlocking leaves suggest connectivity and interaction. The font is organic and friendly. The tree of inspiration graphic can be used as a stand-alone linking mechanism across the city to add to the brand’s sense of place.
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6.4 Key Messages: The Fairfield Brand Story Fairfield is Iowa’s most creative and eclectic small city. Situated in southeast Iowa, this colorful, artsy community moves to its own beat and was recently named by Smithsonian Magazine as “one of America’s best small towns”. Students from around the world gather at the world’s largest training center for practitioners of transcendental meditation at Maharishi University. While nearby the traditional town square, band rotunda and nearby white picket fences form an interesting counterpoint to the edgy galleries, laidback coffee shops, independent bookstores and exotic aromas from ethnic restaurants. The Sondheim Center for the Performing Arts presents one of the liveliest entertainment scenes for a small Midwest town with a packed calendar, including national performers. For a small town of less than 10,000, we’re busting at the seams with painters, sculptures, musicians, singers, dancers, and poets. There are plenty of opportunities for talented residents to display their creative spirit and passion for producing all types of food, arts and cultural pursuits. There’s a freeing belief that art belongs to everyone, and everyone can be an artist. Come and see why creativity thrives here!
6.5 Key Messages: Target Audiences Cultural tourists
Fairfield is Iowa’s most creative and eclectic small city and has a packed calendar of lively entertainment, art and cultural events.
Wellness tourists
Fairfield is Iowa’s most creative and eclectic small city with the world’s largest training center for practitioners of transcendental meditation as well as spas, organic restaurants and trail system. We are a Blue Zone community inspired by policies and social networks that increase health, well-being and longevity.
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Southeast Iowa visitors
Fairfield is Iowa’s most creative and eclectic small city and is close to Pella, Villages of van Buren and Gothic House.
New residents
Fairfield is Iowa’s most creative and eclectic small city and offers an affordable family-friendly environment, a safe small town atmosphere, good schools, and an abundance of recreational and leisure opportunities.
Business location
Fairfield is Iowa’s most creative and eclectic small city and offers a supportive and affordable business environment, and a business-friendly municipal government and talented workforce.
6.6 Key Messages: Fairfield Community It’s important for the CVB to inform Fairfield leaders, residents, and businesses of the success of the brand and the economic and social benefits that are being generated from tourism. The brand projects Fairfield as “Iowa’s most creative and eclectic small community”. Fairfield CVB is an economic development leader and important catalyst for the local economy Tourism is important to the economic, social and environmental well-being of the city
The brand will change the way the world looks at Fairfield from a tourism perspective resulting in more jobs, opportunities and benefits for partners and residents The new brand sets a positive direction for Fairfield to distinguish itself as place to visit, live, invest and study Fairfield CVB is the source of travel information when entertaining out of town guests
6.7 How to Communicate the Brand There are two important elements to effective brand communication: what we say i.e. the message and how we say it i.e. the tone and feel. Consider:
Does it sound personal and flow naturally?
Does the experience sound enticing, compelling and authentic?
Does it convey valued benefits and feelings?
Will it stimulate a movie in their heads?
Is it consistent with the personality of the place i.e. tone of voice?
Are verbs active, not passive?
Is the tone friendly, intriguing, relaxed, informal, warm?
Are you describing the experience as you would to a friend?
Does it give a sense of already being there and enjoying your experiences? ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 20
6.8 Fairfield Copy Style The Fairfield brand platform guides all of our marketing communications. It will be reflected in the copy for brochures, web sites, advertising, media communications, environmental applications and collateral materials. A foremost consideration for Fairfield brand copy is that is enticing and motivational, yet realistic and factual. Wherever possible it should describe experiences with action-oriented and evocative language. Importantly, it must make the reader feel as though they are already enjoying the sights, sounds, smells, and sensations that Fairfield has to offer. Additional tips for copy include:
Targeted. Try to write from the perspective of what is going on in the mind of the target or persona you are aiming the copy toward. How will this resonate with their needs, beliefs, interests, preferences, tastes, and desires?
Tone. Copy should always be written in a friendly, relaxed, informative, and unpretentious manner to match our personality. It should be conversational and create the tone of a one-onone conversation. When possible, address the reader as “you” to personalize the conversation. Above all, it must be factual, open, and convey excitement. It must not contain hype.
Style. Copy must not be passive. It should be active using emotive and action verbs to provide a feel for what the reader will experience. Build a sense of anticipation, without resorting to hype.
Tense. Use present tense in copy whenever possible to provide a stronger sense of connection between the reader and actually being in Fairfield.
Perspective. Copy must be written from the customer’s perspective with a focus on what matters to them and how they will feel through the use of emotional benefits. Prospective customers should be made to feel like an “insider” and a participant, not as a distant or unconnected spectator.
Is it There? Conveying tourism-related messages about Fairfield must always ask the question, “Have I correctly and creatively reinforced our Destination Promise?” This applies to everyone, whether the decision is selecting a photographic image, choosing the color of carpet for a trade show booth, or writing copy for a publication or web site.
WIIFM? To ensure that brand communications are customer-focused and convey strong benefits, imagine that the customer is looking over your shoulder as you prepare the materials. When you finish the copy or select an image, imagine the customer asking you, “What’s in it for me?” Use this technique to maintain a customer-centered approach to communication decisions.
Lead with Experiences and Benefits. As consumers, we tend to be led by our emotions and then verify with our logic. Many of Fairfield’s competitors promote their communities by leading with uninteresting lists of minor local attractions, businesses and services. While this information does have a role later in decision-making, the need for this information is rarely at an early stage when customers are assessing the appeal of the place. Lists of “what to see and do”, “where to eat, stay and shop” alone do not achieve this. Prospective customers must first be convinced of what ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 21
is appealing, what’s distinctive, and what’s special and memorable about the place. People should be stimulated by the promise of how Fairfield will make them feel. There may also be the need for messages and content that converts their initial interest into a firm decision and book via early bird tickets, special offers or an enticing timely call to action. Marketing communications should be led by experiences and emotional rewards and not be littered with mundane facts, member lists, or information specifically for internal stakeholders.
Consistency. Long-term success depends on all elements of the brand consistently working in harmony. This does not mean that all messages should be the same, but they do need to consistently reflect the brand essence, personality, and emotional benefits.
Easy Reading. Copy should be presented in ways that are extremely easy to read and paint enticing mental pictures. This alone will place Fairfield at an advantage over some competitors. Use catchy sub headings, bullet points, and boxes to break the copy down.
6.9 Photographic Guidelines High quality photography has the capacity to be one of the most potent and versatile communication elements in Fairfield’s brand toolkit. Photography should present its special sense of place and character. Key points to consider when planning photography to build the brand include: 1.
Honesty: All images must be believable and true to life. The people in the images must be active, credible and captured in natural, engaging and realistic ways. They must be seen as real people doing real things in real places. Compelling images have a strong “wish you were here” flavor.
