Visit Corpus Christi Destination Business Plan 2022-2023

VISIT

Dear Community Partners and Stakeholders,

Travel and tourism not only drive our economy, but enhance our quality of place improving our quality of life as a destination that people want to live and move to.

Our mission is to “Create a Better Community by Sharing Corpus Christi with the World” and what you are about to read emphasizes this like never before. As we enter the final year of our three-year strategic plan, we will look to take another step toward our next mission. The past two years have seen Visit Corpus Christi grow and develop into a trusted community resource by focusing on becoming a first-class organization. Last year, we highlighted our efforts to become one of less than 200 destination organizations in the world to achieve international accreditation. Recognized at the local, state and national level with speaking engagements, board and committee appointments, and national eTSY awards including the national award for ‘Most Innovative Brand’ with our Gulf Coast Capital brand. This year, our Destination Business Plan takes a different approach. Visit Corpus Christi aims to go bigger and bolder when considered as an exemplary destination organization by its peers and is recognized across the country as an example of how destination management organizations should operate. The strategies in this plan are deliberate, gutsy and designed to be collaborative in a way that will bring the community in more so than ever before. Success means putting Corpus Christi on the map internationally as a destination; not only as a place to visit, but a place to invest, open a business, attend college, retire, or build a beachcity lifestyle.

As travel and tourism goes, so does the Corpus Christi economy. A study last year by the Texas Governor’s Office of Economic Development and Tourism found that for every $1 Visit Corpus Christi spends, the organization generates $11.88 in sales tax revenues, going directly into our city and community. This year, we worked with the same organization to conduct an economic impact study just on Corpus Christi. That study shows that for the past 12 years in a row, more people chose to visit Corpus Christi, stay overnight, and spend their money here than any other Texas coastal destination. That also means more visitors contribute sales tax revenues to Corpus Christi than any other beach destination. Corpus Christi’s 20222023 annual budget again shows all-time high allocations for infrastructure and enhancements including street repairs, improvements, expansions of parks, and additions to La Retama Public Library. The visitor economy continues to improve the Corpus Christi residents’ everyday quality of life, a mission our organization fully dedicates itself to.

On behalf of Visit Corpus Christi and our board of directors, we are proud to publish our 2022-2023 Destination Plan. We hope it inspires you to get involved and take action in finding your own way to be a positive force in making the Gulf Coast Capital what we all know it can be.

Brett Oetting Visit Corpus Christi President & CEO

TABLE OF CONTENTS

Who We Are at Visit Corpus Christi DestinationNEXT Futures Study

Corpus Christi Destination Next Assessment 2020-2023 Strategic Plan

Economic Impact Study

Organizational Strategy

Marketing and Communications Strategy

Experience Development Strategy

Convention Sales and Services Strategy

Sports Commission Strategy

Film and Music Commission Strategy

Research Strategy

Corpus Christi Staff

TPID Budget

WHO WE ArE

EXECUTIVE SUMMARY

Serving as the Destination Marketing Organization for the city of Corpus Christi, Visit Corpus Christi has continued to make significant progress in the second year of our three-year strategic plan. With the support of our local community, stakeholders, and city leaders, Visit Corpus Christi has advanced in its goal to help the city become the “Gulf Coast Capital” of Texas making us one of the top travel destinations in Texas.

Annually, Corpus Christi welcomes over 10 million visitors who spend $1.3 billion, generating $30 million in sales tax revenues, and contributing 26% of citywide sales tax collections. Visit Corpus Christi is committed to our community and the need of community shared value. It is important to the organization that our residents understand the impact tourism has on the local economy and shares the sentiment of our vision in “Creating a better community by sharing Corpus Christi with the world”. Our growing economy, convention facilities, sports venues, hotels, and experiences are the key to making Corpus Christi the best place to live and visit.

DESTINATION MARKETING ACCREDITATION PROGRAM

To achieve DMAP accreditation Visit Corpus Christi was required to undergo an intensive application process and demonstrate continued adherence to the highest level of industry standards. Visit Corpus Christi demonstrated compliance by meeting and exceeding the extensive list of industry standards and joins the ranks of more than 200 destination organizations globally that have obtained DMAP recognition.

DESTINATION NEXT FUTUrES STUDY

2021 Opportunities

The 2021 Futures Study is a deep dive into the major opportunities for destination marketing and management leaders in these dramatically changing times. It is an ambitious global project intended to provide a roadmap for destination organizations heading into the future.

Rather than a conventional SWOT analysis, a Future Map helps destination organizations focus on the trends that they can impact or affect. The analysis identified a significant variety of opportunities to exploit, as illustrated in the upper right quadrant of the grid.

The Three Transformational Opportunities are:

Destination Alignment

Aligning the public, private and civic sectors drives destination performance

Sustainable Development Destination and product development should marry people, planet, profit and policy

Value Based Marketing

A community’s values, goals and creative energy are the new competitive advantage

TOP 25 TrENDS

Industry & Consumer Trends

1. Customers increasingly seeking a unique, authentic travel experience.

2. Content creation and dissemination by the public across all platforms drives the destination brand and experience.

3. Social media’s increasing prominence in reaching the travel market.

4. Video becomes the new currency of destination marketing and storytelling.

5. Harvesting data and developing business analytics differentiate successful tourism enterprises and destinations.

6. Mobile devices and apps becoming the primary engagement platform for travelers.

7. Travelers demanding more information, control, interaction and personalized information.

8. Customers increasingly expect highly curated and customized destination content.

9. Smart technology creating new opportunities for innovative new services and processes.

10. Geotargeting and localization becoming more prevalent.

11. Communities more engaged in the development and management of the destination experience.

12. Increasing importance of transparency and building partnerships to secure business to a destination.

14. More communities and municipal governments are aware of importance of tourism to new local economy and job growth.

15. Air access to a destination is a key factor in attracting business.

16. Travelers are seeking more personal enrichment, including wellness and wellbeing.

17. Destinations are looking at sustainability much more broadly, encompassing economic, social and environmental impacts.

18. More third-party information providers aggregating content about destinations.

20. The brand of a destination becoming a more important factor for destination decisions.

21. Governments dealing with tourism from an integrated, multi-departmental perspective that is focused on economic development.

22. Technology makes travel products and services more transparent to the customer.

23. More information clutter and noise about destinations occurring in the marketplace.

24. Young travelers are more aware of their impact on the communities and environment they visit.

25. Influencer marketing is becoming an increasingly essential component of the destination marketing mix.

13. Organizations are increasingly developing strategic alliances across multiple economic sectors in order to leverage resources.

19. Peer-to-peer buyer influence driving customer purchases.

COrPUS CH rISTI DESTINATION

NEXT ASSESSmENT

The DestinationNEXT Scenario Model & Assessment Tool is the only strategic framework for destinations of its kind. It combines the most wide-ranging industry research available with a comprehensive survey for community and stakeholder input to provide destination organizations with strategies for sustainable growth.

The self-guided online survey identifies the most significant opportunities and challenges in the destination related to both the visitor experience and the local community. Then, the data is plotted into the Scenario Model below, where the rankings can be compared anonymously against other destinations with similar visitor markets. Furthermore, the assessment tool is a robust community engagement platform that fosters conversation among stakeholders, and residents if desired, to develop a shared vision for the future of the destination.

Scenario Model

This year includes some significant updates to the DestinationNEXT Scenario Model and Assessment Tool, which is based on a survey for public, private and civic stakeholders to identify opportunities and challenges in their local visitor economy. The survey data is used to plot the destination in one of four quadrants within the Scenario Model (below). Each of those scenarios have specific strategies that destination organizations should employ to address challenges and increase opportunities.

Overall Assessment

Explorers

KEY STRATEGIC CHALLENGES

• Rallying the community to work together towards a realistic vision and strategy

• Building community recognition and acceptance that transformational change is needed

• Implementing the strategy with limited resources

Voyager City Examples

WHO WE ASPIRE TO BE

• South Walton, Florida

• Louisville, Kentucky

• Monterey, California

• Panama City Beach, Florida

• Pensacola, Florida

• Sonoma County, California

• Tuolumne County, California

• Sarasota, Florida

• Tucson, Arizona

Key Takeaways

2020-2023

STrATEgIC PLAN

In September 2020, Visit Corpus Christi developed a three-year strategic plan which identifies the essential key metrics needed to fulfill our vision of becoming the Gulf Coast Capital for coastal and outdoor recreational experiences. As the second year of our strategic initiatives comes to an end, we reflect on the progress Visit Corpus Christi has made towards our primary objectives.

Inclusive Community Alignment

Visit Corpus Christi redefined the #CCME campaign. This campaign promotes a heavy focus

on fostering the messaging in our local community our community through advocacy and support for the local tourism industry.

Driven Organization

Visit Corpus Christi worked closely with area hoteliers and the Texas Hotel Lodging Association to develop the Corpus Christi Tourism Public Improvement District. The program is designed to expand promotion and marketing capabilities further increasing the visibility of the Gulf Coast Capital. Corpus Christi is the sixth city in the state of Texas to pass this legislation.

Bold SMarketing

Visit Corpus Christi strategically developed the Corpus Christi Sports Commission with a focus on creating world-class sporting events and attracting competitive land and water sports further driving tourism to the Gulf Coast Capital.

Collaborative Experience Development

Visit Corpus Christi worked together with the city of Corpus Christi to determine whether to invest in a new feasibility study addressing the potential need for a headquarter hotel connected to the American Bank Center. A headquarter hotel would be a major economic driver bringing in new business, larger meetings and conventions, leisure, and sporting events to the convention center.

THE OUTLOOk AHEAD: STrATEgIC PLAN 2022-2023

As we begin the third and final year of our strategic plan, Visit Corpus Christi is dedicated to completing the following key initiatives outlined below. We remain confident in the goals we have set in place for our organization to achieve. We know that in doing so we will continue to support the growth of tourism in Corpus Christi truly making us the Gulf Coast Capital.

High-value persona based marketing

Develop an industry leading hospitality workforce development roadmap

ECONOMIC IMPACT STUDY

A recent economic impact study found that the impact of the Corpus Christi travel and tourism industry leads Texas beach destinations across the state. Data from Dean Runyan Associates, San Antonio based Source Strategies and STR Inc., a national hotel data company pieced together a study led by the Visit Corpus Christi research team to quantify the impact travel and tourism has on Corpus Christi. The primary highlight of the report shows overnight hotel stays and lodging revenue in Corpus Christi continue to lead all Texas coastal destinations ahead of Galveston, South Padre Island, Port Aransas and Rockport.

Grow the reach of convention sales to include new strategic target segments

Expand public relations efforts to grow earned media opportunities

Scan to read more on our Economic Impact of Travel in Corpus Christi

OrgANIzATIONAL BUSINESS OBJECTIVES

OrgANIzATIONAL EXCELLENCE

Continue to operate as one of 200 worldwide destinations with DMAP Accreditation.

COHESIVE TEAm

Build upon nationally recognized initiatives focused on developing a high performing cohesive team.

