Visit Corpus Christi Destination Business Plan 2021-2022

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DESTINATION BUSINESS PLAN corpus christi

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fiscal-year 2021-2022


dear customers & stakeholders, As the second largest industry in the Coastal Bend employing thousands of your friends, family and neighbors, travel and tourism not only drives our economy but, enhances our quality of place while improving quality of life as a destination that people want to live and move to. Visit Corpus Christi is living our mission to build a better community by sharing Corpus Christi with the World. The 2021 fiscal year proved the impact Visit Corpus Christi can have on the city’s future. Coming out of the COVID-19 pandemic, Corpus Christi experienced all-time, high visitation and spending records that can be directly traced back to the organization’s programs and campaigns created in the last year. Now, as an internationally accredited Destination Management Organization in the second year of our three-year strategic plan, the community will experience how an industry-leading organization operates. The 2021-2022 plan is a must-read for anyone who desires a better life in Corpus Christi. The strategies laid out were developed to improve community pride and participation in creating increased economic prosperity for everyone. Backed by data and research, we will expand the organization’s reach in community leadership, Texas credibility and national awareness. As goes travel and tourism in Corpus Christi, so goes the local economy. A recent study by the Governor’s Office of Economic Development shows that for every $1 that the city of Corpus Christi allocates to Visit Corpus Christi, the organization generates $11.88 in sales tax revenues given directly back to the city. The city’s 2021-2022 annual budget shows all-time high allocations for infrastructure and street maintenance enhancements, much of this only made possibly due to increases in tourism activity and spending. On behalf of the Visit Corpus Christi team and board of directors, we hope the 2021-2022 Annual Business Plan inspires you to get involved in finding your path to contribute to building a better Corpus Christi. Brett Oetting

Visit Corpus Christi President & Ceo

2 • 2021–2022 The Business Plan


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4 • 2021–2022 The Business Plan


annual power of travel

corpus christi Becoming The Gulf Coast Capital

24,000 Hospitality Employees

Welcoming 10+ Million Visitors

SPENDING $1.5 Billion Per Year

Generating $22 Million In Sales Tax Revenues

Contributing 26% Of Citywide Sales Tax Collections

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TABLE OF CONTENTS Introduction 9 11 15 19 23

Who are we at Visit Corpus Christi? Dnext Futures Study Corpus Christi Destination Next Assessment 2021-2023 Strategic Plan Organizational Strategy

Visit Corpus Christi Business Plans 31 53 73 85

Sales Strategy Marketing And Communications Strategy Experience Development Strategy Public Relations and Advocacy Strategy

Administration 93 Annual Budget for FY 2022 95 Visit Corpus Christi Staff


Who are we? executive sUMMARY As the official destination marketing organization for Corpus Christi, Visit Corpus Christi has made significant progress in the first year of our three-year strategic plan. While COVID-19 has devastated the tourism industry across the country, the local tourism industry continues to be the secondlargest economic driver in the Coastal Bend area and is rebounding considerably well. With the support of our local community, stakeholders, and city leaders, Corpus Christi has become one of the top travel destinations in the state of Texas.

Annually, Corpus Christi welcomes over 10 million visitors who spend $1.5 billion, generate $22 million in sales tax revenues, and contribute 26% of citywide sales tax collections. Visit Corpus Christi is committed to improving the overall quality of place in Corpus Christi through our organizational mission, vision, and values and we are determined to raise national awareness of our destination. The unique experiences that Corpus Christi has to offer along with our highly skilled team are key to achieving our goals.

OUR VALUES

OUR MISSION

VISIT CORPUS CHRISTI IS COMMIttED TO OUR ORGANIZATIONAL VALUES OF BEING:

CREATING A BETTER COMMUNITY BY SHARING CORPUS CHRISTI WITH THE WORLD

bold, driven, collaborative, inclusive, true, and unified 8 • 2021–2022 The Business Plan

OUR vision TO BECOME THE GULF COAST CAPITAL FOR COASTAL AND OUTDOOR RECREATIONAL EXPERIENCES


Who are we?

INTRODUCTION

destination marketing accreditation program In July 2021, Visit Corpus Christi earned the internationally recognized Destination Marketing Accreditation Program (DMAP) accreditation; a visible industry distinction that defines quality and performance standards in destination marketing and management.  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.

2020-2023 Strategic Plan In September 2020, Visit Corpus Christi developed a three-year strategic plan which identifies key initiatives that are necessary to fulfill our vision of becoming the Gulf Coast Capital for coastal and outdoor recreational experiences. As we close out the first year of initiatives, Visit Corpus Christi has made significant progress toward key targets.  Visit Corpus Christi • 9



destinationnext futures study

INTRODUCTION

DNEXT 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.

Degree to which the trend is an opportunity or threat to the destination

Degree of control that a destination organization has to influence or capitalize on this trend

Visit Corpus Christi • 11


INTRODUCTION

destinationnext futures study

TOP 25 INDUSTRY & CONSUMER TRENDS

1 Greater industry, community and government alignment is driving destination competitiveness and brand.

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

7 Social media’s increasing prominence in reaching the travel market. 12 • 2021–2022 The Business Plan

2 Customers are increasingly seeking a unique, authentic travel experience.

5 Travelers are demanding more personalized information, control and interaction.

8 Mobile devices are becoming the primary engagement platform for travelers.

3 Content creation & circulation by the public across all platforms drives the destination brand and experience.

6 Travelers are seeking more personal enrichment and wellbeing.

9 Customers increasingly expect highly curated and customized destination content.


10 Travelers want assurances of high standards of cleanliness and hygiene.

14 Greater demand for more dynamic outdoor experiences.

18 Organizations are increasingly developing strategic alliances across multiple economic sectors to leverage resources.

22 More communities are aware of importance of tourism to local economy and job growth.

11 Better data management platforms are helping optimize strategy.

15 Business event customers are looking for better collaboration with destinations to achieve greater business outcomes.

19 Governments approaching tourism from an integrated, multi-departmental perspective focused on economic development.

23 COVID-19 dramatically accelerated e-commerce.

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

16 New data management platforms provide 360-degree view of customers and marketplace.

20 Risk management now a top priority.

24 Governments are more aware of the visitor economy’s impact on jobs, tax base and the overall economy.

13 The destination brand is a more important factor for choosing a destination.

17 Geo-targeting and localization becoming more prevalent.

21 Venues are making significant investments in hygiene and spacing protocols.

25 Increasing importance of transparency and building partnerships to secure business to a destination. Visit Corpus Christi • 13


INTRODUCTION

cc destinationnext assessment

corpus christi 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. destination strengths variables

Brand

Accommodation

Attractions & Entertainment

Sports & Recreation Facilities

Air Access

Communication Infrastructure

Mobility & Access

Events

Conventions & Meeting Facilities

OUR DEMOGRAPHIC CVB Board of Directors Community 8% CVB Leaders Staff 7% 8% Government Leaders 12% CVB Stakeholders 41%

Customers 7% Over 65 14%

18-34 12%

50-64 36%

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35-49 38%

International Readiness

community alignment variables

Organization Governance Model

Partnership Strength

Policy & Regulatory Environment

Local Community Support

Regional Cooperation

Workforce

Hospitality Culture

Industry Support

Funding Support & Certainty

Economic Development

Overall assessment


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.