2. Tell the Story: When a scene engages prospective customers it draws them into seeing themselves in the shot, particularly when viewers can identify with them or they help to tell a story. Try to thread the “cultural and eclectic” story into each frame in a way that the viewer can see himself or herself in the scene and that each builds a cumulative, credible visual narrative. 3. Emotion: People buy products and experiences for only one reason – to feel better in some way. Each image should aim to touch an emotion or deep need of some kind. 4. Authentic: Capture “slices of life” that underpin the brand. This may extend to the models, lighting and techniques used, which should always aim for a natural look and should not be overlit or over-filtered. Images should always feature people who are comfortable and credible in their surroundings. 5. Capture Your Targets: The people in the photographs must resonate with the target audience. If funds are available, well-directed models can make a strong positive difference to photographs. However, they must not look posed, and they must look like real people, not contrived mannequins or models from a fashion magazine.
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6.10 Brand Activation Fairfield should be presented using the brand elements as a prizm or lens to influence the distinctive manner in which the brand will be communicated and delivered. The Destination Promise and Brand Platform provide the foundations for all future programs and should have an influence on every marketing, organizational, and development decision by the CVB. Every person deploying the brand must always ask the question, “Have I correctly and creatively reinforced the brand in this decision or activity?” This applies to every use of the brand, whether selecting a photographic image, choosing the color of carpet for a trade show booth, or proofing copy for a publication or website. The following checklist provides the filters and checklists to assist in embedding the brand. Are we using the …….
Right target audience?
Right positioning?
Right experiences and content?
Right lead products?
Right words and phases?
Right tone and personality?
Right style, typeface?
Right colors?
Right images, audio and videos?
Right emotional benefits through copy, images, videos and audio?
Right partners?
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7.0 Matching the Brand to Target Audiences These are the key messages that should be conveyed to our target audiences. This customer focused approach activates the brand platform in ways that make it most relevant and meaningful for each audience. It demonstrates how brand should be woven into messages, processes, and experiences to connect with customers. These are not intended to be the only messages communicated. Instead they are mainly focused on key points of difference from competitor cities.
7.1 Cultural Tourism Emotional Benefits:
Connection Enrichment Escape
Appreciate locally produced art, handicrafts, and products
Discover the exotic tastes and aromas of our international restaurants.
Fairfield’s eclectic merchant shops, specialty boutiques, studios and art galleries harmonize to create unique shopping experience.
Home to painters, sculptures, musicians, singers, dancers, and poets
First Fridays Art Walk showcases local and national artists in downtown galleries and live, outdoor music
Iowa’s most eclectic and creative small community
Learn about Transcendental Meditation techniques
The Sondheim Center for the Performing Arts presents one of the liveliest entertainment scenes for a Midwest town with Broadway shows and other national performances
You’ll find myriad opportunities to pursue your favorite recreational and cultural interests.
Absorbing Accessible Affordable Atmosphere Camaraderie Captivating Casual Celebrate Discover Enchanting Engaging
Key Messages:
Key Words
Enjoyable Enriching Entertaining Escape Exciting Getaway Immerse yourself Indulge Laugh together Memorable Recharge
Rediscover Refreshing Rejuvenate Relax Rewarding Romantic Savor Share Simple pleasures Treat yourself Value for money
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7.2 Wellness Visitors Emotional Benefits:
Key Messages:
Connection Enrichment
Escape
Iowa’s most creative and eclectic small city Meet a local grower at the Farmer’s Markets. Participate in lectures, classes and discussions about wellness, yoga, dance, organic growing, art and culture. Refresh and rejuvenate your senses on the miles of trails. The world’s largest training center for practitioners of transcendental meditation at Maharishi University There’s a freeing belief that art belongs to everyone, and everyone can be an artist
Key Words
Affordable All in one place Challenge Delight Easy access Energizing Engaging Enriching Escape Exhilarating Feeling calm Fit Fitness
Forget pressures Freedom Fresh air Healthy Indulge Inspiring Invigorating Laugh together Meditate Nourishing Pamper Pleasurable Rejuvenate
Relax Relieve Revitalize Rewarding Simple pleasures Slow down Soothing Stimulating Stress reducing Success Unwind Vigorous Wholesome
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7.3 Southeast Iowa Visitors Emotional Benefits:
Connection Enrichment Escape
A rich calendar of cultural events and activities throughout the year
Close to Pella, Villages of van Buren and Gothic House
Easily accessible locations for groups
Fairfield has affordable lodging, restaurants, brewpubs, nightlife and cultural activities
Fairfield’s eclectic merchant shops, specialty boutiques, studios and art galleries harmonize to create unique shopping experience.
Enjoy the atmosphere and socialize at a brew pub or one of many casual places with live music
First Fridays Art Walk showcases local and national artists in downtown galleries and live, outdoor music
Absorbing Accessible Affordable All in one place Atmosphere Captivating Casual Celebrate Convenient Discover Eclectic Enchanting
Key Messages:
Key Words
Engaging Enjoyable Enriching Entertaining Escape Exciting Fun Getaway Immerse yourself Indulge Invigorating Laugh together
Memorable Pamper Pleasure Recharge Refreshing Rejuvenate Relax Revitalize Rewarding Romantic Savor Value for money
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7.4 A Place to Live Positioning
Fairfield is Iowa’s most eclectic and creative small community where there is a strong shared commitment toward welcoming new residents, volunteerism, and family-oriented activities.
Emotional Benefits:
Connection Enrichment Healthier Success and Achievement Welcome
Key Messages:
A small city with twelve public parks and recreation areas consisting of more than 1,300 acres and thirty miles of trails Affordable housing, excellent schools and opportunities Fairfield’s eclectic merchant shops, specialty boutiques and art galleries harmonize to create unique shopping experience. First Fridays Art Walk showcases local and national artists in downtown galleries and live, outdoor music Growing population while other small towns in Iowa are declining Iowa’s most eclectic and creative small community Learn about Transcendental Meditation techniques Residents can display their creative spirit and passion by producing all types of food, arts and cultural pursuits. Small town spirit, safety and values
Key Words
The Sondheim Center for the Performing Arts presents one of the liveliest entertainment scenes for a Midwest town with Broadway shows and other national performances The variety of cultural organizations and interests Active Affordable “Can do” attitude Caring Collaborative Comfortable Community spirit Connected Contribution Convenient Co-operation
Friendliness Grounded Helpful Hometown Healthy Neighborly Networking Passion Pride Refreshing Sharing
Relaxing Safe Small town values Stimulating Stress-free Together Values Volunteerism Wellness Welcome Wholesome
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7.5 A Place to Locate a Business Positioning
Iowa’s most eclectic and creative small community
Emotional Benefits:
Connection Success and Achievement Welcome
Key Messages:
A business-friendly community A small town that welcomes big ideas. A supportive, business-friendly and “can-do” community Access to highly skilled regional workforce Affordable industrial and commercial land At the end of the day enjoy the atmosphere at a brew pub, club or one of many casual places with live music blends small town charm, art and culture, and entrepreneurial success Significant creative edge over communities of a similar size Eclectic merchant shops, specialty boutiques and art galleries harmonize to create unique shopping experience. Good schools and health services Growing population while other small towns in Iowa are declining High speed Internet connectivity It’s easy to meet and engage with like-minded people
Key Words
Accessible Achievement Affordable Attractive Balance Business friendly Can-do Collaborative Community Convenient Creative
Dream Eco-friendly Educated workforce Energizing Enrich Entrepreneurial spirit Family friendly Forward thinking Fulfill Healthy Helpful Innovative
Inspiring Live life to the full Personable Quality of life Passions Productive Rewarding Smart Successful Sustainable Tap
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8.0 Brand Management Checklists Some places make the mistake of believing that their brand will be operating at 100% capacity from Day One. The following are the leading actions to consider when deploying the new brand. Some are one-off initiatives, while others should be integrated into ongoing programs, budgets and operating plans. The following checklists provide a comprehensive range of brand actions that can be taken in regard to stakeholder, consumer and business audiences. They are provided as options to consider and not as a “to do list”. Actually, the timing and strength with which the brand is deployed and adopted will depend upon your budget cycle, level of funding, skills and experience of staff and vendors, organizational support and autonomy, level of community cooperation, politics and the timing of the introduction of new marketing communications elements.