COLLABOrATIVE PArTNErS

Continue to strengthen the visitor economy focused on one voice.

PrOUD COmmUNITY

Elevate the value and impact of the travel and tourism industry to the community.

BEYOND COrPUS CH rISTI

Enhance positive destination brand credibility on a regional, state, and national level.

ENgAgED BOArD OF DIrECTOrS

Engage a high-functioning and supportive board of directors.

TrUSTINg ELECTED OFFICIALS

Grow and educate a high-functioning, supportive base of elected leaders on the impact of tourism.

TH rIVINg VCC FOUNDATION

Introduce a reimagined foundation focused on strategic assistance of the visitor economy.

OrgANIzATIONAL EXCELLENCE

CONTINUE TO OPERATE AS ONE OF 200 WORLDWIDE DESTINATIONS WITH DMAP ACCREDITATION.

Audience: All

STRATEGY #1

Conduct a second organizational DestinationNEXT assessment to benchmark the destination.

Tactics:

• Consult with MMGY NextFactor on process and timeline

• Leverage recent community pride initiatives to gain larger audience of interested participants

• Leverage increased partnerships with key sports, convention, and attractions to gain larger audience of interested participants

STRATEGY #2

Conduct Equity, Diversity, and Inclusion Assessment to better understand deficiencies and to leverage strengths.

Tactics:

• Consult with Destinations International EDI department and Tourism Diversity Matters to develop process and timeline

• Create an inclusive network of diverse individuals to ensure equitable representation

• Bring together community partners to better understand what EDI means to our community

STRATEGY #3

Develop the annual three-year strategic plan to elevate the destination and streamline the organizational objectives.

Tactics:

• Consult with MMGY NextFactor on process and timeline

• Leverage results of DestinationNEXT Assessment and DestinationNEXT Futures Study to narrow focus

• Ensure participation of key board of directors in the development of the plan to ensure buy in

• Meet with elected officials in advance to gain understanding of needs and wants

STRATEGY #4

Promote a healthy work environment by creating a plan for growth, creative workspaces and asset management program.

Tactics:

• Expand size of office space to account for growth of organization

• Create an IT asset management plan to identify opportunities for improvement and quality assurance

COHESIVE TEAm

BUILD UPON NATIONALLY RECOGNIZED INITIATIVES FOCUSED ON DEVELOPING A HIGH PERFORMING COHESIVE TEAM.

Audience: Visit Corpus Christi Staff

STRATEGY #1

Ensure a strong team culture through strategic initiatives that directly impact morale.

Tactics:

• Engage national HR organization to audit and implement best practices

• Combine monthly staff meetings with local learning experiences

• Enhance staff onboarding process to promote immediate success

• Empower the growth of the employee driven Culture Club

• Continue to impress upon the organization’s mission, vision, and values

• Continue utilizing the Team Assessment Document as an avenue for cohesive growth

• Appreciate and celebrate staff through key seasonal family gatherings

• Enhance weekly staff bulletin

• Develop an employee perks program

• Continue to offer a competitive employee benefits package

• Revise the employee handbook

• Develop an internal extranet page for seamless interdepartmental collaboration, organization, and sharing of internal photo, video and document needs

STRATEGY #2

Continue industry leading commitment to providing opportunities for individual growth, leading to organizational success.

Tactics:

• Continue to identify job-specific development opportunities

• Foster a shared learning environment via organizational book club

• Identify tools or resources for targeted development of individual leadership skills

• Utilize individual staff assessment profiles to create an in-depth understanding of each employee’s priorities for growth

• Support or identify professional designations and relevant certifications for each employee

• Conduct media relations training with key staff

• Continue to support professional, community involvement through individual participation on key committees, boards, and commissions

• Added focus on post-conference debriefs and takeaways

TEAM

STRATEGY #3

DESTINATION

Audit nationally recognized organizational meetings process to identify additional opportunities to maximize meetings efficiency.

Tactics:

• Develop new avenue for cascading messaging amongst organization

• Schedule weekly department meetings

• Schedule weekly interdepartmental meetings

• Schedule weekly supervisor led one-on-one meetings with staff

• Plan monthly department off-site strategic meetings

• Plan quarterly department off-site visioning retreats

• Conduct semi-annual, skip-level, one-on-one meetings

• Increase no meetings Genius Week to three times annually

• Conduct annual employee self-evaluations paired with annual process

COLLABOrATIVE PArTNErS

CONTINUE TO STRENGTHEN THE VISITOR ECONOMY FOCUSED ON ONE VOICE.

Audience: Hotels, Attractions, Restaurants, Venues, City of Corpus Christi Parks and Recreation Department, City of Corpus Christi Beach Operations Department, Vendors, Trade Associations

STRATEGY #1

Provide high-level educational opportunities to industry partners to develop a competitive advantage for the destination.

Tactics:

• Support experience department in development of high value opportunities for partnership, education, and workforce development

• Develop a local educational summit with an industry-specific keynote speaker focused on customer service, sales and marketing

• Create avenues for existing professional industry training to be passed to local industry.

STRATEGY #2

Ensure industry partners are up to date with industry trends and organizational strategies.

Tactics:

• Increase distribution of monthly organizational report

• Host routine targeted stakeholder meetings

• Develop Industry Partners section on website

STRATEGY #3

Provide opportunities to strengthen industry collaboration.

Tactics:

• Reimagine annual State of Tourism & Hospitality Awards Gala

• Reimagine annual Calls for the Coast

• Develop CEO round-table luncheon

• Support experience department ambassador training initiatives

• Host annual Gulf Coast Capital Industry Night

• Develop and promote volunteer opportunities through the Gulf Coasters program

• Support the industry needs through the Visit Corpus Christi Cares Program

PrOUD COmmUNITY

ELEVATE THE VALUE AND IMPACT OF THE TRAVEL AND TOURISM INDUSTRY TO THE COMMUNITY.

Audience: Community Leaders, Residents, Merchant Associations, Local Influencers

STRATEGY #1

Grow the CCME initiative by educating the public on the importance of community pride.

Tactics:

• Promote continued engagement of CCME daily initiatives

• Continue to promote the Corpus Christi Community Facebook page and look for additional avenues to strengthen the positive social media message

• Monitor the reputation of the Corpus Christi brand

• Foster the support of Corpus Christi branding throughout the community

• Identify avenues for branding within the community

• Develop a strategy for displaying community pride outside of the destination

STRATEGY #2

Encourage support of the travel and tourism industry by demonstrating aligned missions with targeted groups.

Tactics:

• Support our community and strengthen our partnerships by attending events that promote tourism such as State of the City, County, Chambers, etc.

• Partner with Texas A&M University - Corpus Christi to support recruitment efforts and retain talent

• Develop a strategic Visit CC Internship Program that promotes tourism and retains talent in the Coastal Bend

• Develop legislative agenda alongside industry partners

• Develop a speakers bureau consisting of individuals who can speak to the importance of travel and tourism as a means for enhanced quality of place

BEYOND COrPUS CH rISTI

ENHANCE POSITIVE DESTINATION BRAND CREDIBILITY ON A REGIONAL , STATE , AND NATIONAL LEVEL.

Audience: Trade Associations, Neighboring Attractions, Travel Organizations, Media

STRATEGY #1

Grow involvement within the travel and tourism industry outside of Corpus Christi.

Tactics:

• Grow and maximize membership in key industry organizations

• Expand strategic involvement on boards and committees

• Identify speaking and presentation opportunities

• Partner with the state of Texas on key tradeshows

• Apply for awards programs that can increase credibility

STRATEGY #2

Develop a network of regional partnerships.

Tactics:

• Establish an organizational presence at industry events through Austin-based sales staff

• Continue to find avenues to partner with neighboring Coastal Bend attractions and cities

• Support public relations initiatives in partnership development

• Identify state and national opportunities for marketing partnerships

BOARD OF DIRECTORS

ENgAgED BOArD OF DIrECTOrS

ENGAGE A HIGH-FUNCTIONING AND SUPPORTIVE BOARD OF DIRECTORS.

Audience: Board of Directors

STRATEGY #1

Strengthen board engagement through increased communication and attendance.

Tactics:

• Streamline nomination process with nominating committee to identify impactful and diverse board representation with data from EDI assessment

• Ensure ease of access and timely delivery of board materials

• Explain the importance of attending organizational events

• Transition to fully in-person board meetings

• Ensure the understanding of the impact of participation or organizational projects

STRATEGY #2

Strengthen board engagement through increased education and advocacy.

Tactics:

• Develop a robust orientation program for new board members

• Continue to focus on developing high level themes for each board meeting to include key partner presentations

• Develop targeted advocacy training for board members through Tourism Academy

• Promote the principles of DMAP Accreditation to board of directors

TrUSTINg ELECTED OFFICIALS

GROW AND EDUCATE A HIGH-FUNCTIONING , SUPPORTIVE BASE OF ELECTED LEADERS ON THE IMPACT OF TOURISM.

Audience: City Council, Mayor, County Officials, State Officials, Federal Officials

STRATEGY #1

Strengthen elected leader engagement through increased communication.

Tactics:

• Advocate for opportunities to present at city council meetings

• Meet with individual council members on a one-on-one basis

• Encourage meetings between key board members and elected leaders

• Invite elected leaders to key industry events and opportunities

• Coordinate and communicate legislative agenda

STRATEGY #2

Strengthen elected leader engagement through increased education and advocacy.

Tactics:

• Expand the content of monthly organizational report

• Develop targeted industry training for individuals who influence public policy

• Ensure alignment in communication regarding local and state issues

• Coordinate Converge on the Capitol event

STRATEGY #3

Strengthen elected leader engagement through legislative agenda.

Tactics:

• Bring together inclusive group of industry leaders to discuss needs

• Ensure aligned messaging with other community organizations

• Develop a brand, launch and message for Converge on the Capitol

• Partner with Texas Travel Alliance and Texas Hotel Lodging Association to ensure aligned message

• Meet with elected leaders to gain an understanding of their needs and wants while articulating key issues to them

TH rIVINg VCC FOUNDATION

INTRODUCE A REIMAGINED FOUNDATION FOCUSED ON STRATEGIC ASSISTANCE OF THE VISITOR ECONOMY.

Audience: Industry Partners, Corporate Sponsors

STRATEGY #1

Finalize the rebrand of the VCC foundation.

Tactics:

• Ensure consistency with the national award-winning Gulf Coast Capital brand

• Create marketing strategy to raise local awareness

STRATEGY #2

Develop marketing and donor plan for workforce and sports initiatives.

Tactics:

• Ensure best-in-class development of key initiatives

• Identify potential key corporate partners with like-minded goals

• Create sponsorship campaign explaining needs

STRATEGY #3

Develop hospitality scholarship partnering with local institutions.

Tactics:

• Work with local universities and colleges to understand path to success

• Work with local ISD’s to ensure messaging is conveyed

• Create avenue to celebrate award winners

mArkETINg AND COmmUNICATIONS STrATEgY

MARKETING MISSION

To position Corpus Christi as the Gulf Coast Capital - a tourism destination with unique, outdoor recreational experiences by influencing measurable overnight visitation from core audience segments to the Corpus Christi area and extending their length of stay.