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 KEY TAKEAWAYS

VOYAGER CITIES 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

• We are currently in Explorers quadrant with below industry average destination strength and community alignment • Stakeholders are not aligned on perceptions about destination


INTRODUCTION

cc destinationnext assessment

opportunity for destination improvements • • • • • • • • • • • •

Public Transportation Road Infrastructure Event Capacity Headquarter Hotel Tours for Outdoor Enthusiasts Park and Trail Diversity Air Access Walkability Bikeability High-Quality Shopping Downtown Unique and Vibrant Neighborhoods

• • • • • • • • • • • •

Convention Capacity Public Wi-Fi International Readiness Nightlife Resident Support Corporate Support Customer Service Funding Leader in the State Government Advocacy Tourism Master Plan Workforce

strategic initiatives To achieve Visit Corpus Christi’s vision, there are four strategic initiatives for the organization.

DRIVEN ORGANIZATION

BOLD SMARKETING

COLLABORATIVE EXPERIENCE DEVELOPMENT

INCLUSIVE COMMUNITY ALIGNMENT

16 • 2021–2022 The Business Plan



INTRODUCTION

2021-2023 strategic plan

the outlook ahead: strategic plan 2021-2023 While we have plenty of work to do this year, we are 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 the local tourism market and spotlight Corpus Christi as a world-class destination for travel.

As we embark on the second year of our strategic plan, Visit Corpus Christi is committed to these four key initiatives outlined below:  Launch a new website to boost our digital presence, inspire travel, and attract more visitors to the area

Create a Sports Commission to recruit large water and land sporting events, conferences, and clinics to Corpus Christi

18 • 2021–2022 The Business Plan

Build a Film & Music Commission to drive new opportunities to Corpus Christi and the Coastal Bend area

Partner with the Corpus Christi International Airport to bring more visitors to Corpus Christi by creating more airlift options that support leisure and business travel


Visit Corpus Christi • 19


INTRODUCTION

2021-2023 strategic plan

INCLUSIVE COMMUNITY ALIGNMENT Visit Corpus Christi recently launched the #CCME campaign focused on brand awareness and messaging that reaches our community through advocacy and support for the local tourism industry.

Driven Organization Visit Corpus Christi reimagined the visitor experience by opening a new Visitor Info Center located in the Water Street Market. This location enables the Visit Corpus Christi team to enhance the visitor experience right in the heart of our growing tourism market in downtown Corpus Christi.

bold smarketing Visit Corpus Christi recently unveiled a new Brand by incorporating a new logo along with our new vision of making Corpus Christi the Gulf Coast Capital of outdoor and recreational experiences.

20 • 2021–2022 The Business Plan


2021-2023 strategic plan

INTRODUCTION

COLLABORATIVE EXPERIENCE DEVELOPMENT Visit Corpus Christi’s Experience department has built a cohesive team of motivated and passionate individuals we refer to as the “Gulf Coasters”. Our Gulf Coasters program allows our organization to capture the visitor experience in high foot traffic areas, such as the beach, which supports our goals of providing high-quality customer service and satisfaction.


INTRODUCTION

organizational strategy

VCC team Continue to nurture a cohesive team through initiatives focused on staff morale and high performance. Audience: Visit Corpus Christi Staff STRATEGY #1 Ensure a strong team culture through strategic initiatives that directly impact morale. tactics • • • • • •

Coordinate monthly staff outings. Empower the growth of the employee driven Culture Club. Continue to impress upon the organization’s mission, vision, and values. Appreciate and celebrate staff through key seasonal family gatherings. Develop an employee perks program. Continue to offer a competitive employee benefits package.

STRATEGY #2 Commit to providing opportunities for individual growth. tactics • Support professional, community involvement through individual participation on key committees, boards, and commissions. • 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 semi-annual, skip-level, one-on-one meetings.

22 • 2021–2022 The Business Plan


organizational strategy

INTRODUCTION

STRATEGY #3 Foster team development initiatives to create high performing departments. tactics • • • • • •

Conduct standard annual and mid-year reviews. Schedule weekly supervisor led one-on-one meetings with staff. Schedule weekly department meetings. Schedule weekly interdepartmental meetings. Plan monthly department offsite strategic meetings. Plan quarterly department offsite visioning retreats.

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24 • 2021–2022 The Business Plan


organizational strategy

INTRODUCTION

industry partners Build and Strengthen the Local Tourism Ecosystem. 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. • Host annual revenue management training. STRATEGY #2 Ensure industry partners are up to date with industry trends and organizational strategies. tactics • Enhance monthly organizational report. • Host routine targeted stakeholder meetings. STRATEGY #3 Provide opportunities to strengthen industry collaboration. tactics • • • • • • •

Host annual HOSPiS Awards Ceremony & Gala. Facilitate annual Calls for the Coast. Support experience department ambassador training initiatives. Assist partners with research projects and economic impact reports. 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. Visit Corpus Christi • 25


INTRODUCTION

organizational strategy

local cOmmunity Elevate the value of the travel and tourism industry to corpus christi. 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 Coastal Capital Community Facebook page. Conduct an annual resident sentiment survey and share with the public. 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 • Create an inclusive network of diverse individuals to ensure equitable representation. • Utilize the BeCC initiative program to expedite the onboarding of influential new members of the community. • Partner with Texas A&M University - Corpus Christi to support recruitment efforts and retain talent. • 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.

26 • 2021–2022 The Business Plan


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INTRODUCTION

organizational strategy

board of directors Engage a high-functioning and supportive Board of Directors. Audience: Board of Directors STRATEGY #1 Strengthen board engagement through increased communication. tactics • Streamline nomination process with nominating committee to identify impactful and diverse board representation. • Ensure ease of access and timely delivery of board materials. • Explain the importance of attending organization events.

STRATEGY #2 Strengthen board engagement through increased education and advocacy. tactics • • • •

Develop a robust orientation program for new board members. Continue to host high-level partner presentations at monthly board meetings. Develop targeted advocacy training for board members through Tourism Academy. Promote the principles of DMAP Accreditation to board of directors.

28 • 2021–2022 The Business Plan


ELECTED LEADERS 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. Create a power of travel presentation for elected officials. 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. Visit Corpus Christi • 29


SALES strategy

executive sUMMARY Visit Corpus Christi developed this extensive sales strategy to attract meetings and conventions with contracted group hotel nights that impacts Visit Corpus Christi’s overall goal of growing economic impact to Corpus Christi for the fiscal year of 20212022. The VCC Sales team is comprised of industry professionals responsible for identifying new meeting opportunities, converting them into definite bookings, and delivering exceptional customer service in turn, ensuring repeat business. Our focus is to achieve growth in the overall meetings and conventions market for our destination. While the lingering COVID-19 pandemic has certainly disrupted the forward momentum of pure definite room nights, the sales team is still committed to delivering the very best support possible to our hotel and partners. As Visit Corpus Christi enters the second year of our three-year strategic plan, the sales team will have a greater focus on increased client engagement in and out of market through direct sales efforts, social media, advertising and sponsorships, and media

30 • 2021–2022 The Business Plan

and promotional efforts, always with a focus on new prospects, need times, and niche markets. Given the challenges of travel and meetings in a post-COVID-19 landscape, the importance of the Destination Marketing Organization in attracting group travel and delivering memorable experiences further shows the importance of Visit Corpus Christi. The Visit Corpus Christi group sales effort will also expand in 2022 with the creation of the Corpus Christi Sports Commission and Corpus Christi Film & Music Commission. These two commissions will look to leverage the Coastal Bend natural and created assets to drive additional growth to the region.