8.1 Brand Deployment: Getting Started Timing: Usually within the first 90 days Brand Leadership Committee. For at least
the first year after the brand is introduced, a Fairfield Brand Leadership Committee should be established. This group should raise community-wide awareness of brand related issues, build solutions where appropriate, and when necessary apply peer pressure for correct use and support for the brand. Establish a Brand Action Plan. In
conjunction with the Brand Leadership Committee use this checklist to develop a two year plan for launching and introducing the brand. This will prove worthwhile in ensuring that implementation is attuned to CVB operational realities. Establish quarterly goals to monitor progress. Involve staff, board members, residents and partners in celebrating successes and addressing shortcomings. Legal Protection: Ensure copyright and
trademark protection for all relevant names, phrases, logos, symbols and words
used to identify the Fairfield brand and Fairfield CVB. Trademark copyright can be activated through an attorney or through the U.S. Patent and Trademark Office www.uspto.gov/trademark . Use Agreement. Consideration should be
given to producing a “Brandmark Use Agreement” for all approved partners and stakeholders wishing to use the Fairfield Brandmark. This does not include use by organizations wanting access to the design for merchandising purposes e.g. to generate income from the sales of merchandise and souvenirs. Board and Staff Adoption: Ensure that all
CVB staff are familiar with the brand and understand how it can be embedded in all relevant CVB strategies and programs. Leadership Outreach: Establish a schedule
to commence engagement with key leaders and partners to seek their understanding, support and use of the brand as necessary.
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8.2 Strategic Directions: The Path to the Future Timing: Ongoing
8.2.1 Brand Leadership
Change Management: Collaboration, networking, and integration are the signatures of a healthy brand. This certainly takes more than the efforts of the tourism or economic development offices alone. It may involve the people responsible for urban planning, parking, parks, wayfinding systems, education and business licensing. Some of them may have no idea of their daily impact on the city’s identity.A genuine mandate for success may require a change of approach within, and between, many organizations and individuals. It calls for a collaborative approach and may involve tearing down unhelpful barriers, attitudes, and processes. Strategic and Operational Mindset: Focusing available resources behind the Destination Promise and building the brand successfully may require a shift in focus. This may involve renewed focus on markets, buyer behavior, distribution systems, communications and partnerships than those that may have been traditionally nurtured by the CVB. To support this, the organization as much as possible, must develop the systems, policies, resources, budgets, operations and logistics to lead and manage the brand strategy. Strategic Planning. Integrate the brand strategy into the CVB and City planning processes, as appropriate. The brand should not be considered as an “add-on”
for the CVB. . Instead, it should be the central compass that guides the CVB’s actions of every individual, division, and organizational program. For the City of Fairfield it’s advisable to align policies related to planning, wayfinding and services to the brand vision.
Events Audit. Develop a comprehensive inventory of events within the city to provide an understanding of product range, product lifecycles, market readiness and critical operational issues. This should include a major events growth plan to assist development of events and also identify opportunities and challenges for events to be expanded, extended and attract new external markets.
Best Practice. Ensure that Fairfield CVB and its partners aspire to global ‘best practice’ standards through all of its marketing and event development programs and not simply benchmarking itself against other destinations in Iowa.
Attract and Disperse. An attract and disperse or hub and spoke strategy should be adopted by Fairfield to lead marketing with the strongest attractors i.e. great performances, and then disperse visitors across the city and region to other experiences. To achieve this, stronger cross-promotion must be activated by all partners and local organizations, including external partners, to effectively communicate with visitors before and after they arrive in the region.
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8.3 Marketing Communications Timing: Commence within the first 30 days, then ongoing The following checklists and information are to assist in the creation of marketing plans and influence the deployment of the brand in communications. capabilities outside of the city for the first year. Then using the examples and temples created engage a local to continue the implementation. It is essential that the designer consistently and creatively follow the Style Guidelines and not create a new visual identity system.
8.3.1 Marketing Management
Marketing Plan. The brand strategy provides the guiding principles to create the CVB’s annual marketing plan and the ways to focus resources for markets, content and channels that will generate the most effective return and build brand equity for the city.
Marketing Integration. Make sure that all staff and vendors involved in producing Fairfield’s marketing and communications programs are engaged at least once a month in formal meetings to review implementation and brand alignment. In between meetings, and as needed, encourage the ad agency, the PR firm, and other marketing suppliers to speak with each other directly to ensure optimal brand alignment and synergy.
Marketing Supplier RFPs. The CVB should initiate an RFQ/RFP process every two years to source and assess the caliber of services and agencies that the organization engages. This should apply to advertising, web design, graphic design, social media and search engine optimization. Appoint a Graphic Designer: Hire the best graphic designer possible. While it’s attractive to hire a local agency or individual, sometimes it’s not possible in small cities to recruit the necessary expertise. It may be necessary to engage
8.3.2 Content Marketing Fairfield’s marketing is only as strong as the content it deploys. Content marketing focuses on matching content (information or entertainment) to customer needs relevant to the stage they are in their decision-making. In today’s digital age, content can be presented in many forms (blogs, video, podcasts, webinars, brochures, etc.) and is distributed through a variety of new channels, including social media, SEO, sponsored content, and more. The content must be fresh, new, interesting, and add value to the cloud of information that already floats over the Internet. Fairfield content marketing should aim to: 1.