Corpus Christi is the Gulf Coast Capital!

MARKETING STRATEGY

In Corpus Christi, we go bigger and bolder than anyone else, and we do things our own way. We set our sights on becoming the Gulf Coast Capital – a national beach destination–because we want to go beyond our borders and let as many people as possible join in on the fun. To get there, we have to show what life is like in Corpus Christi and demonstrate how we coast.

EXECUTIVE SUMMARY

In 2022, the Gulf Coast Capital brand won a national award for innovation in brand refresh. Visit Corpus Christi will continue to lead the industry by developing robust and strategic destination campaigns, putting Corpus Christi on the map as a national beach destination and the Gulf Coast Capital for coastal and outdoor recreational experiences. The Visit Corpus Christi marketing department promotes Corpus Christi for leisure, sports and corporate sales tourism with marketing efforts that include multimedia advertising, communications, advocacy, public relations, e-commerce and in-house collateral development. The strategic initiatives for 2022-2023 include enhancing an authentic and compelling destination brand, expanding and enhancing visitation to strategically defined high value audiences, and promotional efforts moving beyond destination borders to uncharted territories across the globe.

As Visit Corpus Christi enters the third year of a three-year strategic plan, the marketing and communications team will center its plan through a collected rich library of qualitative and quantitative data, allowing this year to granularly target high value visitors and aligned personas to visit Corpus Christi.

In addition to the ongoing strategic marketing efforts, the communications team will also be enhancing public relations efforts on a regional, national, and international level to bring awareness of Corpus Christi as a top tier destination. Through the implementation of creative and bold public relations strategies, the communications team will execute market media tours, media familiarization tours, desk sites, takeovers, various trade show activations, and more to bring the Gulf Coast Capital to its various target markets and inspiring visitation by showcasing what Corpus Christi has to offer through earned media.

Additional strategic initiatives include the launch of sustainability and EDI focused efforts, enhance community advocacy and partnerships, launching Sports Commission campaign efforts and conducting bold SMarketing (Sales Marketing) to advance corporate sales efforts. The marketing and communications department will partner with community leaders, stakeholders, and local industry professionals, expanding Corpus Christi awareness as a national and internationally known beach destination: The Gulf Coast Capital.

BrAND AWArENESS

The phases of the travel decision maker fall into three important categories: Inspire, Engage, and Convert. This marketing funnel is at the core of the Visit Corpus Christi marketing approach.

Media Strategy

Visit Corpus Christi aims to build and maintain brand awareness levels by utilizing focused audience strategies to drive more qualified audience intent from high-value travelers on a larger scale. The 2023 media strategy is to reach high-value audiences within regional markets, expand reach to potential new audiences utilizing persona research data and inspire seasonal travel to Corpus Christi based on interests and seasonality.

Placements and Measurables

• Organic website and social media efforts

• Paid social

• Paid search

• Strategic partnerships

• Launch of new brand creative

• Long-term Co-Op opportunities

Campaign Consideration

To match all media and creative efforts, Visit Corpus Christi will encourage engagement with all marketing content to move consumers to seek out vacation information on travel to Corpus Christi.

The 2023 media plan aims to deliver compelling content to potential visitors that help drive them to seek out information on travel to Corpus Christi.

Placements and Measurables

• Programmatic display

• Endemic programmatic

• Organic website and social media efforts

• Paid social Paid search

• Ongoing branding creative

Tactical Visitation

In the media plan, Visit Corpus Christi will influence measurable visits from core audience segments and personas to proficiently target travelers who are more likely to have extended stays. For measurable results, Visit Corpus Christi aims to prospect between visitor and competitive conquesting audiences and position messaging to consumers actively searching and not yet booked to influence production.

Placements and Measurables

• OTAs

• Programmatic retargeting

• Paid social

• Paid search

• Organic website and social media efforts

• Ongoing brand creative

mEDIA PLAN

The media strategy for Visit Corpus Christi is to deliver data-driven, adaptable media to a leisure audience, driving longer visitation to Corpus Christi from core audience segments. In the 2023 media plan, Visit Corpus Christi will continue ongoing campaign efforts with a deeper focus on refining the marketing strategy with out-of-state audience personas.

KEY PILLARS OF MEDIA STRATEGY

BrAND PErSONAS

THE CORPUS CHRISTI VISITOR

Demo: A34-64,

Signature Motivators

• Fishing

• Water Dog Floating Yoga

• Sailing + Water Sports

• Art Museum of South Texas

• Texas State Aquarium

• Schanen Hike & Bike Trail

• Padre Island National Seashore

• Water Street Market

Signature Behaviors

• Make purchase decisions based on research and going with what they know

• Consider themselves “spenders” not “savers” but they appreciate quality and are our “wealthier” more accomplished audience who will spend more

• Highest propensity to travel frequently both domestically and internationally and will travel greater distances

• Environmentally-conscious; Prefers organic and nutritional foods

• Become loyalists once they find their favorite brands

• Prefer timeless and classic style that make them feel youthful in appearance

• Seek convenience in their everyday lives and organizational help to balance their daily routine

• Have active social lives and like to keep up with the latest and greatest

UNBOUND UrBANITES

Demo: A25-44, HHI $50-75K

Signature Motivators

• Southside Farmers Market

• Windsurfing & Kayaking

• Sunset Island

• Brewster Street Ice House

• North Packery Beach

• Selena Museum + Statue

• The Seawall

Signature Behaviors

• Shop around before making purchase decisions but will buy on impulse if products or things look interesting and unique

• Price, special offers and a good deal is more important than brand (not brand loyal at all); least established audience in terms of homeownership, income, net worth and family; thrifty

• Prefer to have the most up-to-date in technology, fashion, and everyday items and look to what’s most popular

• High ability to take last minute vacations and more likely to take shorter road trips to get away

• Buy based on the advice of friends and family; heavily swayed by influencers

• Most diverse and cultural audience; Very young and still starting

• Health is high-priority and maintaining an active lifestyle

BrAND PErSONAS

THE CORPUS CHRISTI VISITOR

Demo: A55-74,

Signature Motivators

• USS Lexington Museum on the Bay

• South Texas Botanical Gardens

• Corpus Christi Museum of Science & History

• Sunrise/Sunset Sail

• Laguna Madre

• Fishing

• Grasslands Nature Trail

Signature Behaviors

• Quality is of the utmost importance and will spend top dollar for it. Past peak earning years but still spend healthy amount annually on travel and entertainment

• Expect the brands and products they buy to support social causes that they care about

• Enjoy beach, boating, campaign, other outdoor activities

• Love to have things organized and tidy

• Not tied to their mobile devices but always connected

• Have a timeless and classic fashion sense but only purchase clothing to replace old

• Enjoy cooking and creating new culinary dishes in the comfort of their own homes. Self-pride very evident in interests (gardening, DIY, health, religion, home improvement)

TEXAS

TrIPPErS

Demo:

Signature Motivators

• Signature Motivators

• Catching a Hooks Game

• Texas State Aquarium

• Hurricane Alley Waterpark

• Mustang Island

• Water’s Edge Park

• The Selena Museum

• Padre Island Balli Park

Signature Behaviors

• Purchase vehicles based on interior design and comfort for the whole family; in general, in the thick of raising a family and looking for new quality experiences as a family

• Like to shop around and explore for interesting things and products and will spend a little more for higher quality

• Will spend more on the things they care most about, rather than save based on what’s in style and on trend

• Read reviews when making purchase decisions but typically stick to the brands they grew up with

• Sign up for loyalty programs and are brand loyalists

• Love to explore new foods and will seek them out

AND COmmUNICATIONS

BUSINESS OBJECTIVES

OBJECTIVE 1

Enhance use of marketing channels to leisure visitors to generate millions of dollars in economic impact to Corpus Christi by activating strategic marketing campaigns promoting visitor-supported Corpus Christi attractions, hotels, and businesses.

OBJECTIVE 2

Expand telling the true and authentic story of Corpus Christi on a national and international level.

OBJECTIVE 3

Expand omni-channel integrations on a digital scale.

OBJECTIVE 4

Enhance and elevate interdepartmental marketing support for Sports, Film and Music, Experience and Sales.

OBJECTIVE 5

Promote the tourism and hospitality industry as a community shared value to residents and stakeholders.

STRATEGY

OBJECTIVE 1

STRATEGY #1

Build brand awareness through targeted and integrated paid-media leisure, corporate and sports marketing campaigns.

Tactics:

• Conduct strategic paid media buys targeted to potential leisure, corporate and sports travelers and groups using the most relevant channels to drive incremental visitation to Corpus Christi, increasing spend, length of stay, and repeat visits to Corpus Christi

• Promote Corpus Christi as the Gulf Coast Capital for coastal and outdoor recreational experiences through strategic marketing campaigns composed of true destination storytelling, paid leisure media, creative design and international communication

• Utilize Corpus Christi leisure, corporate and sports traveler personas to provide personalized, custom messaging to core market segments both nationally and internationally

• Utilize digital resources to push messaging to all new and existing visitors to Corpus Christi, inclusive of the Visit Corpus Christi blog platform, social media, and podcast

• Develop itineraries and interactive resources including guides and interactive media customized vacation options to coincide with segmented personas as well as seasonality to increase length of stay

• Ensure the Visit Corpus Christi marketing, media, and messaging strategy delivers data-driven, measurable results from a targeted leisure audience, with travel encouragement driven at peak seasonality, holidays, and need-periods

STRATEGY #2

Expand targeted persona marketing utilizing seasonality and high value-based visitation to enhance quality economic impact on the destination.

Tactics:

• Launch an integrated Winter Texan marketing campaign to drive northern visitation in the winter months

• Develop a social media leisure marketing campaign focusing on visiting friends and relatives in the shoulder seasons

• Place emphasis on the luxury persona markets in the high season

• Enhance marketing initiatives specialized in targeting group markets including sports groups, film and music, corporate and meetings

ENHANCE USE OF MARKETING CHANNELS TO LEISURE VISITORS TO GENERATE MILLIONS OF DOLLARS IN ECONOMIC IMPACT TO CORPUS CHRISTI BY ACTIVATING STRATEGIC MARKETING CAMPAIGNS PROMOTING VISITORSUPPORTED CORPUS CHRISTI ATTRACTIONS , HOTELS , AND BUSINESSES.

STRATEGY #3

Leverage acquired data to enhance the marketing strategies of Visit Corpus Christi.

Tactics:

• Leverage in-house data collections and vendor platforms to streamline data measurement

• Ensure that all paid media is being tracked for performance reporting and real-time campaign evaluation through monthly and quarterly reporting

• Increase frequency of customized data reporting for Corpus Christi stakeholder groups via the organizational dashboard

• Measure strategic reporting for campaign performance, website performance, ad effectiveness, and visitor and resident sentiment

• Optimize campaign performance to reduce spend and maximize destination marketing effectiveness

STRATEGY #4

Utilize and acquire first, second and third-party data sources to maximize marketing campaign performance.