SALES strategy

Visit Corpus Christi Business Plan

Sales mission

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

what we do Conduct site and familiarization (FAM) tours to strategic locations.

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

Create competitive group pricing packages with industry partners.

Despite the challenges the tourism industry has faced in the last year, the Visit Corpus Christi Sales team is still in a strong position compared to many of our competitor markets. Corpus Christi has strong destination awareness, an improving sales team, and is situated in a prosperous and vibrant part of the world near key short-haul sources markets. Visit Corpus Christi and its partners have the ability to influence visitation with sustained marketing and sales campaigns within our target markets.

Target marketing efforts such as tradeshow participation & meeting planner incentive campaigns.

Provide convention and group service client management services.

Collaborate to create impactful, new group Sales and Marketing campaigns.


Visit Corpus Christi Business Plan

SALES strategy

objectives & tactics Develop bold group marketing initiatives to position Corpus Christi as a premier meeting destination. STRATEGY #1 Develop a new convention marketing campaign to grow business and meeting bookings from new markets. tactics • Position Corpus Christi as the Gulf Coast Capital for meetings and conventions, increasing awareness and consideration of Corpus Christi as a meetings destination by driving increased engagement with Visit Corpus Christi content and 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. • Indirectly generate incremental room nights and convention bookings by directly contributing to specified media activity goals through media engagements. • Focus on regional tactics to capture attention of planners in key Texas markets including Houston, Dallas, Fort Worth, San Antonio, and Austin.

STRATEGY #2 Utilize group booking incentives to increase city-wide bookings and contracted group room nights. tactics • Develop an incentive package that is unique to Corpus Christi and provides a certain level of incentives based on return on investment (ROI) as meetings start to book for future years. • Partner with local attractions and venues to create custom, turn-key experiences for group incentive offer. • Gain a competitive advantage by promoting the ability to combine multiple incentives to key clients.

32 • 2021–2022 The Business Plan


SALES strategy

Visit Corpus Christi Business Plan

STRATEGY #3 Create and produce an inspiring, newly branded Meeting Planner Guide. tactics • Create new group branding with specific targeting to meeting planning professionals. • Coordinate with marketing team and tourism partners to gather photo and video assets of key meeting spaces. • Develop an easily accessible informational toolkit for meeting planners.

Visit Corpus Christi • 33


Share Corpus Christi with the group business world through participation in tradeshows and industry events. STRATEGY #1 Identify key industry tradeshows and conferences that align with target markets. tactics • • • •

Develop target market mix. Ensure the CRM is accurate and up to date. Identify the target groups for each target market. Enhance our presence through event sponsorships, Public Relations, and media attendance. STRATEGY #2

Promote the destination with newly customized branded booth experience. tactics • Develop unique, creative messaging for key target market tradeshows. • Identify desirable promotional items meant to draw potential clients to the booth. • Invite partners to attend key tradeshows and events adding to the enhanced immersive experience. • Host a pre-conference tactical meeting to ensure a consistent and organized brand approach.

34 • 2021–2022 The Business Plan


SALES strategy

Visit Corpus Christi Business Plan

Showcase Corpus Christi to clients through the annual Calls for the Coast event. STRATEGY #1 Create unique Corpus Christi “takeover” week-long event in Austin. tactics • Collaborate with hoteliers and partners to curate a custom target client list for Austin meeting planners that have potential meetings for Corpus Christi. • Partner with Marketing team to create a unique, in-market event and immersive experience for Austin-based meeting planners and potential clients. • Partner with Public Relations team to obtain media coverage. STRATEGY #2 Curate unique familiarization (FAM) trip opportunities for planners. tactics • Develop an annual calendar to strategically market local events to take place during FAM trips for target markets. • Work with Experience team and local partners to create immersive and exclusive custom experiences. • Utilize a quarterly Sales newsletter to motivate planners to attend FAM trips with unique, exclusive experiences to Corpus Christi. • Host a pre-conference tactical meeting to ensure a consistent and organized brand approach. STRATEGY #3 Produce prequalified Sales Blitzes to major Texas metro areas. tactics • Develop annual schedule during key dates and experience. • Obtain data from Cvent, Knowland, and CRM to leverage opportunities with key clients. • Work with Marketing team to create custom marketing and communications to guide messaging, incentives, and placements of promotion. • Utilize quarterly Director of Sales partner calls to encourage partners to attend. • Host a pre-conference tactical meeting to ensure a consistent and organized brand approach.


Visit Corpus Christi Business Plan

SALES strategy

Demonstrate commitment to research and data as a selling tool. STRATEGY #1 Leverage Knowland and STR data for business development of qualified group business. tactics • Utilize Knowland data to target pertinent prospect accounts that are mutually beneficial to both the destination and the client. • Identify the right business opportunities to position the Visit Corpus Christi sales team for success while recognizing client’s needs.

STRATEGY #2 Collaborate with the Research and Analytics Manager to determine group need dates and forecast trends. tactics • Commit to providing accurate data from customer relationship management (CRM) system to include the launch of the partner portal. • Conduct quarterly data audits of the CRM to ensure the sales department is proactive in identifying group trends.

STRATEGY #3 Communicate research findings with hoteliers to make data driven decisions relating to group business. tactics • Incorporate data findings into quarterly director of sales stakeholder meetings to assist in identifying need times to fill with group business, along with peak seasons to drive average daily rate (ADR) and potentially adjust group ceilings. • Participate in Visit Corpus Christi Tourism Academy - Ambassador Level curriculum to educate the community on the importance of group business and its impact on the city. 36 • 2021–2022 The Business Plan


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38 • 2021–2022 The Business Plan


SALES strategy

Visit Corpus Christi Business Plan

SALES MARKETING STRUCTURE

MARKETING DEPLOYMENT: CITYWIDE GROUP BUSINESS

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

BUYERS

• Texas State Association • National Association • Government • Corporate • SMERF: Social, Military, Education, Religious, and Fraternal • Sports • Film, Music, Festivals, and Events

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.