Create outstanding, engaging and shareable content
2. Make your content visible on the first page in Google using SEO 3. Research content that audiences need and will share 4. Use content to convert a lead into sale
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5. Be creative to find the content that resonates best with the audience
Advances in technology and video production are making videos more accessible and affordable for DMOs of all sizes and budgets. Introduce engaging, HD quality brand-related videos for online marketing through the website, Instagram, Facebook, Twitter and on the Visit Fairfield IA YouTube channel. Residents and visitors to Fairfield should be encouraged to upload their videos.
6. Engage the best quality creative and formats 7. Create an editorial calendar 8. Plan integrated content distribution across paid, owned and earned media 9. Work with influencers and partners 10. Evaluate content ROI using analytics
Fairfield Maps. Ensure that maps appropriate for digital and hard copy distribution truly reflect the brand experiences and meet navigation standards for international visitors. Integrate Google Maps into the CVB website and online communications where appropriate. Ensure the accuracy and completeness of Google Maps content.
Message Audit. In conjunction with the Brand Leadership Committee conduct a comprehensive content review across the city of all marketing materials, collateral, stationery, signage, and displays. Do these materials look like they represent the same city or destination? Do they conform to the brand strategy priorities and brand’s visual and verbal identity guidelines?
Create Brand Personas: Target market personas are important tools for embedding content that will attract, engage and convert customers. Create personas to facilitate communications that will be more attuned to target audience needs, interests, wants, and ‘pain points’.
8.3.3 Owned Media
Brand Images. Conduct an audit of the CVB’s current image library to ensure that it contains the images to best project the brand. Constantly invest in high quality images that accurately and emotively depict leading experiences. The people in the images must be active, credible and fun loving and be captured in natural, engaging and credible ways. High Quality Videos. Video has never been more important to tourism marketing.
Owned media is the term used for content and channels that the CVB and City has control over such as the destination website, brochures, blogs, email marketing as well as Facebook, Twitter, YouTube and Instagram. Owned media typically targets existing or prospective customers. The lines can sometimes be blurred between earned and owned media.
Fairfield CVB Website. The CVB’s website should be the central hub for inspiring people to visit Fairfield and for providing the information and connections to enable them to convert their interest into actual travel to the city. It should be the focal point for consumers, media, meeting planners, partners and travel trade to easily access information, respond to
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marketing offers and make travel enquiries. However, in order to fully achieve this, the website, like other marketing applications must adhere to the guidelines outlined in the Brand Style Guidelines.
economic development, it can play a more active role as a member of the Fairfield “marketing team”. It can achieve this by presenting Fairfield as an attractive place to visit, live, work, study, and invest in a business. This will also contribute toward the community sense of pride. The site should more prominently provide links to key organizations to enable website visitors to find the Fairfield information and assistance they are seeking.
– Create an online media center that is not password protected and contains general information, press releases, fact sheets, feature story ideas, images and video clips. – The tourism website should be a mobileready (responsive design), highly interactive and provide links to other businesses and organizations.
Fairfield Web Portal: A navigation
page/website should be introduced as a portal to introduce Fairfield to attract and direct web visitors to the CVB, the City of Fairfield, the Sondheim Centre for Performing Arts, Downtown Association, Chamber of Commerce and Economic Development Association. This is not intended to replace any of the current website, but to provide enhanced navigation and visitation between organizations.
– The site should be integrated with social media programs and Fairfield’s YouTube channel. – The design and content conform to the visual and verbal identity guidelines. – Key experiences are the central organizing principle for content and images.
Website and Social Media Analytics. Conduct monthly analysis of the website and social media performance to set goals and objectives for marketing accountability. Consider providing key partners with a monthly report to allow them to optimize their online marketing in association with the CVB.
Mobile: Ensure that websites are responsive design to optimize smartphone access to Fairfield information. A research study has shown that 94% of leisure travelers travel with a smartphone, with 97% of business travelers bringing at least one device on every trip. Presenting destination information in a format for
– Provide clear navigation paths. – Include geo search maps to assist in identifying locations. – Provide easy to use booking engines and processes with secure payment technology for lodging, event and entertainment ticketing. – Design specific pages for different target markets City of Fairfield Website: The City website
should be redesigned to present more of the city’s distinctive character and sense of place. While the City may not have direct responsibility for tourism or ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 33
mobile devices is essential because they use their phones to provide the 24/7 ability to source information (web), navigate (GPS), be entertained and learn (video), communicate (text), compare (Yelp), meet (Foursquare), brag (Facebook and Instagram) and review (TripAdvisor) while traveling around the city.
Email Marketing: Initiate an email marketing program. This presents a versatile form of direct marketing where the destination can send emails to a prequalified prospects and customers using a variety of formats (html, simple text, rich media). It can be a cost-effective way to maintain top of mind awareness, convert sales or encourage repeat visitation. Building a database of highly qualified contacts is crucial. Close integration with enquiries and ticket sales for the Sondheim Center present an excellent opportunity. Customer Relationship Management (CRM): Investigate adopting a costeffective database system for managing Fairfield CVB interactions with current and future customers. This relates to visitors, website users, marketing responses, partners and stakeholders. This database technology will enable the CVB to organize, automate and synchronize sales, marketing, customer service, and technical support. Consider a system that allows you to integrate mobile applications and maps that emphasize destination locations, restaurants, and hotels for customers. It should provide the database for email marketing for both the CVB and Sondheim Performing Arts Centre.
Social Media: Social media comprises the online channels designed to create, share, or exchange information, advice, images and videos in digital communities and networks. The CVB should monitor and actively participate in the social networking sites relevant to Fairfield target personas and provide opportunities to share brand content. While new social media channels are constantly being introduced, it’s advisable for Fairfield to concentrate on the largest and those proven most effective. Once these are mastered, consider expanding into other channels. The CVB should focus on Facebook, Instagram, YouTube, and Twitter.
Brochures: The new Fairfield brochure is an excellent presentation of the destination and has already adopted some of the look and feel of the brand. Brochures, maps and flyers continue to play an important role in the decisionmaking of visitors who have already left home. Visitors commonly research travel and tour options online before and during a visit. Despite threats from digital platforms, printed materials still has a role to play an important role in decisionmaking. Researchers have found that women are more likely than men to be positively influenced by this form of destination advertising. The following are some of the requirements for optimizing the brand through brochures: –
Ensure that brand copy, images and designs are of the highest quality and reflect the brand.
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–
–
Key experiences should be the central organizing principle for content and images, not lists of members.
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Include well-designed maps that are easy to read for the visitor to accurately plan a visit and navigate.
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Provide descriptions of the city and key elements, not just listings e.g. attractions, culture, dining.
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Clearly project key emotional benefits through images, copy, colors and choice of experiences.
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–
The destination name must always be at the top of the front cover to ensure that it is clearly visible in a brochure rack.
Ensure that in a few seconds the cover clearly conveys Fairfield’s distinctive invitation and clearly demonstrates “What’s in it for me” from the visitor’s perspective. Pre-test draft designs of the brochure with prospective users.