Tactics:

• Audit all existing data and perform a cleanup of needed versus unneeded data

• Prioritize collection of first-party data through earned media channels

• Build and promote immersive content platforms through interactive kiosks in strategically chosen locations to build firstparty quantitative and qualitative data

• Measure all earned first-party data to enhance and expand on customized reporting for Visit Corpus Christi internal and external stakeholders and marketing shifts

• Leverage vendor partnerships with new and existing platforms to streamline data measurement for seamless reporting to stakeholders

OBJECTIVE 2

EXPAND TELLING THE TRUE AND AUTHENTIC STORY OF CORPUS CHRISTI ON A NATIONAL AND INTERNATIONAL LEVEL.

STRATEGY #1

Elevate consideration of Corpus Christi as an internationally competitive beach destination through public relations opportunities and media partnerships that raise visibility of Corpus Christi.

Tactics:

• Collaborate with NJF Public Relations for ongoing communications strategy and support through a public relations plan and partnership opportunities

• Engage local media to tell the Corpus Christi story through ongoing quarterly education and advocacy presentations

• Enhance media attention through seasonal familiarization (FAM) tours and travel writer plan development

• Generate impactful regional and national press coverage through media mission events including the NYC media mission and others

• Organize pre-familiarization tour for international attendees at IPW San Antonio

• Protect the Corpus Christi image through proactive and strategic crisis and issues management and communications

STRATEGY #2

Create and execute bold activations in strategically identified target markets.

Tactics:

• Strategize activation placements and development based on visitor data collections and audience market psychographics

• Plan a Dallas Takeover activation in sync with all organizational departments for brand awareness as the Gulf Coast Capital

• Expand marketing promotions on ride-share services in target markets through shoulder months

• Activate the Corpus Christi Sports Commission at SportsETA’s Symposium

• Utilize regional partnerships to showcase an innovative presence at IPW

• Enhance and develop experiential tradeshow marketing through integration with experience development and strategically chosen events, festivals and tradeshows

STRATEGY #3

Develop inclusive micro-campaigns that bring awareness to Corpus Christi’s culturally diverse community.

Tactics:

• Develop monthly and weekly micro-campaigns that tie into diversity, equity and inclusion celebrations

• Develop and launch an accessibility micro-campaign inclusive of a new microsite for visitors and the community alike

• Gather, develop, and communicate accessibility needs through content marketing and community partnerships

• Increase content that focuses on all DEI initiatives to develop a more inclusive digital presence

• Strategize and develop itineraries for diverse visitors through CRM tagging of partner offerings for an enhanced user experience

STRATEGY #4

Position Corpus Christi as a sustainable coastal destination.

Tactics:

• Highlight the unique offerings of the Padre Island National Seashore as the premiere Texas national park of the Gulf Coast Capital to increase visitation and awareness

• Expand content on unique cultural components and sustainability efforts including natural resources, culinary, sporting events and meetings and convention groups

• Leverage partnerships to enhance sustainability efforts for the development of eco-tourism marketing campaigns

• Enhance marketing efforts and partnerships for beach safety initiatives

• Gather eco-tourism assets to creatively tell the story of the Gulf Coast Capital as a sustainable destination

• Utilize trends and reporting to continue development of marketing sustainability initiatives

• Develop, launch and promote the Destination Safety Plan

STRATEGY #5

Expand and reimagine the Gulf Coast Capital Podcast as an avenue to serve the Corpus Christi community through rich, audible storytelling.

Tactics:

• Enhance the Gulf Coast Capital Podcast through effective distribution marketing, branding, and community storytelling

• Partner with a tourism podcast marketing agency to develop campaign metrics and strategy

• Develop an immersive and welcoming Gulf Coast Capital Podcast space for podcast community guests

• Develop content for digital channels through streaming audio, community blog series, itinerary development and omni channel efforts

• Curate authentic destination storytelling content through enhancing community partnerships to help drive local business awareness

• Share and distribute podcast content through omni channel marketing

OBJECTIVE 3

EXPAND OMNI CHANNEL INTEGRATIONS ON A DIGITAL SCALE.

STRATEGY #1

Take the Visit Corpus Christi website to new heights with integrated software, strategic optimization, and new dynamic content.

Tactics:

• Launch and enhance website integrations such as dynamic maps, user-generated content, and listing enhancement tools for customizable user experiences

• Launch the Visit Corpus Christi automated live chat tool for quality online visitor services on digital platforms for residents and visitors alike

• Expand the Visit Corpus Christi community blogger program with community writers, creators and photographers to share the true voice of the Corpus Christi resident

STRATEGY #2

Develop and leverage media asset libraries for internal and external audiences using data asset management platforms.

Tactics:

• Generate a robust asset library of venue listings by leveraging 360 photo and video technology to create immersive digital walkthroughs

• Expand usage of user generated content throughout website itineraries, blogs, and experiences

• Launch the media portal microsite as the hub for user-generated local, regional and international media to gather rich assets of Corpus Christi as the Gulf Coast Capital

STRATEGY #3

Expand the Gulf Coast Capital Store initiatives through seasonal campaigns directed towards the visitor personas.

Tactics:

• Expand the e-commerce retail store with buying options to potential and in-market visitors, extending brand awareness and repeat visitation

• Expand Shopify integrations through omni channel marketing efforts inclusive of social media channels and website

• Collect buyer data to continue development of retargeting campaigns to continuously enhance return on investment

• Leverage all social media capabilities and integrations to strategically promote and sell online merchandise to Corpus Christi traveler personas and community engagement initiatives

STRATEGY #4

Launch a fully integrated email campaign with customizable itineraries targeting unique personas.

Tactics:

• Develop a strategic timeline of website and email integration for multi-use marketing initiatives

• Collaborate with Sales, Experience, Sports, and Administration to identify key multi-channel email lists for ongoing communication efforts

• Develop audience segments based on psychographics to develop ongoing customizable email deployment

STRATEGY

OBJECTIVE 4

EXPAND AND ELEVATE INTERDEPARTMENTAL MARKETING SUPPORT FOR SPORTS , FILM AND MUSIC , EXPERIENCE AND SALES.

STRATEGY #1

Collaborate on interdepartmental development of in-market stakeholder marketing campaigns.

Tactics:

• Develop seasonal micro-campaigns centered around direct organizational initiatives inclusive of sales incentives, sporting incentives and experience initiatives

• Develop and launch microsites for Film and Music Commission

• Launch and enhance temporary customized website microsites and landing pages for incoming meetings and sports groups

• Promote recruitment efforts for Visit Corpus Christi volunteer programming

• Develop and strategize campaign plans for each organizational initiative for ongoing awareness and key performance indicator conversions

STRATEGY #2

Enhance the effectiveness of the CRM through digital marketing efforts and communication.

Tactics:

• Collaborate with Experience, Sports and Sales departments to utilize CRM listings for ongoing marketing efforts

• Provide training collateral assets to departments for ongoing CRM educational development

• Utilize the CRM media database, communicating ongoing media releases, pitches and value to stakeholders and partners

STRATEGY #3

Enhance the unified process for interdepartmental organization and initiation.

Tactics:

• Launch the Service Request Form for streamlining marketing and creative needs throughout the organization

• Manage the Visit Corpus Christi brand standards guide for unified marketing collaboration

• Expand marketing support through strategic implementation and data communications

OBJECTIVE 5

PROMOTE THE TOURISM AND HOSPITALITY INDUSTRY AS A COMMUNITY SHARED VALUE TO RESIDENTS AND STAKEHOLDERS.

STRATEGY #1

Enhance community pride, education and advocacy through creative community activations, partnerships, and community-inspired campaigns.

Tactics:

• Promote National Travel and Tourism Week as a community shared marketing campaign

• Develop a landing page and video hub for the industry partner resource landing page

• Develop a Tourism Academy marketing campaign for experience development

• Reimagine and expand Experience partnerships and collaborations on gifting, community marketing activations, and Visit Corpus Christi events

• Collaborate with Texas A&M University-Corpus Christi and Del Mar College for creative programs to develop marketing and graphic design professionals in the community

• Enhance Visit Corpus Christi’s offerings from the tiered event promotional plan inclusive of creative, branded collateral, photo, and video

• Send out monthly stakeholder e-newsletters with information on value of tourism, economic resources, and advocacy

STRATEGY #2

Introduce the #BeCC community campaign.

Tactics:

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• Partner with the Experience team to develop a marketing campaign centered around quality of place

• Launch a robust relocation microsite on the Visit Corpus Christi website

• Expand marketing collateral to continue promotions of Corpus Christi as a quality place to live, work and play

• Expand on video and photo promotional materials to continue content marketing

STRATEGY #3

Provide expanded offerings in co-op advertising to partners and stakeholders.

Tactics:

• Create a co-op and sponsorship opportunity book for Visit Corpus Christi promotions

• Design annual resource campaign marketing materials

• Develop and coordinate a social media calendar for sponsored co-op promotions

• Design offerings of the website partner portal for partners and businesses to access its’ listings and analytics

• Expand marketing efforts for the Destination Travel Network for all partners and stakeholders

STRATEGY #4

Leverage data collection as a shareable tool for the local community.

Tactics:

• Develop an action plan and community service micro-campaign through resident sentiment survey findings

• Enhance communication with partners and stakeholders through quarterly marketing and data meetings

• Collaborate with the Experience and Sales team on stakeholder education including training related to the Ambassador Level Tourism Academy and partner relationships

• Develop a plan to assist local businesses in need of marketing support through the creation of a collaborative workshop

• Develop collateral with industry partners through Experience’s industry partner modules

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Visit Corpus Christi’s marketing department focuses on increasing tangible goals through marketing Key Performance Indicators (KPIs) which include increasing digital reach on website, social, and digital media channels, increasing and expanding the number of email subscribers, expanding earned media efforts, and measurable success after the launch of the Visit Corpus Christi website.

The marketing budget for Visit Corpus Christi is strategically divided to provide the most return on investment with paid media efforts, including paid search, traditional media, digital, travel endemic, and online travel agencies.

EXPERIENCE MISSION

EXPERIENCE STRATEGY

STRATEGY

EXECUTIVE SUMMARY

As Visit Corpus Christi enters the third year of our three-year strategic plan, we present this updated Experience Plan that encompasses revised objectives, strategies, and tactics for the next fiscal year. Building upon the focused opportunities outlined in the 2021-2022 Experience Plan, key consideration will be given to these unique challenges we are currently facing as a travel destination.

Massive workforce losses continue to impact every segment across the travel and tourism industry as there is a decreasing interest among young people to enter or re-enter the visitor services industry. Addressing workforce development issues remains crucial to maintaining a pipeline of talent to support the increased demand for travel experiences. In 2022-2023, the Experience Department will place an increased emphasis on strategic workforce development in the Corpus Christi region. Upskilling the industry workforce and investing in the future workforce will require collaboration not only with local employers and institutions of higher learning, but the development of a comprehensive, foundational approach that begins as early as K-12.