JAN

FEB

MAR

APR

Low Season

Oct 25 – Dec 31 Jan 1 – Mar 1

MAY

JUN

ADMINISTRATION

• Sales administrative support for customer relationship management and clients

JUL

Shoulder Season Mar 2 – May 25 Sep 7 – Oct 24

AUG

SEP

OCT

NOV

DEC

High Season May 26 – Sep 6

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SALES strategy

Visit Corpus Christi Business Plan

key source markets TIER A MARKETS: ACTIVE INVOLVEMENT

Austin Houston

TIER B MARKETS: SECONDARY PRIORITY LIMITED INVOLVEMENT

Dallas/Fort Worth San Antonio

Metric SALES RFPS Group leads sourced GROUP HOTEL DEMAND Contracted hotel room nights for group business CONVENTION GROUP ADR Group average daily rate (ADR) CONVENTION PLANNER SENTIMENT Create a procedure that identifies and measures the Convention Meeting Planner experience SHOWCASE CORPUS CHRISTI Site visits and familiarization tours (FAMs)

West Texas New Mexico Oklahoma

Louisana Other US

2021-2022 fY target

150

37,000

$132

Create benchmark after 6 months 12


Meeting Planner

SWOT analysis S

W

Strengths

WEAKNESSEs

• Destination appeal • Small to medium sized group importance • Year-round destination • Airport proximity • Downtown Bayfront • Gulf beaches and bay beaches • Outdoor activities

• 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

O

T

OPPORTUNITIES

THREATS

• Develop TPID - Tourism Public Improvement District • Increase customer understanding of destination location • Expand airlift - create direct flight options • Newly defined Gulf Coast Capital branding initiatives • Bold SMarketing initiatives

• Economic and political uncertainty • Health and safety uncertainty • Proximity of gulf beaches to and from convention center and downtown hotels

Visit Corpus Christi • 41


TRADESHOW & SALES MISSIONs our strategy The Sales Department 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 (Visit Corpus Christi has a booth for buyers to visit) or a reverse buyer (Visit Corpus Christi

goes to the planner’s booth to visit). 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 visit with potential clients and meeting planners.


SALES strategy

Visit Corpus Christi Business Plan

14 tradeshows, conferences and events!

CONNECT TEXAS October – Round Rock, TX Texas-based planners for all markets, reverse buyer tradeshow NORTHSTAR DESTINATION TEXAS December – Grapevine, TX Texas-based planners for all markets, reverse buyer tradeshow RCMA EMERGE February – Sacramento, CA Religious market, meeting planners, exhibitor tradeshow CVENT CONNECT April – Las Vegas, NV Corporate and Business Travel markets, meeting planners, exhibitor tradeshow NORTHSTAR IPEC April – Location TBD All markets, reverse buyer tradeshow HELMSBRISCOE ANNUAL PARTNER MEETING May – Las Vegas, NV All markets, reverse buyer tradeshow IPW June – Orlando, FL International tourism industry tradeshow

MPI WEC June – San Francisco, CA All markets, reverse buyer tradeshow TSAE NEW IDEAS September – Irving, TX Texas State Association market, educational conference and networking TEAM SPORTS CONFERENCE TRADESHOW October – Oklahoma City, OK Sports, reverse buyer tradeshow SOUTHWEST SHOWCASE January – Austin, TX Texas State Association market, exhibitor tradeshow SMALL MARKET MEETINGS 2022 Date TBD – Location TBD Corporate, Government, Leisure, reverse buyer tradeshow HPN ANNUAL PARTNER CONFERENCE 2022 Date TBD – Location TBD All markets, reverse buyer tradeshow CONFERENCE DIRECT ANNUAL PARTNER MEETING 2022 Date TBD – Location TBD All markets, third party planners, reverse buyer tradeshow

Visit Corpus Christi • 43


Visit Corpus Christi Business Plan

SALES strategy

meetings & convention Sales Missions The Sales team will coordinate the following Sales Missions to create more selling opportunities for Corpus Christi and re-create Familiarization (FAM) Tours for the year in effort to bring more convention, meeting, and group business to the city. In addition to these scheduled events, each Sales Manager handles monthly local and bi-monthly outer market sales calls with potential buyers. These opportunities require partner participation from our stakeholders. SOUTHWEST SHOWCASE January (1 Day) 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 six industry partners. fam tour - corpus christi summer Partner with our tourism stakeholders by recreating a familiarization tour for meeting and event planners to experience Corpus Christi and potentially bring new business to our area.

44 • 2021–2022 The Business Plan


Sales Blitz Schedule for Group Business: Phone Blitz: Calls for the Coast January (3-5 days) This is a unique meeting rebound initiative to qualify potential business leads for Corpus Christi. Visit Corpus Christi and industry partners will call across all available market segments. HOUSTON Summer (3-5 days) Lead our stakeholders and industry partners on pre-scheduled sales calls in the Houston area for future, new, and past oil and gas and corporate business. AUSTIN Spring (4-5 days) Lead our stakeholders and industry partners on pre-scheduled sales calls in the Austin area for future, new, and past Texas State Association business. This sales blitz will end with a client appreciation party. DALLAS Fall (3-4 days) Lead our stakeholders and industry partners on pre-scheduled sales calls in the Dallas/Fort Worth area for future, new, and past Texas State Association and Corporate business. Visit Corpus Christi • 45



SALES strategy

Visit Corpus Christi Business Plan

the SALES process 1. Research and Analytics 2. Direct Sales 3. Qualification of Business 4. Formal Meet and Greet 5. Request for Proposal 6. Lead Distribution 7. Bid Process 8. Hosted Site Visit 9. Presentations 10. Close Business for City 11. Full Group Experience Planning 12.Client Services 13. Business Retention

roadmap of sales process

BUDGET The sales budget for Visit Corpus Christi is strategically divided to provide the most return on investment with tradeshows and sales missions, client relations, convention funding, event hosting, and sales administration. Sales Administration 36%

Tradeshows & Sales Missions 14%

Client Relations 23% Convention Funding and Event Hosting 27% Visit Corpus Christi • 47


Visit Corpus Christi Business Plan

SALES strategy

Corpus Christi Sports Commission Establish Corpus Christi as a sports destination. Corpus Christi has a competitive advantage in that it offers something many other cities cannot with water. The opportunity for Corpus Christi to leverage our natural assets to foster competitive water and land sporting events will drive a new market of visitors and spending.

STRATEGY #1 Implement and utilize industry best practices to create the commission. tactics • • • •

Create by-laws designed for a non-profit sports commission. Develop a comprehensive budget. Develop a regionwide sports strategic plan. Develop a facilities guide and website.

STRATEGY #2 Develop a competitive sports ecosystem. tactics • Partner with national sports consultant to develop a sports facilities development plan. • Recruit a robust and diverse board of directors. • Assemble a comprehensive destination asset list to include facilities, key contacts, and stakeholders. • Analyze and promote the development of sports facilities. • Grow existing sports events with a concentration on off-peak and mid-week dates. • Explore redevelopment of past tournaments and events that were previously successful events.

48 • 2021–2022 The Business Plan


STRATEGY #3 Ensure the world knows the distinctive sports opportunities in Corpus Christi. tactics • Establish and strengthen membership in relevant associations and organizations. • Collaborate with local partners to promote sports opportunities. • Continue to work with Sports Steering and Organization Committee of local facility key holders who meet quarterly to discuss and approve potential business, tournaments, and sporting events. • Coordinate with local organizations such as TAMU-CC Islander Athletics, American Bank Center and Corpus Christi Hooks to bid on more sporting events • Attend key industry tradeshows and events.