Exhibiting Success. Exhibiting at events can present excellent opportunities to express the Fairfield brand. Everything that the destination stands for is on display. Success requires total consistency, quality, clarity, and focus in every aspect of the process before, during and after the event. Prepare key brand messages and scripts relevant to the audiences attending each event and ensure that Fairfield representatives are well practiced and familiar with the brand.
8.3.4 Paid Media HubSpot refers to ‘paid media’ as the advertising or exposure a business or DMO pays for. This includes paid social media (like Facebook ads and promoted tweets), pay-perclick, and advertising.
SEO: Ensure that all aspects of the website are operating at optimal levels for search engine optimization. By focusing on specific brand priorities, keywords and phrases relevant to priority audiences, Fairfield can achieve high rankings in Organic Search results. As the budget allows, this should be supported by targeted “Pay per Click” advertising.
Register Domain Names: Determine the ideal URLs and domain names for conveying and protecting the Fairfield brand identity.
Advertising: The role of advertising has changed considerably over the past decade. Traditional advertising involving broadcast, print and environmental media still plays an important role in building brand awareness. A strong and readily identifiable advertising theme expressed through the brand message and visual identity should link all communications and project the competitive advantages of Fairfield. Advertising should, wherever possible, observe the following branding rules of thumb: – The community name, logo and tagline are prominently displayed. – The advertising is true to the Destination Promise.
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– The advertising is consistent with the brand personality and tone of voice. – The advertisement speaks to an important target audience need. – The ad features a strong “reason to believe”. – There is one clear message. – Don’t try to tell the whole story - leave that up to the web site, brochure or the rest of the campaign. Keep copy concise. – There is clear differentiation from competitors. – There is a consistent look and feel, true to Fairfield’s brand guidelines across all advertising. – It features at least one tangible benefit as well as an emotional benefit in the copy and images that are based on at least one of the Brand Pillars. – The message is credible and believable. – It is capable of being easily recalled. – The headline and opening copy draw readers or viewers in. – The style of the advertisement is “ownable” by Fairfield. – Similar key words appear in Fairfield brochures, web sites, and publicity. – The reader can easily recognize the next step they need to take. – The advertising campaign should be built around a small number of “hero” images. Use secondary images to support the “hero” shots to add depth and emotional appeal.
– Use a limited number of creative executions to build reach and frequency.
8.3.5 Earned Media HubSpot defines ‘earned media’ is any publicity you haven't paid for that's owned and created by a third party. Earned media is that customer tweeting about "the best trails EVER!" that got several retweets and favorites. However, earned media isn't publicity you pay for or own. When media not owned by the CVB mentions Fairfield on Twitter, Facebook or any other social media channel this is earned media. Other types of earned media may include consumers’ social media posts, tweets, reviews, videos, photos, and discussions.
Public Relations. Public relations should play a prominent role in Fairfield’s marketing and community communications. Traditional pr has transitioned to an online-based marketplace. Investigate tapping the power of leading travel bloggers and print journalists. Provide assistance to Travel Iowa by providing media releases, story ideas related to the Fairfield brand and hosting priority media to publicize key brand experiences and events. Create an online media center that is not password protected and contains general background information, press releases, fact sheets, feature story ideas, images and video clips. –
Coordinate a quarterly meeting of public relations and marketing communications professionals in Fairfield who benefit directly from a positive image for the city.
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–
Develop an inventory of Fairfield story ideas and content to generate media visits and press releases to support the brand.
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Develop a media kit comprising press releases, fact sheets addressing relevant subjects, JPG images and destination Q&A.
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Prepare a media communications calendar in consultation with key partners to focus on specific, timely subjects throughout the year.
Public Affairs. Implement an ongoing strategy to inform Fairfield leaders and residents, and businesses of the success of the brand and the economic and social benefits from tourism that the CVB is achieving.
Crisis Management. Maintain a crisis management plan for a wide range of contingencies that may negatively impact Fairfield. The CVB should be integrated into the crisis management plans of the City and County, and other organizations, as appropriate. Key executives and brand spokespersons should participate in media training.
Social Media Spokespersons. Assemble a group of local spokespersons who are capable of monitoring social media and being authoritative experts on a range of subjects that support Fairfield’s credentials as one of Iowa’s leading cultural tourism destination. They should be empowered to post, comment and respond to relevant online conversations.
Third Party Exposure. When represented in brochures, websites and advertising of
third party organizations (for example Travel Iowa), assurance should be received that the city will be presented according to the brand guidelines appropriate to the particular target market being addressed. With Fairfield input, third party communications should clearly convey the strengths, competitive advantages and key experiences of the city and not be left solely to their discretion. The same applies to blogs and publications by other publishers. Review both the commercial and non-commercial guide books and websites produced by third parties that include Fairfield and Southern Iowa (e.g. Fodor’s Guides, AAA publications, TripAdvisor etc.) Also consider the use of Google Places, Facebook Places, Yelp and FourSquare..
Trip Advisor: TripAdvisor® is the world's largest travel site, enabling travelers to plan and book their travels. TripAdvisor offers advice from millions of travelers and a wide variety of travel choices and planning features with seamless links to booking tools that check hundreds of websites. TripAdvisor branded sites make up the largest travel community in the world, reaching 340 million unique monthly visitors and 350 million reviews and opinions. Places like Fairfield can leverage TripAdvisor to better inform visitors and extend their stay, and travel more extensively within the region. Following are ways that TripAdvisor can improve the Fairfield brand experiences. 1.
Feature the Visitor Information Centre
2. List publically managed experiences such as walking tours
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3. List Fairfield’s public attractions i.e. those such as the town square, key streets and parks. 4. Encourage positive reviews from visitors In the travel business, TripAdvisor has become one of the most popular (and persuasive) means of communicating business information to potential customers. TripAdvisor provides consumers with a ready collection of positive reviews and testimonials, which can act as one of the most valuable marketing assets to a business owner. Likewise, negative reviews can result in severe damage to a brand which makes it important for businesses to understand how to handle negative reviews. Properly handling online reviews (both the good and the bad) allows a business to have some control over its online reputation. Fairfield Hastags: A series of priority
hashtags should be introduced for social media to provide a way of grouping messages, having conversations and allowing people to search for a particular topic of interest in regard to Fairfield. These should be destination specific #fairfieldiowa #thisisfairfield #thisisiowa, #fairfieldvibe, #tuneintoourvibe
Digital Influencers: Target individuals on social media who are trusted sources and have the capacity to influence the travel choices of their followers and communities. The messages and values of these influencers should align with the Fairfield brand. They should have the
ability to produce and distribute content that can reach and inspire specific niches e.g. wellness, art, etc.
Online Reputation Management: Usergenerated - reviews, comments and opinions can determine a city or destination’s online reputation. The importance of user-generated content through myriad website and blogs make this a critical medium to actively monitor. These include Online Travel Agents websites (such as Booking.com and Expedia), meta search sites (such as TripAdvisor), Google+ pages, Twitter, YouTube, testimonials on websites, comments on blogs and Facebook Business Pages. It is important to monitor where and when Fairfield is being mentioned to engage with reviewers. The CVB should develop a plan for how to respond to negative comments. Effectively responding to these comments can mitigate negative comments and limit their impact. Consideration should be given to: –
What types of negative comments do you ignore?