As the travel industry sees more consumer interest in sustainable travel opportunities, Visit Corpus Christi will also need to play an increased role in driving sustainability efforts within the community. By conducting a comprehensive destination assessment, the Experience Department will be able to develop a roadmap for becoming a sustainable destination.

Through collection of leisure sentiment surveys, consumers have indicated that traveler safety remains top of mind when experiencing a destination. While overall destination safety can only be impacted by citywide collaboration with key stakeholders and community organizations, Visit Corpus Christi can work strategically to identify the factors which contribute to overall visitor safety and bring those to the forefront for discussion and action.

Visit Corpus Christi’s vision to become the Gulf Coast Capital for coastal and outdoor recreational experiences marks a momentous time in the organization’s history. The development of this brand means that not only do we have to articulate that Corpus Christi is the Gulf Coast Capital, but we the Experience Department must support in the development and management of brand experiences. The new Experience Grant Development program aims to support the incubation of early-stage immersive experiences, which will continue to support increased in-market spending and enhanced visitor satisfaction.

OBJECTIVE 1

CONNECT WITH ALL VISITORS IN-MARKET TO PROVIDE INNOVATIVE , FIRST-CLASS VISITOR EXPERIENCES AND AMENITIES FOR LEISURE AND GROUP TRAVELERS.

STRATEGY #1

Create opportunities to expand visitor engagement opportunities in-market outside of the traditional brick-and-mortar visitor information center location.

Tactics:

• Install interactive digital kiosks in strategic areas of high visitor concentration throughout the destination

• Install digital guestbooks at key points of interest throughout the destination to collect visitor sentiment surveys and gather traveler information to collect origin market and sentiment data in real time

• Utilize Gulf Coasters Crew to engage leisure visitors as special events at part of the Event Promotional Plan

• Continue to utilize Gulf Coasters Crew as a mobile street team reaching visitors in areas of high visitor concentration like the Gulf of Mexico beaches, downtown, and North Beach

• Continue to recruit and grow the network of Destination Services Ambassador volunteers

STRATEGY #2

Coordinate with key tourism partners and stakeholders to collaboratively enhance and elevate the quality of destination wide experiences and amenities.

Tactics:

• Coordinate with the City of Corpus Christi to support the development of a refreshed destination wide way-finding signage system

• Develop and install customized highly visible destination photo opportunity signage

• Develop a customized Gulf Coast Capital Hospitality Suite at the American Bank Center

• Coordinate with venues such as the American Bank Center and Concrete Street Amphitheater to strategically elevate the hospitality gifting program for influential performers

• Conduct monthly partner preparedness calls to ensure all tourism facing businesses are prepared for peak tourism events and seasons

STRATEGY #3

Utilize Visit Corpus Christi market research, data, and analytics to develop heightened destination experiences that support increased visitor spending in-market.

Tactics:

• Continue to work with City of Corpus Christi Beach Operations to develop defined beach vendor zones that will support increased availability of beach amenities and concessionaires

• Research alternative packaging platforms to develop increased revenue generating experience packages

• Develop an experience development grant program to incubate early-stage immersive experiences in-market

• Conduct quarterly calls with key executive and c-suite level decision makers who can support long-term experience development and alignment

OBJECTIVE 2

ELEVATE THE LEVEL OF DESTINATION SUSTAINABILITY AND SAFETY.

STRATEGY #1

Develop a destination sustainability plan to balance the need for growth with responsible and sustainable development as it relates to economic, sociocultural, and environmental sustainability.

Tactics:

• Develop a local stakeholder group to determine key community members

• Research and identify sustainable destination consultant/vendor

• Complete destination assessment

• Develop a destination diagnosis and action plan

• Develop best practices for environmental sustainability for tourism-related businesses

• Collaborate with the Sports Commission to elevate the level of sustainability for sports events

STRATEGY #2

Develop a destination safety plan to support efforts related to destination safety and security.

Tactics:

• Identify all factors that contribute to destination safety and perceived safety concerns

• Identify those factors that Visit Corpus Christi can directly control and influence

• Create specific actionable plan

• Strengthen partnership with CCPD for bike officers and Enduro officers to establish increased presence during periods of increased visitor activity in downtown/North Beach

• Coordinate with Downtown Management District to continue to impress the importance of adequate light and crosswalks between major hotels and the American Bank Center and throughout downtown

STRATEGY #3

Support beach safety initiatives that directly impact the overall visitor experience.

Tactics:

• Continue to attend and participate in the monthly City of Corpus Christi Watershore and Beach Advisory Committee meetings

• Conduct seasonal kick-off events with tourism partners to prepare front-line staff for peak crowds, with an emphasis on beach safety awareness

• Continue to distribute beach safety collateral to visitor facing businesses and travel centers

• Work with the city of Corpus Christi Beach Operations to strategically elevate the lifeguard program

OBJECTIVE 3

DEVELOP HIGH VALUE OPPORTUNITIES FOR PARTNERSHIP , EDUCATION , AND WORKFORCE DEVELOPMENT.

STRATEGY #1

Launch the BeCC Executive Immersion Program to expedite onboarding, immersion and community pride for incoming executives.

Tactics:

• Finalize development of program components

• Develop a stimulating and compelling brand and program collateral

• Plan and execute a highly targeted launch to generate corporate community support

• Develop supplemental video and module content plan

• Identify avenues to present to key stakeholder groups

STRATEGY #2

Continue to develop Visit Corpus Christi Tourism Academy curriculum offerings to reach strategic audiences.

Tactics:

• Redevelop customer service training as destination training

• Development supplemental video and module content plan

• Develop industry partner resource landing page for quick reference

• Develop second level ambassador curriculum

• Plan and execute a highly targeted launch to generate industry support

STRATEGY #3

Expand engagement with educational institutions to support a pipeline of workforce development.

Tactics:

• Continue to partner with Workforce Solutions to host the annual Educator Externship

• Coordinate with local ISDs to add or enhance curriculum in the Hospitality and Tourism Program of Study within the CTE program

• Coordinate with the Texas Hotel Lodging Association to improve the CTE Program at all school districts within the region

• Develop a resource toolkit for educational institutions to implement or expand tourism related curriculum

• Establish a calendar of scheduled presentations for local ISDs Entrepreneurship, Career Prep and Practicum course students as part of the Career & Technical Education curriculum

• Create and host a highly personalized hospitality and tourism workforce development summit

EXPErIENCE mETrICS

Visit Corpus Christi’s experience department focuses on increasing tangible goals through experience Key Performance Indicators (KPIs) which include increasing visitor average spending, visitor length of stay and leisure visitor sentiment.

The experience budget for Visit Corpus Christi is strategically divided to provide the most return on investment through visitor services printing, community & visitor engagement and leisure experience development.

SALES AND SErVICES

SALES MISSION

To promote Corpus Christi as the Gulf Coast Capital and premier meeting and convention destination by marketing our natural resources, first-in-class facilities, and accommodations.

WHAT WE DO

— Strategize to create targeted direct sales leading to new business opportunities

— Collaborate to create new group Sales and Marketing campaigns

— Participate in target marketing efforts such as industry tradeshows and meeting planner incentive campaigns

— Conduct creative and comprehensive site and familiarization (FAM) tours

— Create competitive group pricing packages with industry partners

— Provide unique and supportive convention and group destination services offerings

EXECUTIVE SUMMARY

Over the first two years of the three-year strategic plan, the Visit Corpus Christi sales team has strategically rebuilt the foundation of the department and established a presence with a new meeting sales brand, Meet Corpus Christi. Going into year three, the sales team will leverage these foundational changes and brand presence to maximize the development and structure of the sales team. As part of this developmental focus, Destination Services will transition from the Experience Department back to Convention Sales to create a streamlined and cohesive process for meeting planners from the time they send their RFP to the time they complete their post-event survey.

With the fundamentals of Visit Corpus Christi at the forefront of the sales team’s mission, the team is ensuring that the customer relationship management system (CRM) is the heart and hub of all things Visit Corpus Christi. The sales team invested their time overhauling the CRM to ensure they are providing partners and stakeholders with the most accurate and relevant data. Sales will be focusing even further on the principles that make up a streamlined and productive CRM by ensuring all of the latest standard operating procedures are in place and being followed. Visit Corpus Christi will need to place an increased emphasis on utilizing the latest technology, not only to maintain accurate record keeping, but to streamline a variety of interdepartmental processes by integrating the latest industry software and systems.

In 2022-2023, the sales team will place an increased emphasis on expanding convention sales marketing efforts. The sales team will work hand in hand with the Marketing Department to grow meeting bookings from new markets by increasing awareness of Corpus Christi as a meetings destination. This increased engagement with Visit Corpus Christi content will help increase qualified leads and bookings. Through the utilization of the newly imagined group incentive program (GIP) and additional Visit Corpus Christi group booking incentives, the sales team will strive to increase city-wide bookings and contracted group room nights.

Through an increased focus on client engagement in and out of market through targeted sales efforts, tradeshow and industry event presence, key sponsorships, and highly personalized in-market experiences, the sales team will expand group business prospects and move them to the next stage in the sales booking funnel leading to inspired conversion.

The Visit Corpus Christi sales team is more ready than ever to forge ahead with achieving the mission of placing Corpus Christi on the map as the Gulf Coast Capital and a premier meetings destination. The primary goal of the Visit Corpus Christi sales team is to promote Corpus Christi as a convention and meetings destination, creating a strong regional and national presence in the meetings industry, therefore initiating direct economic impact by growing hotel room night production for area hotel partners and creating incremental sales for restaurants, bars, and attractions.

CONVENTION SALES AND SErVICES

BUSINESS OBJECTIVES

OBJECTIVE 1

Develop and implement organizational best practices for maintaining relationships with existing contacts to ensure a positive experience for all planners and partners.

OBJECTIVE 2

Expand bold group marketing initiatives to promote Corpus Christi as a leading meeting destination.

OBJECTIVE 3

Share Corpus Christi with the group business world through expanded prospecting efforts.

OBJECTIVE 4

Reimagine Destination Services to provide competitive first-class amenities and offerings for group business.

OBJECTIVE 1

DEVELOP AND IMPLEMENT ORGANIZATIONAL BEST PRACTICES FOR MAINTAINING RELATIONSHIPS WITH EXISTING CONTACTS TO ENSURE A POSITIVE EXPERIENCE FOR ALL PLANNERS AND PARTNERS.

STRATEGY #1

Maintain and enhance ongoing strategic Customer Relationship Management (CRM) standards.