Visit Corpus Christi • 49


50 • 2021–2022 The Business Plan


SALES strategy

Visit Corpus Christi Business Plan

Corpus Christi film and music commission Establish Corpus Christi as a film and music destination. STRATEGY #1 Implement and utilize best practices to increase operational efficiency. tactics • • • •

Collaborate with local government to promote a friendly film and music process. Ensure all relevant documents and procedures are in line with industry standards. Develop a film and music strategic plan. Establish and strengthen membership in relevant associations and organizations. STRATEGY #2

Develop a robust local film and music ecosystem. tactics • Develop stakeholder group of passionate industry locals to identify opportunities for continued growth and development. • Collaborate with local partners to promote music opportunities. • Analyze and promote the development of film and music facilities. • Develop a catalog of viable locations. STRATEGY #3 Ensure the world knows the distinctive film and music opportunities in Corpus Christi. tactics • Develop a list of Corpus Christi representatives in the film and music industry. • Compile a digital film and music guide as an industry resource. • Attend key industry events and tradeshows.

Visit Corpus Christi • 51


marketing and communications strategy

executive summary Visit Corpus Christi has developed a robust and strategic Marketing & Communications Plan for Corpus Christi to be the leading creative media and marketing arm for Corpus Christi through bold and strategic destination campaigns, putting Corpus Christi on the map as the Gulf Coast Capital for coastal and outdoor recreational experiences. The Visit Corpus Christi marketing department promotes Corpus Christi for leisure, convention, and business tourism with marketing efforts that include advertising, communications, advocacy, public relations, social media, and collateral development. The strategic initiatives for the 2021-2022 year include further developing and enhancing a compelling destination brand, expanding throughout the state of Texas and to uncharted territories across the globe. As Visit Corpus Christi enters the second year of our three-year strategic plan, the marketing team will utilize the recent visitor profile study to leverage the new organizational brand and visitor personas to take a more granular approach in our efforts.

Additional strategic initiatives include the launch of the new website and CRM (Customer Relationship Management), developing a community advocacy campaign, and conducting bold SMarketing (Sales Marketing) to advance sales and convention efforts. The marketing department will partner with community leaders, stakeholders, and local industry professionals, putting Corpus Christi on the map as the gulf coast capital for coastal and outdoor recreational experiences.


marketing strategy

Visit Corpus Christi Business Plan

marketing OBJECTIVE Position Corpus Christi as the Gulf Coast Capital, a year-long 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.

marketing mission

Corpus Christi Is the Gulf Coast Capital! Here in Corpus Christi, Texas, we coast our own way. We remember our past, work for our dinner, and aren’t afraid to get our hands dirty. Because our way of life is bigger than our beaches, and we would not have it any other way. Welcome to the Gulf Coast Capital. Located on the South Texas Gulf Coast, Corpus Christi offers popular attractions, outdoor experiences, a variety of hotels, cultural venues, shopping, fresh, local seafood, and best of all —South Texas hospitality. Plan a trip now to the Gulf Coast Capital. Visit Corpus Christi • 53



marketing strategy

Visit Corpus Christi Business Plan

BRAND AWARENESS

About brand awareness and the travel decision process. The phases of the travel decision maker fall into three important categories: Inspire, Engage, and Convert. These phases at the core of the Visit Corpus Christi marketing approach.

phases of travel decisions

PHASE THREE: CONVERT

PHASE ONE: INSPIRE

PHASE TWO: ENGAGE

Visit Corpus Christi aims to build and maintain brand awareness levels by utilizing focus audience strategies to drive more qualified audience intent from highvalue travelers on a larger scale.

CAMPAIGN CONSIDERATION

TACTICAL VISITATION

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.

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.

The 2022 media plan aims to deliver compelling content to potential visitors that help drive them to seek out information on travel to Corpus Christi.

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.

The 2022 media strategy is to reach high-value audience within regional markets, expand reach to potentially new audiences utilizing persona research data and inspire seasonal travel to Corpus Christi based on peak seasons such as spring break. PLACEMENTS AND MEASUREABLES • Organic website and social media efforts • Paid social • Paid search • Strategic partnerships • Launch of new brand creative • Long-term Co-Op opportunities

PLACEMENTS AND MEASUREABLES • Programmatic display • Endemic programmatic • Organic website and social media efforts • Paid social Paid search • Ongoing branding creative

PLACEMENTS AND MEASUREABLES • OTAs • Programmatic retargeting • Paid social • Paid search • Organic website and social media efforts • Ongoing brand creative

Visit Corpus Christi • 55


2021-2022 media plan The media strategy for Visit Corpus Christi is to deliver data-driven, adaptable media to a leisure audience, driving inspiration and longer visitation to Corpus Christi from core audience segments.

In the 2022 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.

Defined Measurement Strategy

Data-Led Targeting and Optimization

56 • 2021–2022 The Business Plan

Full-Funnel and Channel Approach

Creative Alignment and Opportunity Markets


marketing strategy

Visit Corpus Christi Business Plan

Core audience segment Terminal personas include:

unbound urbanites

the sun seekers

texas trippers

roaming boomers Visit Corpus Christi • 57


marketing strategy

Visit Corpus Christi Business Plan

the sun seekers • Most affluent (HHI and net worth) segment with highest propensity to travel frequently both domestically and internationally.​ • Interests and travel activities align with Corpus Christi amenities (beach, boating, museums, biking, watersports)​ • Most likely to be represented by Power Elite and Booming with Confidence mosaic groups.​ • Most likely to have traveled greater distances to Corpus Christi with 20% coming from the Pacific region and overall very concentrated to large metro areas with population > 1M.​ • Quality is the most important decision factor when making purchase decisions.

homeowners

gender

44%

56%

female

male

HHI

$100k+ $

161k avg

20% > $250k

18% of total households

marital status

94% own 6% rent who are they?

70% married

children in household

49%

52 ave age

have children

45–64

30%

largest age group

married with dual income

58 • 2021–2022 The Business Plan


marketing strategy

Visit Corpus Christi Business Plan

unbound urbanites • Least established audience in terms of home ownership, income, net worth and family.​ • High ability to take last minute vacations and more likely to take shorter road trips to get away.​ • Very influenced by special offers and deals, much less focused on brand when making purchase decisions.​ • Represented by lesser affluent mosaic groups in singles and starters and cultural connections.​ • Lowest index for travel activities front of mind for Corpus Christi, like beach/ waterfront other water activities.​ • Diverse audience with 27% Latinx and 21% Black representation.

homeowners

gender

54%

46%

female

male

HHI $50k–$75k

62k avg

$

25% of total households

marital status

52% own 48% rent who are they?