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What types of comments warrant a response?
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How does CVB staff pass these comments to partners when necessary?
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What processes are needed for realtime social media crisis monitoring?
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8.4 Brand Adoption and Outreach Timing: Commences within the first 90 days The success of the Fairfield brand will be strongly influenced by the degree to which it is understood, supported and used by constituents. Success will be linked to how key organizations and individuals understand the brand, support consistent brand messages, as well as demonstrate a clear commitment to the brand.
Brand Rollout. The successful adoption and use of the brand by stakeholders is essential to its viability. We may only get one opportunity to generate the enthusiasm, support and energy needed for success. One of the keys to a successful rollout is to carefully plan the many actions needed to orchestrate an impactful introduction. See Appendix 1. Cross-City Partnerships. Communicating and delivering the brand cannot be the sole province of the CVB. Many elements require a shared responsibility across the city and region. This calls for the engagement of community and business leaders, organizations and individuals who can orchestrate the on-brand behavior, regulations, policies, investments, and plans necessary for Fairfield to excel in delivering brand experiences. Key Stakeholder Outreach: Programs should be introduced in conjunction with the Brand Leadership Committee to generate awareness, support and use of the brand. Key groups should include leading public, private and non-profit organizations.
messages that are conveyed to each group of stakeholders. – We are redefining what the Midwest thinks of Fairfield through this strategy. It will result in more jobs, business opportunities, and benefits for all Fairfield residents and organizations. – The strategy was developed following extensive community consultation and research to assess our strengths, and the perceptions and attitudes toward Fairfield. – This brand strategy sets a positive direction for Fairfield to enhance its reputation as an attractive place to visit, as well as live, work and study. – We would like you, as appropriate, to consistently and accurately use the brand and by working in a unified manner with Fairfield CVB improve the attractiveness and image of Fairfield. – We invite you to play your role in creatively delivering and building outstanding visitor experiences to support our Destination Promise.
– Encourage tourism partners to consider each other as allies and not always Key Outreach Messages: Consideration competitors. Join in by increasing the should be given to including some of the level of cross-selling, collaboration, joint following points, as appropriate, in the marketing, bundling to create a stronger visitor experience. ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 39
8.5 Brand Organization: Excellence Behind the Scenes Timing: Commence within the first 30 days, then ongoing A brand strategy frequently requires the DMO and its partners to adapt to new circumstances for the brand to attain its true potential. Effectively managing the new brand requires that there be no walls or “silos” in which people and organizations isolate their on-brand actions. Leaders should constantly evaluate how to create a stronger brand community in order to have a better playing field. Ultimately, success goes to those that pay attention to the messages, politics, processes, people, experiences, and priorities that underpin the brand. It’s everyone’s job to a greater or lesser extent!
Fairfield Brand Manager: Appoint or designate a CVB executive with the responsibility to be brand manager to ensure optimal internal and external application of the brand. The Brand Manager must identify opportunities and build brand awareness across the organization and the city, monitor interactions with customers and coach frontline staff and partners on brand behavior, expectations and experience design. This will be an extra delegation of responsibility for an already existing position. Brand Identity Specialist. The responsibility for oversight of the brand identity should be allocated to a CVB staff member, ideally the Marketing Manager. This person is responsible for brand communications and reviewing all new executions of the brand by the CVB and partners. This specialist should be creative, have strong marketing and interpersonal skills and be assertive yet persuasive in dealing with partners to manage and protect the brand. This person is likely to be responsible for the brand compliance of the work by the CVB’s marketing vendors, e.g. web
designer, designers and advertising. This will be an extra delegation of responsibility for an already existing position.
Recruitment: When recruiting staff, volunteers and Board members preference should be given to those who are passionate about the Fairfield brand, share its values and can speak knowledgably about the brand and the cultural and creative experiences that support it.
Job Descriptions. Ensure that the CVB’s organizational structure and all job descriptions are adjusted where necessary to include responsibilities to support communication and delivery of the brand. ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 40
Performance Appraisals. The annual appraisal for all CVB staff should include an evaluation of their performance in regard to their accurate and creative deployment, management, communication and delivery of the brand.
continuing education programs to enhance the branding expertise of key staff and partners.
Brand Fairfield Training Sessions. Conduct concise brand presentations for front-line tourism and hospitality staff, as well as executives throughout the region. These should be designed to explain the Fairfield brand, the Brand Platform, Signature Experiences and communications. This should be an ongoing program to constantly inspire and reinvigorate partners and their staff. The sessions will help maintain a brand focus and will also aid cross-selling, visitor satisfaction and extend visitor length of stay and spending.
Marketing Manager Meetings. Conduct periodic meetings with the marketing staff from lead partners to ensure that they understand and how to best deploy the brand and participate in Fairfield CVB programs.
Continuous Outreach: Due to turnover in key positions, it will be necessary to ensure that new appointees to critical positions among key stakeholders and partners are always aware of the brand and the ways in which they can help (or hinder) its development.
Brand Coaching and Education Building exceptional brands starts with a commitment from leaders and senior management, and should filter through all visitor touchpoints to consistently exceed customer expectations.