Tactics:

• Establish a standard operating procedure for ongoing contact management to include differentiating user groups, updating account and contact information in a timely manner, and granting partner access

• Conduct monthly CRM audits of duplicate contacts, leads, and accounts to maintain an up-to-date and accurate client and partner database

• Develop a process for new partner accounts outreach and onboarding

• Identify areas of opportunity for partner engagement by tracking quarterly Director of Sales Stakeholder calls and off-sites, as well as additional partner events, by utilizing the DMO Events user group to produce an accurate Account Summary recap

• Utilize SendSites web-based proposal software and Threshold360 maps to produce high-quality, highly curated proposals for group bids to streamline proposal development

STRATEGY #2

Expand engagement with sales stakeholders to develop a unified and aligned destination sales approach.

Tactics:

• Conduct quarterly Director of Sales Stakeholder calls and off-sites

• Meet with the American Bank Center team quarterly to review outstanding bids and contracts, prospects, and upcoming sales missions

• Create and conduct a highly personalized sales and revenue management training for hotel sales teams, general managers, and owners to educate partners on the importance of group business based on historical data

• Develop highly targeted curriculum for Ambassador Level Tourism Academy

STRATEGY #3

Establish newly defined market segments and Sales team goals utilizing the CRM and tourism data.

Tactics:

• Utilize data to pull historical reports showing room nights and lead volume by segment

• Differentiate market segments among Sales team to include leisure

• Establish realistic and driven goals designed to grow market share

• Develop target market segments that align with community and economic initiatives

OBJECTIVE 2

EXPAND BOLD GROUP MARKETING INITIATIVES TO PROMOTE CORPUS CHRISTI AS A LEADING MEETING DESTINATION.

STRATEGY #1

Develop a new convention marketing campaign to grow corporate and meeting bookings from new markets.

Tactics:

• Increase awareness and consideration of Corpus Christi as a meetings destination by driving increased engagement with Visit Corpus Christi content which should then help increase qualified leads and bookings

• Deliver heightened, more meaningful, and highly personalized sales and marketing connections and communications to new markets utilizing quarterly newsletters to planners

• Focus on regional tactics to capture the attention of planners in key Texas markets

• Produce targeted email communications to deliver curated content that aligns with trade show participation, current meeting incentives, and our unique destination offerings

• Revamp Meeting Planner Guide to highlight new and updated hotel and venue developments

STRATEGY #2

Utilize Group Incentive Program and additional Visit Corpus Christi group booking incentives to increase city-wide bookings and contracted group room nights.

Tactics:

• Re-imagine an incentive package that is unique to Corpus Christi and provides various levels of incentives based on the group’s individual return on investment (ROI)

• Promote unique incentives to target Austin Association during legislative session year

• Gain a competitive advantage by promoting the ability to combine multiple incentives to key clients

• Ensure that the Group Incentive Program remains customizable in order to appeal to the diverse range of target markets

OBJECTIVE 3

SHARE CORPUS CHRISTI WITH THE GROUP BUSINESS WORLD THROUGH EXPANDED PROSPECTING EFFORTS.

STRATEGY #1

Share Corpus Christi with the group business world through participation in trade shows and industry events.

Tactics:

• Identify key industry tradeshows and conferences that align with target markets, then identify the target groups for each target market

• Curate tradeshow experiences across multiple market segments to engage planners on-site

• Invest in strategic tradeshow sponsorships and speaking opportunities to establish a strong continuity of industry support and expanded brand presence

STRATEGY #2

Plan and execute highly targeted outreach sales missions to expand group business prospects.

Tactics:

• Utilize Meetings Information Network (MINT+) database to prospect intelligently for group business through valuable information about historical meeting details and future booking locations

• Create unique Corpus Christi “takeover” week-long event in Dallas, Texas

• Reimagine annual Calls for the Coast phone blitz event

• Produce prequalified Sales Blitzes to major Texas metro areas

STRATEGY #3

Create more personalized in-market opportunities for group business prospects to move to the next stage in the sales booking funnel and inspire conversion.

Tactics:

• Curate unique familiarization (FAM) trip opportunities for planners

• Utilize Gulf Coast Capital suite network to host group clients

• Execute elevated site visits with unique, branded experiences and highly personalized service from Destination Services and partners

OBJECTIVE 4

REIMAGINE DESTINATION SERVICES TO PROVIDE COMPETITIVE FIRST-CLASS AMENITIES AND OFFERINGS FOR GROUP BUSINESS.

STRATEGY #1

Create a preferred-partner database with local tourism partners and vendors including catering, transportation, entertainment, and rental vendors to create a better experience and higher level of service for group site visits, familiarization tours and client off-site events.

Tactics:

• Establish a standard “must-have,” added-value service standard that preferred vendors must provide to Visit Corpus Christi clients

• Negotiate preferred rates or added-value items to add to the experience at no additional cost

• Create a preferred-partner orientation that will include a briefing on the value of partnering with Visit Corpus Christi and ensure they understand the value and economic impact of tourism and meetings provides to their business

STRATEGY #2

Ensure community awareness of conventions and their economic impact.

Tactics:

• Educate industry partners on the benefit of collaborating with Visit Corpus Christi to connect with convention clients through the utilization of convention alerts

• Encourage partnership with Visit Corpus Christi through varied participation and attendance at our hosted events

• Continue community outreach efforts to develop partnerships with new and existing local businesses

• Connect group clients to local businesses through a referral process to enhance the group attendee experience

• Promote local values to convention clients by connecting group customers with community resources for sustainability

• Continue to promote and grow the Attendee Savings Pass as a way for the community to identify convention attendees

STRATEGY #3

Continue to raise client awareness of services available to ensure successful conventions and repeat business.

Tactics:

• Continue highly successful gifting programs that deliver a high-impact brand presentation with personalized messaging to encourage site visits

• Evaluate services and branded collateral offerings to assist groups in achieving goals in order to host successful conferences and events

• Develop group client relationships through continuous outreach, attending sales missions, pre-conference promotion, and maintaining regularly scheduled contact throughout the planning process

• Improve current method for collecting planner surveys and responding to group planner suggestions to result in improved services and offerings

SALES mArkET STrUCTUrE

BUYERS

Customers that bring their meetings and events to Corpus Christi typically are planners within the association, corporate, education, government, leisure, and sports market segments. These customers often seek full-service assistance from Destination Marketing Organizations to provide direct support in the areas of meeting planning, programming, destination site selection, services, and local assistance to plan their meetings.

MARKETING DEPLOYMENT

Citywide Group Business

• Large scale group business that utilizes the convention center and produces a city-wide sell-out of hotel rooms in Corpus Christi

ADMINISTRATION

• Sales administrative support for customer relationship management and clients

MARKET SEGMENTS

• Texas State Association

• National Association

• Government

• Corporate

• SMERF: Social, Military, Education, Religious, and Fraternal

SALES AND

PLANNEr

ANALYSIS

Strengths

Destination appeal

Small to medium sized group importance

Year-round destination

Airport proximity

Downtown bayfront

Gulf beaches and bay beaches

Outdoor activities

•

•

•

•

Weaknesses

Limited meeting space at convention center, hotels, and special event facilities

• No connected convention center hotel

Walkability to hotels, restaurants, and nightlife

•

Limited air access to major markets; no direct flights

Lack of variety of hotel properties both in terms of brand flags and resorts (five-star properties, beachfront, or group economy hotels)

•

Limited number of unique off-site venues for large groups

Perception of being underdeveloped and desolate in the downtown and convention center area of town

•

•

Opportunities

Newly established TPID - Tourism Public Improvement District

• Potential for connected Convention Center Hotel and Convention Center district growth

• Increase customer understanding of destination location

• Efforts for expanded airlift and more direct flight options

Newly defined Meet Corpus Christi branding initiatives and planner incentives

• Bold SMarketing initiatives

Threats

• Economic and political uncertainty

• Proximity of gulf beaches to and from convention center and downtown hotels

• Shortage of qualified hospitality workers due to stagnant wage growth

• Natural weather-related disasters, hurricane season

TrADESHOWS & CONFErENCES

The Sales team will attend fourteen (14) tradeshows, conferences, and events. These events will potentially drive new business to the city in producing room nights in all market segments. All event formats are either a tradeshow where Visit Corpus Christi has a booth for buyers to visit or reverse buyer where Visit Corpus Christi goes to the planner’s booth to visit for a one-on-one appointment. Many of these events offer an appointment setting so Visit Corpus Christi can pre-qualify and evaluate potential business opportunities. These events also offer an element of education for attendees and social events offering more time to network with potential clients and meeting planners.

Small Market Meetings

October – Wichita, KS

SMERF, Corporate, Leisure, reverse buyer tradeshow

Connect Texas

November – El Paso, TX

Texas-based planners for all markets, reverse buyer tradeshow

Smart Meetings

November – Ventura, CA

All markets, reverse buyer tradeshow

HPN Annual Partner Conference

November – Denver, CO

Third party meeting planners for all markets, reverse buyer tradeshow

NorthStar Destination Texas

December – Fort Worth, TX

Texas-based planners for all markets, reverse buyer tradeshow

Southwest Showcase

January – Round Rock, TX

Texas State Association market, exhibitor tradeshow

NorthStar IPEC

January – Memphis, TN

All markets, reverse buyer tradeshow

RCMA Emerge

February – Chattanooga, TN

Religious market, meeting planners, exhibitor tradeshow

HelmsBriscoe Annual Partner Meeting

May – Denver, CO

Third party meeting planners for all markets, reverse buyer tradeshow

IPW May – San Antonio, TX

International tourism industry tradeshow

MPI WEC

June – Riviera Maya, MX

All markets, reverse buyer tradeshow

CVENT Connect

July – Las Vegas, NV

All markets, reverse buyer tradeshow

Connect

August – Minneapolis, MN

All markets, reverse buyer, exhibitor tradeshow

TSAE New Ideas

September – Fort Worth, TX

Texas State Association market, educational conference, and networking

SALES mISSIONS

The Sales team will coordinate the following Sales Missions in our target markets to create more client-facing prospecting opportunities for Corpus Christi. The Familiarization (FAM) Tour is an effort to bring more conventions, meetings, and group business to the city. These opportunities require partner participation from our stakeholders. In addition to these scheduled events, each Sales Manager handles local and outer market sales calls with potential buyers for their assigned markets.

Southwest Showcase

January – Round Rock, TX

Manage an event booth for one-on-one time with potential and existing clients within the Texas State Association market. This is a co-op opportunity open to industry partners.

Group FAM Tour

April/Early May – Corpus Christi, TX

Partner with our tourism stakeholders by creating a unique familiarization tour for meeting and event planners to experience Corpus Christi and potentially bring new business to our area.

Sales Blitz Schedule for Convention Business: Calls for the Coast

February/Early March – Corpus Christi, TX

We will be reimagining this unique meeting initiative to qualify potential business leads for Corpus Christi. Visit Corpus Christi and industry partners will prospect across all market segments.

Houston Sales Mission

Spring/Early Summer – Houston, TX

Lead our stakeholders and industry partners on pre-scheduled sales calls in the Houston area to prospect future and past Oil and Gas and corporate business.

Austin Sales Mission

Late Summer/Early Fall – Austin, TX

Lead our stakeholders and industry partners on pre-scheduled sales calls in the Austin area to prospect future and past Texas State Association business.