44% married

children in household

45

ave age

52%

25–44

have children

largest age group

Visit Corpus Christi • 59


marketing strategy

Visit Corpus Christi Business Plan

texas trippers

gender • Most diverse audience set with 47% Latinx and 9% black representation. 50% of households bilingual.​ • In the thick of raising a family with 20% having child within last 3 years.​ • Looks for new quality experiences for their family, and conducts research to find affordable options.​ • Most likely to come from in-state.​ • High index for pet ownership and family related interests and travel activities.​

homeowners

47%

53%

female

male

HHI $50k–$150k

62k avg

$

35% of total households

marital status

96% own 4% rent who are they?

66% married

children in household

48

ave age

81%

35–54

have children

largest age group

60 • 2021–2022 The Business Plan


marketing strategy

Visit Corpus Christi Business Plan

ROAMING BOOMERS

• ​Oldest audience with 32% retiree and on 14% left with kids in HH.​ • Past peak earning years but still spend healthy amount annually on travel and entertainment.​ • Mosaic representation concentrated in Autumn Years and Golden Year Guardians - less affluent versions of Booming with Confidence.​ • Self pride very evident in interests gardening, DIY, health, religion, and home improvement.​ • Highest travel related indices include: Beach, boating, camping and other outdoor activities.

homeowners

gender

45%

55%

female

male

HHI $50k–$150k

81k avg

$

21% of total households

marital status

90% own 10% rent who are they?

63% married

children in household

60

ave age

14%

55–74

have children

largest age group

Visit Corpus Christi • 61


Visit Corpus Christi Business Plan

marketing strategy

objectives & tactics Enhance and execute use of marketing channels to leisure visitors to generate millions of dollars in economic impact to Corpus Christi strategic marketing campaigns as well as activations and promotions of visitor-supported Corpus Christi attractions, hotels, and businesses. STRATEGY #1 Build brand awareness through targeted and integrated paid-media leisure marketing campaigns. tactics • Conduct strategic paid media buys targeted to potential leisure travelers 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 campaign execution, telling the true, authentic story of the Corpus Christi brand through content messaging, paid leisure media, and all communications. • Utilize leisure traveler personas to provide personalized, custom messaging to Terminal core market segments located both in-state and out-of-state.

62 • 2021–2022 The Business Plan

• 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 content curation. • Develop itineraries, digital passes, and interactive resources including downloadable passports, guides, and 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 Launch highly targeted influencer programs inclusive of community and travel Influencers. tactics • • • •

Develop a tier-structured influencer program inclusive of unique experiences. Launch the community influencer program, the Corpus Christi Social Hub. Work with the MMGY Globetrotter Network to gather travel influencer contacts. Drive social media awareness and engagement of Corpus Christi as the Gulf Coast Capital by inviting bloggers and social media influencers to share their travel experiences. • Generate rich content via influencer blog posts, stories, and social media content to drive traffic to Corpus Christi website. • Curate lasting, high-quality images and video to be used for ongoing digital marketing efforts. STRATEGY #3 Activate and utilize acquired data as a measurement tool in our decision-making processes. tactics • Leverage vendor partnerships with new and existing platforms to streamline data measurement. • Ensure that all paid media is being tracked for performance reporting and real-time campaign evaluation. • Measure all received data to develop customized reporting for Corpus Christi stakeholders. • Create comprehensive reporting to measure campaign performance, website performance, ad effectiveness, and visitor and resident sentiment. • Optimize campaign performance to reduce spend and maximize destination marketing effectiveness. Visit Corpus Christi • 63


Enhanced Personalized Marketing through Storytelling. STRATEGY #1 Create a new and refreshing content plan to tell an authentic story of Corpus Christi as the Gulf Coast Capital. tactics • Develop a strategy for refreshing and updating existing top-performing content. • Identify a list of strategically selected writers for each core-audience segment. • Reimagine the Visit Corpus Christi blog with fresh storytelling content with local and regional travel writers, Corpus Christi partners, and influencers. • Activate CrowdRiff user-generated content to promote a diverse audience from an authentic lens. STRATEGY #2 Optimize storytelling efforts to align with our core-audience and story pillars. tactics • • • •

Enhance content marketing strategy efforts using persona-based story pillars Create persona-based storytelling content through video, blogs, and images Develop a partner promotion strategy to enhance personalized content marketing efforts Leverage local guest bloggers that write itineraries, insiders guides, and stories to the Terminal core-segmented audiences • Execute social media campaigns that target Terminal personas based on seasonality inclusive of contests, promotional posts, video ads and more. • Retain strategy of intent over geography and focus media efforts on engaging with consumers who show interest to travel to Corpus Christi. 64 • 2021–2022 The Business Plan


marketing strategy

Visit Corpus Christi Business Plan

STRATEGY #3 Leverage marketing efforts through public relations and media partnerships for earned-media to support seasonal campaigns that raise awareness and visibility of Corpus Christi. tactics • Collaborate with Public Relations Vendor for ongoing communications strategy and support by developing an annual roadmap and action plan. • Engage local media to tell the Corpus Christi story, using ongoing education and advocacy on the power of travel. • Utilize a proprietary media database, communicating ongoing media releases and pitches. • Generate impactful regional and national press coverage. • Protect the Corpus Christi image through proactive and strategic crisis and issues management and communications. STRATEGY #4 Develop Bold Marketing Activations in Target Markets to Display Brand Presence and Generate Awareness. tactics • Select markets and level of activations based on visitor data and core audiences. • Create Innovative activations at strategically chosen tradeshows, events, and festivals. • Dedicate a #CCME activation to be placed in Corpus Christi to enhance community pride and generate positive local sentiment to “love where you live”. • Wow audiences with marketing activations by partnering with local makers to highlight the unique vibe of Corpus Christi.


Visit Corpus Christi Business Plan

marketing strategy

Promote Corpus Christi to Residents and Stakeholders as a Community Shared Value. STRATEGY #1 Provide Co-Op and Marketing opportunities for Partners and Stakeholders. tactics • Launch Co-Op opportunities for all partners, including options on the Visit Corpus Christi website, Google/Bing Ad placements, and social media promotions • Launch the website partner portal for partners and businesses to access its listings and analytics • Activate the Partner Scorecard Program as part of the Experience partner initiatives, gathering a comprehensive look at the partner’s digital performance • Work individually with partners to educate and assist in marketing efforts to drive visitation to Corpus Christi STRATEGY #2 Develop and promote effective, community-driven pride of Corpus Christi through ongoing education, community relations, and experiences. tactics • Launch the Gulf Coast Capital Podcast, inviting guest speakers from the community to talk on topics relating to tourism, economic development, and community pride. • Execute a yearly Gulf Coast Capital hospitality industry event for the community to encourage locals to join in on a positive and educational outlook on the local travel and hospitality Industry. • Continue to promote the #CCME program to enhance ongoing community pride. • Develop stakeholder partnerships to help drive visitation to Corpus Christi.


marketing strategy

Visit Corpus Christi Business Plan

STRATEGY #3 Promote and Encourage Tourism Advocacy from a Local and State Level. tactics • Develop an advocacy center website landing page to highlight the value of tourism inclusive of job creation, visitor spending and tax generation resources. • Launch a Value of Tourism micro-campaign (BeCC) inclusive of media promotions, communications and experiential marketing. • Launch the partner inclusive BeCC website to advocate Corpus Christi as a destination to live, work and play. • Send out monthly Stakeholder ENewsletters with information of Value of Tourism, economic resources and advocacy. • Work with stakeholders to identify and educate key issues to media and the general public.