Staff Education. Immerse CVB staff in an environment where they are steeped in branding information and techniques. The objective should be to increase their understanding for how the Fairfield brand can be more productive through on-brand actions. Introduce a schedule of
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8.6 Brand Experience Touchpoints: Delivering the Brand The following checklist is designed to assist in identifying points where the brand can be communicated and bought to life. This is not intended to be the definitive list of touchpoints. However it may stimulate discussion and ideas. Stationery
Business card, international Business cards, standard Checks Conference satchels Contracts Envelopes Fax covers HR application forms HR employee benefit forms
Internal memos Invoices Letterhead, executive Letterhead, standard Mailing labels Membership applications Membership decals Note cards
Press releases Proposal and bid formats Purchase order Reorder cards Research / survey forms Report formats Software templates With Compliments cards
Information Center and Tourism Office
Art in office Brochure displays Color and designs Decals on windows/doors Displays Door handles Door mat Doorway External signage Floor coverings Floral displays Furnishings
Information panels Interpretive displays Lobby Local produce sales Maps New member packets Newsletters Meeting room signage Music Operations manual Outside brochure display
Outside information display Outside map Parking spaces Room identification Staff knowledge and service Recorded information Reservations services Posters Presentation folders Shopping bags Special announcements
Events calendar Frontline staff training Image and video files Loyalty programs Media kit Media relations - external Media relations - local Meeting planner guide Member communications Outdoor ads - bus shelter Outdoor ads - roadside Point of sale Product placement
Promotions Publicity events Sales calls / presentations Social media Spokespersons Third party publications Training and coaching partners Video and DVD covers Visitor Guides Web videos Wedding planner guide Yellow pages
Marketing Communications:
Advertising – print, digital, environmental, broadcast Bid documents Brand Ambassadors Content marketing Co-op marketing programs Corporate communications Cross-marketing Digital marketing Direct mail Discount cards Editorial coverage Email marketing
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Digital Communications
Banner advertising Blogs Community portal Content marketing Database marketing E-Brochures Email signature Email style E-newsletters E-Postcards Free screensavers Keywords
GPS Applications Image gallery Intranet site Key words Linking strategy Mapping applications Mobile apps Online directories Online reservations Pay per click words Pod broadcasting PowerPoint presentations
Presentation on partner sites Search Engine Optimizing Site design Social media Social networking sites URLs Websites Web Advertising Web Links Online Media Room Video Channel
Greeting Information center Information Staff Interior Design Mobile apps Real Estate Agents Reservations systems Retailers
Signs - airport welcome Signs - bus station welcome Signs - conference center Signs – directions Signs - gateway Signs - wayfinding Taxis Wall hangings
Maps Parks Parking areas Photo Spots Police and public officers Public art Public restrooms Rest areas Signage - directional Signage – parking / traffic Signage - self-guided tours
Signage – wayfinding Site markers Stampings - sidewalks, walls Storytelling Street grates Street theater Streetscapes Transportation Tree grates Umbrellas Wi-Fi
Arrivals and Gateways
Access to information Airport backlights Architecture Art Brochure Display Displays Free Wi-Fi GPS Functionality
Placemaking
Banners Benches Business signage Flower boxes GPS Interpretive signage Kiosks Landscaping Lighting Litter bins Maps
Events
Event sponsorship Podium signage Flags Posters and billboards Interviews Signage Invitations Tickets Music and entertainment ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 43 Advertising Announcements Banners Booth / kiosk Co-sponsorship
Trade Shows and Exhibitions
Announcements Attire / uniforms Banners Booth design Catering Co-branding Collateral Competitions / prizes Co-op partner Employee badges
Floor displays Floral displays Furnishings Giveaways Handouts Hospitality suite décor Images – large format Invitations Music and entertainment Name badges
Pop-up displays Posters Presentation - A/V Presentation – personal Prizes Refreshments Script and message Signs Table displays Training for event
Service vans Signs Shelters
Shuttle buses Taxis Temporary signs
Hats Hoodies Jackets Mouse pads Mugs Pens Place mats
Polo shirts Screen saver Sun visors Sweat Shirts T-shirts Vests Water bottles
Naming of rooms Newsletter Office art and paintings Office Signage Parks, gardens and entry Phone greetings Public Affairs Public art Public information Public relations
Recreation Recruitment Speeches and presentations Training and coaching Stationery Uniforms Vehicles Buildings and structures Wayfinding Website + social media
Vehicles
Buses Corporate vehicles License plates
Merchandise
Calendars Can holders Caps Carry bags Coasters Drink glasses Flash drives
Municipal
Advertising Community awards Bill stuffers Codes, regulations, permitting Displays Events Gifts to VIPs Library Maps Merchandise
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8.7 Brand Experience Delivery
Visitors do not want to simply see things and be passive observers. They want to be engaged and immersed in what is happening by enjoying authentic and fulfilling encounters. For Fairfield to deliver memorable experiences requires a constant 360° focus by all partners to provide superior value for visitors through highly satisfying touchpoints such as concerts, restaurants, coffee shops, retail stores and strolling the town square. Each of these points of contact between customers and the city can build (or erode) its brand image. We must always ask the question, “what’s it like to be our customer?” In developing experiences, consider:
Which lodging establishments offer more than a place to stay?
How can visitors be engaged, stimulated and actively involved in memorable ways?
Are there engaging or iconic photo shots to encourage selfies and social media sharing?
How do businesses help visitors connect to the local area’s distinctive strengths?
How does the Fairfield experience compare to similar places and operations around the USA?
Do marketing materials convey compelling experiences or only product details?
Are experiences ‘bundled’ or ‘packaged’ providing complementary products for visitors e.g. dinner, show and lodging? ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 45
Ultimately, success involves attention to the systems, processes, people, regulations, resources, and priorities that underpin the city’s experiences. It is not simply the frontline employees at the customer interface who must be engaged; it also involves the organizations, executives and strategic priorities behind them. Some of the gaps and opportunities revealed during the brand research process and the DMO Proz Tourism Assessment include the following:
8.7.1 Attractors and Activities These are the features and attributes that entice people to visit a place and in turn encourage them to extend their stay or return. Attractors
Assessment
Comments
Downtown Square
Needs improvement
Continue enhancement of building facades Consider relocating program for non-dining, retail and entertainment businesses Develop as an iconic point to generate social media buzz
Arts Incubator
Needs improvement
Develop a program to recruit artists and reuse old buildings for artisans of all mediums
Arts & Convention Center
Needs Improvement
Consider name change to place greater clarity on cultural and arts attractions.
Museums
Needs improvement
Improve directional signage, onsite markers and interpretation. Introduce cross-marketing between museums
Maharishi University
Needs Improvement
Outdoor activities
Very good/Needs improvement
Festivals and events
Needs improvement
Improve orientation and interpretation Improve signage Improve directional, trailhead and trail signage at parks. Encourage a bike rental outfitter downtown. Encourage the introduction of small events and festivals related to the special interests of locals that can draw like-minded visitors. Consider food related, “Taste of� events. Consider addition of themed events on nonFirst Fridays
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8.7.2 Infrastructure and Amenities Infrastructure and amenities includes the transport, accommodation, food and beverage, and the cultural and leisure facilities essential to service visitors’ needs. They provide residents and visitors with services and experiences that make their stay comfortable and convenient. Assessment
Comments
Public restrooms
Needs improvement
Public restrooms in downtown are limited to municipal buildings and are available only during government business hours.
Parking
Adequate
Parking lots and parking areas exist. However, signage can be improved.
Empty Businesses
Needs improvement
Recruit downtown retail and visitor-related businesses
Dining
Needs Improvement
Encourage improved opening hours for restaurants.
Shopping
Extend opening hours Increase the mix of retail shopping options
8.7.3 Placemaking Placemaking addresses the streetscapes, gateways, squares, precincts, parks, public art, and trails that will attract people because they are pleasurable, enticing or interesting. These provide a distinctive sense of place, welcome and community spirit. TDM interviews, workshops, community survey and site inspections revealed several areas in which the attractiveness of Fairfield can be improved for both residents and visitors. Assessment
Comments
Thoroughfare curb appeal
Needs improvement
Encourage a clean-up of eye-sore private property on main streets into downtown
Street landscaping
Needs improvement
Encourage expansion of flowers baskets and street furniture, etc.
Retail signage
Needs improvement
Continue introduction of blade signs on downtown buildings.
Street banners
Needs improvement
Branded street banners would provide an opportunity to express the new brand visually, and provide a more lively atmosphere
Public art
Adequate
Public art already adds to the ambiance of Fairfield, but more could be added.