Dallas Sales Mission & Gulf Coast Capital Takeover

Fall – Dallas, TX

Lead our stakeholders and industry partners on pre-scheduled sales calls in the Dallas/Fort Worth area to prospect future and past Texas State Association and Corporate business. This sales blitz will end with our signature Gulf Coast Capital Takeover activation.

SALES mETrICS

Convention Meeting Planner

SHOWCASE CORPUS CHRISTI Site

and familiarization

(FAMs)

BUDgET

The Sales budget for Visit Corpus Christi is strategically allocated to provide the most return on investment with tradeshows and sales missions, client relations, convention funding, event hosting, and sales administration.

SPOrTS COmmISSION

STrATEgY

SPORTS MISSION

To create a better community by driving the sports tourism economy.

SPORTS VISION

To be the Gulf Coast Capital for Sports.

WHAT WE DO

— Strategically targeted direct sales efforts leading to community aligned new business opportunities

— Conduct site and familiarization (FAM) tours to strategic locations

— Create competitive group incentive packages with industry partners to secure new business opportunities

— Collaborate to create new Sports Marketing campaigns that attract sports planners and solidify our reputation as the Gulf Coast Capital for Sports

— Provide logistical sports event support for both local and non-local sports planners

— Drive sports event planners to local industry partners

— Advocate and advise on new sports venue and infrastructure development

— Invest in our sports community to enhance the quality of life for residents

EXECUTIVE SUMMARY

2022 was a historic year for Visit Corpus Christi as the Corpus Christi Sports Commission launched in June. With the launch, work immediately began on creating the overall structure of the Sports Commission, such as staffing size and roles, evaluation of potential bylaw needs, organizational branding, and solidifying the final stages of the creation of Tourism Public Improvement District funding (TPID). TPID funding will be the primary driver of the Sports Commission.

To assist with the creation of the Sports Commission’s strategic plan, Visit Corpus Christi contracted with a nationally recognized sports tourism consulting firm called the Huddle Up Group. The Huddle Up Group’s purpose is to identify strategic target markets and opportunities based on current community inventory, infrastructure, and external competitive markets. The Sports Commission will develop a long-term strategic plan from these findings.

One of Visit Corpus Christi’s significant goals is to develop community pride. With the Huddle Up Group’s findings, the Sports Commission plans to strategically target sports that align with community history, interests, and current facility infrastructure. Once identified, a marketing campaign will be created to announce the arrival of the Sports Commission to the sports tourism industry and set the stage for a broader community branding initiative.

The campaign and branding initiative will be the rallying cry for sales efforts at industry trade shows and will be the backbone of highly personalized client touchpoints. The annual Calls for the Coast event will provide further opportunities for the Sports Commission to reach potential clients and promote the culture of the community.

In addition to the outward focusing efforts, the Sports Commission will spend a significant amount of time looking inward. Partnerships with local vendors and stakeholders will be paramount in the servicing of events and providing satisfactory experiences for both visitors and clients. As a result of the COVID-19 pandemic, sports tourism industry experts have stressed the importance of diversifying revenue streams. Owned events will prove instrumental in identifying future partners, strengthening collaboration and relationships with the City of Corpus Christi, and providing alternative forms of sustainable organizational practices.

Owned events will increase the visibility of the Sports Commission to the local community and provide stewardship opportunities. This will cultivate good-will within the community and generate the political capital necessary for infrastructure improvements and sports facility development. In addition to the Huddle Up Group’s recommendations for new sports venues, the Sports Commission will be visible on relevant boards and committees to identify barriers to access, participation, and securing large sports events for the destination.

SPOrTS COmmISSION SALES BUSINESS OBJECTIVES

OBJECTIVE 1

Launch the official Corpus Christi Sports Commission.

OBJECTIVE 2

Develop bold sports marketing initiatives to promote Corpus Christi as a sports tourism destination.

OBJECTIVE 3

Share Corpus Christi with the sports business world through expanded prospecting efforts.

OBJECTIVE 4

Develop industry leading sports services.

OBJECTIVE 5

Advocate for future sports venues and infrastructural improvements key to hosting large sports events and providing access to local recreational participation.

OBJECTIVE 6

Grow the reputation of the Corpus Christi Sports Commission through strategic relationship development.

OBJECTIVE 1

LAUNCH THE OFFICIAL CORPUS CHRISTI SPORTS COMMISSION

STRATEGY #1

Develop an efficient and strategic organizational structure that will define and guide Sports Commission roles.

Tactics:

• Cultivate a group of passionate and competitive team members

• Develop a mission and vision statement that aligns the purpose of Visit Corpus Christi with the goals of sports tourism

• Identify the need to develop bylaws consistent with sports commission best practices

• Develop a comprehensive budget

• Finalize a regionwide sports strategic plan

STRATEGY #2

Create marketing collateral that enhances sales efforts and sports planner experience.

Tactics:

• Create a Sports Commission web-page as an evergreen marketing tool

• Create a facilities guide

• Write white papers and blog content that assist in the promotion of, and direct towards, local venues

• Include a resource for local, regional, and national media on the Sports Commission and relevant events

STRATEGY #3

Build out a CRM database to adequately support sales and marketing tactics.

Tactics:

• Identify the target groups for each target market

• Coordinate with Convention Sales and Services to develop similar lead templates

• Develop a needs date calendar

STRATEGY

STRATEGY #4

Educate the community on the impact and importance of sports tourism.

Tactics:

• Sponsor local events that place our brand in front of future partners and stakeholders

• Present at local networking groups

• Present to TAMU-CC coaches and Athletic Department

• Foster relationship with local University Sports Management programs

• Design on-site marketing collateral to showcase Sports Commission Brand at local events

STRATEGY #5

Determine scope and purpose of a Sports Advisory Council.

Tactics:

• Benchmark similar councils across the country, then compare to local needs

• Identify and attend local networking groups

• Research local sports planners with connections to event logistical resources

• Scan for impactful community members with similar interests

• Identify impactful and diverse individuals that will support the council’s mission and vision

STRATEGY #6

Research opportunities for community investment.

Tactics:

• Create a plan for Sports Commission’s allocation of Visit Corpus Christi Foundation resources

• Identify youth sports organizations and venues in need

• Speak with sports community representatives to determine what type of assistance is needed

• Research list of local non-profit organizations to determine potential crossovers of community need

• Develop a high impact sponsorship program

OBJECTIVE 2

DEVELOP BOLD SPORTS MARKETING INITIATIVES TO PROMOTE CORPUS CHRISTI AS A SPORTS TOURISM DESTINATION.

STRATEGY #1

Create asset media library with highly unique visuals.

Tactics:

• Identify target events to gather content and assets

• Invest in an asset library for sports and sports venues

STRATEGY #2

Develop a sports marketing campaign to grow business and bookings from new markets.

Tactics:

• Ideate slogan based on community reputation and vision for the future

• Create a compelling content plan

• Market destination through leisure outlets in accordance with strategically targeted sports

• Have a presence at competing events and conferences to build awareness and destination reputation

OBJECTIVE 3

SHARE CORPUS CHRISTI WITH THE SPORTS BUSINESS WORLD THROUGH EXPANDED PROSPECTING EFFORTS.

STRATEGY #1

Attend sports tourism industry tradeshows.

Tactics:

• Identify key tradeshows that align with target markets

• Promote the destination via key sponsorship opportunities

• Strategically schedule one-on-one appointments with target sports markets

STRATEGY #2

Secure high-level sponsorship of Sports Events and Tourism Association Symposium to announce Corpus Christi as the Gulf Coast Capital.

Tactics:

• Unveil compelling sports marketing campaign at the event

• Host a bold activation

• Retargeting campaign to attendees pre and post-conference

STRATEGY #3

Utilize Calls for the Coast event to raise awareness of Corpus Christi as the Gulf Coast Capital for the sports tourism market.

Tactics:

• Develop a highly targeted prospect list for Calls for the Coast

• Promote the destination through a high-value incentive exclusive to Calls for the Coast leads

STRATEGY

OBJECTIVE 4

DEVELOP INDUSTRY LEADING SPORTS SERVICES.

STRATEGY #1

Provide innovative and highly personalized amenities and services for all sports group travelers.

Tactics:

• Develop a list of industry-based services that will impact pre, current, and post-event satisfaction

• Creation of a post-event planner satisfaction survey

STRATEGY #2

Identify local sports event related vendors to who can service future sports clients.

Tactics:

• Leverage existing partner and vendor relationships within the organization

• Communicate with the Chamber of Commerce, CCREDC and other community organizations to leverage relationships

• Creation of sports vendor contact list and segmentation in CRM

STRATEGY #3

Provide industry expertise and resources to local community events.

Tactics:

• Identify local stakeholders interested in creating their own events

• Design easy access templates for sponsorship proposals and press releases

• Guide future planners through calculation of risk and subsequent planning

STRATEGY

STRATEGY #4

Increase effectiveness of community promotions to sports visitors.

Tactics:

• Utilize Gulf Coasters Crew and destination services ambassador network to promote our community and landing pages on-site

• Increase marketing messaging on lodging, restaurants, and attraction deals to visitors prior to the event

• Manage event specific micro-site with visitor information

STRATEGY #5

Develop strategy to grow Conquer the Coast.

Tactics:

• Creation of a local organizing committee list to assist with logistical needs for the 2024 event

• Evaluate cost vs revenue generated for the event and areas for improvement

• Develop timeline of event to-do lists along with associated contacts for each list item

• Develop volunteer acquisition plan

• Creation of a sponsorship “hit list”

• Coordinate emergency action plans and evaluations of risk

OBJECTIVE 5

ADVOCATE FOR FUTURE SPORTS VENUES AND INFRASTRUCTURAL IMPROVEMENTS KEY TO HOSTING LARGE SPORTS EVENTS AND PROVIDING ACCESS TO LOCAL RECREATIONAL PARTICIPATION.

STRATEGY #1

Ensure a seat at key tables to guide decision making on key infrastructure needs and barriers to access.

Tactics:

• Strengthen relationship and involvement with Corpus Christi Parks and Recreation including a seat on relevant committee and work groups

• Identify other committee opportunities

STRATEGY #2

Research private groups who invest in and build sports venues across the country.

Tactics:

• Reach out to organizations such as SFA/SFM, the Huddle Up Group, and other national partners to identify groups appropriate for our community needs

STRATEGY #3

Continue to build relationships with City of Corpus Christi government and local civic groups.

Tactics:

• Invite City Representatives to speak at hosted sports events

• Invite local stakeholders to Sports Commission owned events

• Increase communication with the City and share findings

OBJECTIVE 6

GROW THE REPUTATION OF THE CORPUS CHRISTI SPORTS COMMISSION THROUGH STRATEGIC RELATIONSHIP DEVELOPMENT.

STRATEGY #1

Identify and nurture future Sports Commission Partners

Tactics:

• Discover organizations with access to monetary resources who could advance the vision and goals of the Sports Commissions

• Utilize Visit Corpus Christi Board for community connections and networking opportunities

• Leverage the VCC Foundation focus on sports development to attract donor participation

STRATEGY #2

Provide opportunities for relationship building and fundraising through event hosting and development.