Visit Corpus Christi • 67



marketing strategy

Visit Corpus Christi Business Plan

Enhance the Corpus Christi Digital Presence. STRATEGY #1 Redesign the Visit Corpus Christi digital platforms. tactics • Utilize new tools provided by social media channels to extend design customization. • Ensure brand consistency throughout all digital platforms. • Reimage video strategy and designed templates for social media platforms including TikTok, Facebook, Instagram, and YouTube. • Launch redesigned Visit Corpus Christi website. STRATEGY #2 Utilize innovative technology in the digital space to enhance the visitor’s travel researching experience. tactics • Activate SkyNav on the Visit Corpus Christi website, offering 360 virtual tours and technology to create interactive and immersive experiences for potential Corpus Christi visitors. • Increase efforts in interactive and immersive storytelling on social media such as Instagram guides, online retail options, and AR technology. • Activate a chatbot messenger to provide interactive messaging from Corpus Christi to consumer to enhance customer service efforts and digital experience • Research and promote ongoing media-rich storytelling units in the campaign media mix. STRATEGY #3 Entice visitors with shoppable options through digital platforms to generate revenue. tactics • Create an E-Commerce retail store, The Gulf Coast Capital Store, for buying options to potential visitors, extending brand awareness and repeat visitation. • Connect Shopify to the Visit Corpus Christi website as the home for shopping Corpus Christi branded merchandise. • Utilize User Generated Content (UGC) platform CrowdRiff as revenue-generating content by developing retail awareness campaigns. • Leverage all social media capabilities to connect and strategically promote and sell merchandise to targeted Terminal personas. Visit Corpus Christi • 69


Visit Corpus Christi Business Plan

marketing strategy

MARKETING METRICS 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.

Metric DIGITAL REACH

target

YOY INCREASE

tracking

Baseline after 6 months

3%

Annually

21,178

7%

Quarterly

1,023,548

3%

Quarterly

1:29

10 Sec. Increase

Quarterly

Baseline after 6 months

3%

Quarterly

EMAIL SUBSCRIBERS WEBSITE VISITORS AVG. WEBSITE DURATION EARNED MEDIA

BUDGET 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. Paid Search 9.3% Travel Endemic/OTA 1.2%

Media Tech Fee 4.7%

Traditional Media 14%

Paid Social 12.8% Digital 19.8% Addressable Digital 23.3% 70 • 2021–2022 The Business Plan

Video 15.1%


Visit Corpus Christi • 71


Experience Development Strategy

executive sUMMARY After a year of disruption from the COVID-19 global pandemic and the extreme toll on the hospitality, travel, and tourism industry, Visit Corpus Christi is uniquely positioned to accelerate growth and recovery as we capitalize on the pent-up consumer demand for outdoor travel experiences. In July 2021, Visit Corpus Christi hosted Gulf Coast Capital Community Night and unveiled refreshed branding and a community challenge to share the pride in our destination that will continue to build a place that people want to visit. Visit Corpus Christi’s new brand launch and 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 the Experience Department must support in the development and management of brand experiences. Massive workforce losses are impacting every industry across the travel and tourism sector as there is a decreasing interest among young people to enter or re-enter the visitor services industry. Addressing workforce development issues is crucial to maintaining a pipeline of talent to support the increased 72 • 2021–2022 The Business Plan

demand for travel experiences. Visit Corpus Christi will also need to play a greater role within our community to support efforts related to sustainability and safety initiatives that directly impact our visitors. Ensuring that Corpus Christi strategically invests in tourism as a niche-economic driver will empower the local community to become a more resilient destination to live, visit, work, and invest in. Finally, COVID-19 accelerated the shift toward a cashless purchasing experience which means that improving the digital inventory of visitor experiences and mobile purchasing capabilities is critical to capitalizing on the rise of in-destination visitor spending in real-time. As travelers become more comfortable purchasing on mobile devices anywhere they travel, creating a forum in which local tourism partners can sell and accept digital payments is essential. As Visit Corpus Christi enters the second year of our three-year strategic plan, building upon the focused opportunities outlined in the 2020-2021 Experience Plan is paramount. Key consideration will be given to these unique challenges we are currently facing as a direct result of the long-term impacts that COVID-19 has had on the industry.


EXPERIENCE strategy

Visit Corpus Christi Business Plan

experience mission

To create highly personalized and extraordinary memories. With the success that the Marketing Team has had reaching new visitor audiences, the importance of reaching and engaging with visitors in-market is more important than ever. While measuring the impact of each objective has on overall visitor experience will be hard to quantify, success will be gauged by the following metrics:

Group traveler net promoter scores Visitor spending per person, per day

Leisure traveler net promoter scores Average length of visitor stay

Visit Corpus Christi • 73


Visit Corpus Christi Business Plan

experience strategy

objectives & tactics Connect with all visitors in market to provide innovative, first-class visitor experiences and amenities for leisure and group travelers. STRATEGY #1 Utilize Visit Corpus Christi market research, data, and analytics to develop heightened destination experiences that align with targeted visitor profiles and support increased visitor spending in-market. tactics • Coordinate with City of Corpus Christi Beach Operations to develop defined beach vendor zones that will support increased availability of beach amenities and concessionaires. • Partner with the Padre Island Business Association, Downtown Management District, and Coastal Bend Restaurant Association to produce Gulf Coast Capital Restaurant Week that not only promotes the participating local restaurants, but also positions Corpus Christi as the Coastal Bend’s premier dining destination. • Coordinate with tourism partners to develop a catalog of elevated, immersive experiences available for purchase as add-on Gulf Coast Capital Signature Experiences.

STRATEGY #2 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. • Whenever possible, negotiate preferred rates or at a minimum 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 that tourism and meetings provide to their business. 74 • 2021–2022 The Business Plan


EXPERIENCE strategy

Visit Corpus Christi Business Plan

STRATEGY #3 Provide customized opportunities for visitor engagement via the Gulf Coasters Program. tactics • Establish the Destination Services Ambassador presence at Corpus Christi International Airport, Texas A&M University Corpus Christi, festivals, conferences, and events. • 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 #4 Create a digital inventory of visitor experiences and mobile purchase opportunities to capitalize on in-market visitor spending in real time. tactics • Develop e-commerce section on the Visit Corpus Christi brand website called the Gulf Coast Capital Store. • Develop a signature line of Gulf Coast Capital retail merchandise available for purchase exclusively through the Gulf Coast Capital Store online and storefront. • Continue partnership with Bandwango to develop increased revenue-generating packages called Coast Your Own Way Experiences. • Develop a wholesale catalog of Gulf Coast Capital signature gifts for destination-wide VIP gifting opportunities.