Downtown lighting
Needs improvement
Improve downtown lighting to better sustain after hours trading and events
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8.7.4 Wayfinding and Signage Wayfinding and signage play an important role in encouraging people to spend money by effectively guiding them to desired locations. Well designed, branded wayfinding can play an important role in communicating the brand and presenting a more unified location. Signage Types
Assessment
Comments
City Wayfinding
Needs improvement
The City should look to developing a uniform set of signs to direct visitors to key attractions and points of interest.
Downtown Cultural District
Update
Update signs/banners seasonally.
Main Highway Signage
Adequate
Signs are adequate but should be consistent style, fonts, color. Improvements will be identified in a detailed Wayfinding assessment.
City Gateways
Adequate
Gateways are adequate but should be consistent style, fonts, color. Improvements will be identified in a Wayfinding assessment.
Pedestrian Directional Needs improvement
Pedestrian level signage within the downtown precinct to key points to interest can be improved.
Trails and Trailheads
The signage for trailheads, trail markers and interpretation on trails needs improvement.
Needs improvement
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9.0 Measuring Success With the brand now launched, it is vital to closely monitor and manage its progress and make adjustments when necessary. This is not necessarily an expensive or time-consuming exercise. While several performance measures such as visitor numbers, overall economic performance, information requests, lodging tax revenue, occupancy levels, visitor spending, event attendance and advertising responses may already be monitored, there are a number of additional brand metrics that should be appraised at least once a year. The following indicators can be used to evaluate the brand beyond normal ROI measures: FAIRFIELD BRAND IMAGE Monitor shifts in customer/resident attitudes, perceptions. Performance Indicator Actions Brand Awareness
Monitor and track the unaided awareness and image of Fairfield and its key strengths for target audiences.
Perceptions of Fairfield
Monitor shifts in customer/resident attitudes, perceptions, and the image of Fairfield, as well as the sentiments toward Fairfield strengths as a destination.
MARKETING PERFORMANCE These relate to the brand’s ability to be considered above others in the marketplace and stand for something important in the minds of key audiences. Performance Indicator Actions Customer Profiles
Assess shifts in customer profiles and personas, source markets and buying behavior.
Digital Analytics
All digital marketing should be evaluated regularly using Google Analytics and other tools to monitor web traffic, rankings, competitors, links, followers, friends, visitors, likes, key words and SEO, page views and a variety of relevant metrics.
Marketing Programs
Monitor and evaluate performance of tactical marketing across earned, owned and paid channels using accepted industry metrics. However, these should relate to the specific objectives and investments set for each program.
Market Share
Determine Fairfield’s share of market compared to key competitors and within key market segments where data is available in regard to visitor volume, length of stay, purpose of visit and spending.
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Strategy Implementation
Tourism Impacts
Monitor the level of success in activating and implementing the recommendations in this strategy. Track factors for success and reasons for gaps in deployment and performance. Monitor Fairfield’s performance for tourism results in regard to visitor occupancy, spending impacts, visitor volume, overall trends, and visitor shares.
STAKEHOLDER SUPPORT These measures relate to the esteem of the brand and the level of understanding, use and support the brand receives from partners, stakeholders and residents. Performance Indicator Actions Community Advocacy
Poll residents every two years to monitor their level of support for Fairfield as a place to visit, live and work.
Brand Adoption
Review commercial, government, cultural, community and event management organizations to gauge the extent of their adoption of the brand - beyond the logo and tagline use. Consider the extent and accuracy of their adoption of brand messages, images, and the introduction of new products and experiences.
Community Brand Support
Conduct a survey of residents, businesses, tourism, government and other interested organizations. This should include assessment of residents’ overall image of Fairfield and that of certain key precincts. Repeat every two years.
Co-operative Support
Track the level of participation in Fairfield CVB cooperative marketing.
Stakeholder Feedback
Survey key stakeholders, partners, and city messengers to explore and monitor brand and tourism issues.
BRAND ADOPTION Evaluate the consistency, accuracy and alignment of the implementation with the brand strategy. Performance Indicator Actions Brand Consistency
Review the appearance and content of all appropriate marketing materials produced by partners. Monitor message alignment including those produced outside of the area.
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Media Coverage
Monitor media coverage and content, particularly externally, for its use of the desired brand messages and priorities. Also assess against target media outlets and influencers.
BRAND EXPERIENCES Monitor the delivery of brand experiences and the development of new initiatives. Performance Indicator Actions Customer Satisfaction
Every two years conduct perceptions surveys to monitor satisfaction and attitudes toward Fairfield delivery of experiences for visitors and non-visitors, and the likelihood of visitors returning.
Experience Development
Monitor the number of new tourism-related businesses, events, packages and multi-product offerings to ensure they demonstrate on-brand experiences to successfully meet customer needs.
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APPENDIX 1: Brand Launch To launch with volume or not to launch? The debate that often occurs in regard to the best way to release the brand is whether to phase the introduction or whether to go with a big band launch. There are merits in both approaches, but in the end it will be a matter of what is most appropriate in regard to local politics, CVB support, budget, status of marketing materials and collateral. Phased implementation provides time to develop new communications using the brand identity, avoids the demands on staff, vendors and budget. However a phased approach may add confusion with old and new materials in circulation and a loss of focus on the new brand. Consequently, the launch should not be approached in an ad hoc or casual manner. Ideally, it should be conducted when there are tangible examples such as the branded website and materials available demonstrating the new brand identity. Otherwise the logo and tagline get all of the attention. Among the issues to consider are:
The Brand Implementation Committee should be actively involved in determining the nature and planning of the launch.
Initiate one-on-one briefings for key individuals and organizations. This is an ongoing process and will continue long after the launch. The responsibilities for this while lead by the CVB, should also involve committee members.
Ensure that the launch event features a variety of business, government and non-profit leaders who speak positively about the initiative and where appropriate cite examples of how they will be supporting its development. The active involvement of a variety of key stakeholders builds confidence and unity of purpose.
Conduct the launch when examples of the use of the brand can be demonstrated. This might include the web site, visitors guide, merchandise, display materials, banners, advertising, stationery and examples of future applications.
Prepare a brand presentation kit to aid one-on-one presentations and the launch.
Produce giveaways featuring the brand to give to attendees at the launch event. Giveaways could include shirts, caps, buttons, quality bumper stickers, pins, bags and coffee cups.
Do not allow the logo and tagline to absorb the launch focus of attendees and the media
Conduct educational workshops for partner staff responsible for marketing.
Develop key messages for the launch and consider responses to possible negative comments.
Consider a media communications program to promote the brand strategy to local, regional and statewide media. This could include a major feature in the local newspaper that is supported by advertising by key brand partners, including event organizers.
Consider a pre-launch briefing with the Editorial Board of the local newspaper ________________________________________________________________________________ Fairfield IA I Brand Strategy I September 2016 52