Tactics:

• Identify opportunities to align with high-impact community events

• Leverage destination services to plan signature experiences for key partners

SPOrTS mArkET

AUDIENCE

Local, statewide, regional, national, and international sports planners who wish to host a sports event in Corpus Christi while driving overnight hotel stays. These planners often seek full-service assistance from Sports Commissions to provide direct support in the areas of destination site selection, event planning, vendor referrals, and sponsorship acquisition.

DIRECT TO PLANNER

• Sports Commission newsletters to keep planners up to date with recent developments and incentives

• Strategically curated white papers and blogs to support posttradeshow sales efforts and follow-ups

• Sponsorships and booths at tradeshows and conferences

VERTICAL CONTENT

• Market content through leisure outlets in accordance with strategically targeted sports

TRADE

TrADESHOW & SALES mISSIONS

The Sports Commission will attend four (4) tradeshows, conferences, and events. These events will potentially drive new business to the city in producing room nights. All event formats are either a tradeshow (The Sports Commission has a booth for buyers to visit) or a reverse buyer (The Sports Commission goes to the planner’s booth to visit). Many of these events offer appointment setting so the Sports Commission can pre-qualify and evaluate potential business opportunities. These events also offer an element of education for attendees and social events, offering more time to visit with potential clients.

U.S. Sports Congress

December – Richmond, VA

Small group tradeshow

SportsETA Symposium

May – Kansas City, KS

National association conference

S.P.O.R.T.S. Conference

September – TBD

Small group tradeshow

TEAMS

October – Palm Beach, FL

Large group tradeshow

FAM Tour

Late Summer - Corpus Christi, TX

Partner with our tourism stakeholders by creating a familiarization tour for sports event planners to experience Corpus Christi and potentially bringing in new business.

Advocacy

Advocacy is an important function of any organization looking to strengthen its position within an industry. The Sports Commission will be active in this realm to guide and advise on current issues that can impact future sports tourism opportunities. Simultaneously, the Sports Commission has an inherent interest in investing in the future of Corpus Christi sports, the health of the community, and the removal of barriers to sport participation. Community relationships will be paramount to accomplishing Sports Commission initiatives and goals.

Facility Development

In order to enhance destination offerings, the Sports Commission will need to evaluate current sports venues and infrastructure and advocate for improvements. This fiscal year the Sports Commission will begin to assess sports venues and facilities to determine improvement needs that will enable larger returns on sales efforts and diversify sports event opportunities. A comprehensive analysis of local clubs and specific sport support within the community will guide project priority. Once all the data is compiled, the Sports Commission will look at creating a Facility Master Plan in the future.

Community Education & Awareness

Present to local networking groups and clubs to spread the mission and vision of the Sports Commission

• Partner with sports stakeholders to invest in the sports community and increase brand awareness

• Serve on community boards and committees to represent sports tourism interests

FILm AND mUSIC COmmISSION

STrATEgY

FILM AND MUSIC MISSION

The mission of the Corpus Christi Film and Music Commission is to support the visiting filmmaker and music promoter by providing important logistical provisions, including permitting, and acting as a liason between the production and government/municipal entities. The Corpus Christi Film and Music Commission is also tasked with promoting the areas viability as a location to support commercial, television, film and music productions.

EXECUTIVE SUMMARY

Entering the final year of the three-year strategic plan developed in 2020, Visit Corpus Christi is committed to building a film and music commission to drive new opportunities to the Corpus Christi and Coastal Bend area. Promoting the destination as a leading film and music community will require a strategic approach to developing departmental goals, mission, and structure.

Once the commission has been firmly established, Visit Corpus Christi will need to leverage existing partnerships and community resources to develop a comprehensive asset list for film and music resources in the area. Development of a new marketing campaign designed to target film and music location resource professionals and decision makers will enable the organization to share the story of Corpus Christi as a award-winning film and music destination.

OBJECTIVE 1

PROMOTE THE DESTINATION AS A LEADING FILM & MUSIC COMMUNITY BY CREATING THE CORPUS CHRISTI FILM & MUSIC COMMISSION.

STRATEGY #1

Create a plan that identifies the goals, mission and structure of the Corpus Christi Film & Music Commission.

Tactics:

• Develop a strategy for partner outreach on a local and state level

• Identify areas of strengths and weaknesses

• Develop an organizational plan identifying areas of opportunity to improve in effort to make Corpus Christi a top destination in the Film and Music markets

• Identify our assets for advancement in the film and music industry

• Identify needs for exclusive film and music staffing

OBJECTIVE 2

RESEARCH BOLD MARKETING INITIATIVES THAT INCREASE PUBLIC AWARENESS OF THE CAPABILITIES THAT OUR DESTINATION HAS TO OFFER THE FILM & MUSIC MARKETS.

STRATEGY #1

Create a new marketing campaign designed to target film and music location resource professionals and decision makers.

Tactics:

• Develop marketing content and branding initiatives that identify with film and music producers

• Develop a logo and landing page for the website consistent with the national award-winning Gulf Coast Capital branding

STRATEGY #2

Leverage support from local community to further promote the destination for film and music events.

Tactics:

• Meet with, attend events, gain support and build relationships with the local community for future Film and Music initiatives

• Become a Film & Music Friendly city through the program created by the State of Texas Governor’s Office

• Acquire an assets list for Film that includes a broad database of local vendors, crew, location support specialists and additional resources

• Acquire an assets list for Music venues including a broad database of local contacts, vendors, experienced production professionals and resources

OBJECTIVE 3

SHARE THE STORY OF CORPUS CHRISTI WITH THE FILM & MUSIC WORLD.

STRATEGY #1

Maintain and research new key memberships with Film alliances.

Tactics:

• Grow our membership with Texas Film Commission

• Grow our membership with Texas Association of Film Commissions

• Become a member of the Association of Film Commissioners International

STRATEGY #2

Research new membership opportunities for Music industry.

Tactics:

• Work with the Governor’s office to identify new membership opportunities

• Research and become a member of the local music community

STRATEGY #3

Attend film and music industry tradeshows and networking events.

Tactics:

• Identify key tradeshows that align with target markets

• Promote the destination via key sponsorship opportunities

• Showcase Corpus Christi by strategically creating opportunities for site visits and fam tours with potential prospective business

• Promote staff education and certification to further enhance our industry knowledge of film and music

STRATEGY

FILm & mUSIC COmmISSION BUDgET

The creation of the Corpus Christi Film & Music Commission budget is based on market research, promotional marketing, tradeshow and direct sales initiatives creating opportunities for ROI and economic development growth in Corpus Christi.

rESEArCH

RESEARCH MISSION

STrATEgY

To position Visit Corpus Christi as the leading resource for travel and tourism data and analytics, optimize organizational efforts, target marketing more precisely and share insights with the community.

EXECUTIVE SUMMARY

In the final year of the three-year strategic plan, Visit Corpus Christi will be increasing its organizational commitment to research and data by developing strategies and plans specifically for the use of data in furthering our organizational goals and serving our community. This year, Visit Corpus Christi will ensure reporting accuracy starts from the source by assessing current data sources against alternatives, ensuring that all sources are used strategically to answer as many research questions as possible, and auditing all sources to remove any that do not add sufficient value. This data will lay the groundwork to target optimal audiences with marketing efforts, expand digital presence, maximize ROI on sales and sports group efforts, and understand the visitor experience to proactively meet visitor needs. Insights will also be shared externally with the stakeholders and partners to aid the community in understanding visitor impact and industry trends, anticipate future demand, and assist citywide development.

OBJECTIVE 1

ELEVATE CORPUS CHRISTI AS A DESTINATION BY PROVIDING INNOVATIVE , FIRST-CLASS DATA-DRIVEN SERVICES INTERNALLY AND TO EXTERNAL PARTNERS AND STAKEHOLDERS.

STRATEGY #1

Synthesize interdepartmental data with industry reporting to monitor key performance indicators, aid decision making and strategic planning and heighten organizational performance.

Tactics:

• Develop a comprehensive internal dashboard to monitor performance in each segment of the marketing funnel to heighten the Visit Corpus Christi digital presence

• Combine data science techniques with trends in demand to forecast future need dates to aid sales initiatives bringing groups to Corpus Christi when it is most impactful

• Create and analyze visitor surveys to better understand the visitor experience and utilize results to heighten marketing and experience efforts

• Identify behavioral patterns in convention and sports group market segments to personalize experiences, prepare stakeholders, and maximize ROI to generate repeat business and support increased visitor spending in-market

• Analyze and produce reports on visitor patterns and feedback, organizational initiatives, and KPI’s

STRATEGY #2

Expand and elevate knowledge of industry partners, external stakeholders and community members through communication of research and insights.

Tactics:

• Translate data-based patterns into actionable insights for partners

• Send out quarterly data reports with information on local and industry trends, and actionable insights

• Compile annual economic impact of tourism in Corpus Christi report to communicate the importance of the contribution of travel to the community

• Utilize internal reports to develop presentations on visitor patterns and feedback, organizational initiatives, and key performance indicators for partners and stakeholders

• Act as an information hub to communicate insights with external entities, stakeholders and local businesses to aid in citywide development

• Enhance organizational presentation, pitches, and reports with the use of easily ingested data visualizations

STRATEGY #3

Continue to utilize industry leading data in an efficient and accurate manner to ensure Visit Corpus Christi is on the forefront of data driven decision making.

Tactics:

• Strategically manage data budget to maintain sufficient ROI for each data source

• Continue to follow rapidly changing data landscape to ensure the most cutting edge and reliably accurate data sources and analysis methods are being utilized

• Communicate with data vendors and representatives to ensure data is being used optimally for organizational goals

FY 22-23 ANNUAL BUDgET

The breakdown of the operating budget supports the actions of the annual business plan and organizational strategic plan. As Visit Corpus Christi takes the next step in fulfilling our mission of sharing Corpus Christi with the world, increased reach of our advertising efforts along with developing a more memorable in-destination experience will be our primary focus.

VCC STAFF

Danielle Galindo Sr. Graphic Designer

Erica Tamez Strategic Implementation Manager

Julie Gonzales, pdm Account Manager

Kathryn Hyatt Sr. Director of Digital Marketing

Aubrey Valdez Visitor Services Coordinator

Mallori Johnson Destination Services Manager

Mary Herrera Sales Coordinator

Travis Milum, cmp Director of Texas Accounts

America Segura Brand Manager

Mike Imburgio, phd Director of Data Science Savannah Garza Digital Content Manager estevan Guerra Director of Visitor Services

Emily Zertuche, CTE Vice President of Marketing

Joey Jewell, sts Executive Director of Sports

Laura Kocian Staff Accountant

Nicole Olivares. cmp Vice President of Sales

Brett Oetting, cdme President & CEO

Erica Bhakta Executive Vice President

Meredith Darden, CTE Vice President of Experience