Elevate the level of destination sustainability and safety. STRATEGY #1 Support Beach Safety initiatives that directly impact the overall visitor experience. tactics • Partner with the City of Corpus Christi and the Je’Sani Smith Foundation to develop updated beach safety informational materials targeted to out-of-town visitors. • Conduct seasonal kick-off calls with tourism partners to prepare front-line staff for peak crowds, with an emphasis on beach safety awareness. • Continue to attend and participate in the monthly City of Corpus Christi Watershore and Beach Advisory Committee meetings. STRATEGY #2 Expand networks and collaboration to support efforts related to destination safety and security. tactics • Develop a partnership with Corpus Christi Police Department for bike officers and Enduro officers to establish increased presence during periods of increased visitor activity in downtown and on North Beach. • Coordinate with Downtown Management District to continue to impress the importance of adequate lighting and crosswalks between major hotels and the American Bank Center. • Update all Tourism Academy course curriculum seasonally to include best practices for COVID-19 health and safety protocols in partnership with local health officials. 76 • 2021–2022 The Business Plan


EXPERIENCE strategy

Visit Corpus Christi Business Plan

STRATEGY #3 Continue to balance the need for growth with responsible and sustainable development as it relates to economic, sociocultural, and environmental sustainability. tactics • Replace physical coupons for group travelers with the digital Coast Your Own Way Attendee Savings Pass. • Encourage the use of digital visitor guides by sharing with all group attendees via “Know before you go“ e-blasts prior to group arrival in destination. • Whenever possible, order environmentally friendly promotional items without plastic wrappings. • Utilize value-based marketing messaging encouraging responsible travel and opportunities for voluntourism in the destination. • Partner with the Surfrider Foundation to increase the presence of Ocean Friendly restaurants in Corpus Christi. • Work with the Harte Research Institute to develop best practices for environmental sustainability for tourism-related businesses.

Visit Corpus Christi • 77


Visit Corpus Christi Business Plan

experience strategy

Develop high value opportunities for partnership, education, and workforce development. STRATEGY #1 Expand engagement with educational institutions to support a pipeline of workforce development. tactics • Establish a calendar of scheduled presentations for Corpus Christi ISD Entrepreneurship, Career Prep and Practicum course students as part of the Career & Technical Education curriculum. • Coordinate with Corpus Christi ISD and Del Mar College to improve curriculum in Culinary Arts under the Hospitality and Tourism Program of Study. • Coordinate with Corpus Christi ISD to add Lodging and Resort Management to the Hospitality and Tourism Program of Study. • Coordinate with Corpus Christi ISD to add Travel, Tourism, and Attractions to the Hospitality and Tourism Program of Study. • Coordinate with Texas A&M University Corpus Christi to identify programs of study that could be utilized to build a hospitality and tourism certification or degree program. • Continue to partner with Texas Workforce to host the annual Educator Externship.

STRATEGY #2 Partner with attractions, restaurants, and lodging partners to develop a strong workforce with expanded capabilities through Visit Corpus Christi Tourism Academy educational curriculum. tactics • Provide opportunities for individual business certification and recognition through the #CCMe certified business program. • Provide opportunities for upskilling existing workforce and investing in technology training through quarterly Ambassador Level special emphasis curriculum. • Partner with Texas Workforce Solutions to create a job board specifically for the hospitality and tourism industry.

78 • 2021–2022 The Business Plan


STRATEGY #3 Continue to develop Visit Corpus Christi Tourism Academy curriculum offerings to reach strategic audiences. tactics • Develop and monitor re-training programs for city and county government officials and individuals who can influence public policy. • Develop targeted educational curriculum to public transportation organizations to advocate for improved transportation systems to support the needs of service industry employees. • Develop specific curriculum and training program for Visit Corpus Christi board members.

VISITOR AVERAGE SPENDING VISITOR LENGTH OF STAY LEISURE VISITOR SENTIMENT CONVENTION ATTENDEE SENTIMENT

target GOAL

metric

baseline number

tracking mechanism

114.23

3%

110.90

Zartico

2.03

3%

1.97 Days

Uber Media

70

NPS

82

Quarterly: Net Promoter Score

-

Create a baseline

Baseline after 6 months

Quarterly: Net Promoter Score

Days

Visit Corpus Christi • 79


public relations and ADVOCACY strategy

EXECUTIVE sUMMARY In Fall of 2020, Visit Corpus Christi embarked on a comprehensive destination stakeholder assessment to determine the strengths and opportunities within the destination. This assessment included an online survey of the tourism and business communities, personal interviews with community and government leaders, and two resident and business leader town hall learning sessions. Based on the feedback and results of this research, Visit Corpus Christi faces three key strategic challenges concerning community alignment: Rally the community to work together to embrace a shared vision for the future of the destination

Build community recognition and support of tourism as a key economic driver for success

80 • 2021–2022 The Business Plan

Gain support of local businesses and government to implement a Destination Development Plan in order to grow visitation and increase quality of life for its residents. Community sentiment and political advocacy are integral to expanding Visit Corpus Christi’s value and leadership role in the community. The following plan outlines the strategies Visit Corpus Christi should utilize to elevate the credibility of the tourism industry, the organization itself, and ensure it has an active role in the future development of the destination.


ADVOCACY strategy

Visit Corpus Christi Business Plan

community mission

A destination can have the best strategic plan in the world, but without a committed and aligned community, its success will be severely limited.


Visit Corpus Christi Business Plan

advocacy strategy

local awareness Research suggests local recognition of tourism’s value to the Corpus Christi area is relatively low, as the organization has typically been recognized as an events and festival organizer. Visit Corpus Christi needs to amplify the value of tourism with the local community and elevate the relevancy of the organization. Audience: Local and seasonal residents, Local media, Community leaders and influencers. objectives

1

Educate residents about the benefits of tourism and its impact on their quality of life.

2

Develop partnerships with local influencers.

3

Increase positive local and regional media coverage of tourism, as well as the organization.

82 • 2021–2022 The Business Plan


ADVOCACY strategy

Visit Corpus Christi Business Plan

tactics • Conduct a resident sentiment survey. • On an annual basis, obtain credible data on the economic impact of tourism (visitor count and spend, overall economic impact, job production, and household savings). • Build resident support for tourism and VCC through the creation of a Community Pride program. • Pitch story ideas to the local media about economic impact, the role of Visit Corpus Christi, key milestones, news and industry trends. • Create a speaker’s bureau; designate qualified speakers, create presentations on tourismrelated topics, and define target groups (rotary clubs, community groups, etc.). • Produce an annual event to bring awareness to National Travel and Tourism Week. • Support key community events through sponsorships and marketing support. • Produce marketing materials to tell the story of the value of tourism, including a designated website page, an annual economic impact of tourism brochure, and a tourism video. • Solicit community influencers to promote “living like a local” through social media, blogs, videos, etc. • Communicate with the community on social media to build understanding of our organization’s purpose.

Visit Corpus Christi • 83


Visit Corpus Christi Business Plan

advocacy strategy

tourism industry support Visit Corpus Christi must ensure the tourism community is aligned, shares the destination’s vision of becoming the Gulf Coast Capital for coastal and outdoor recreational experiences, and understands and supports Visit Corpus Christi’s mission. Audience: Hospitality industry, Retail and service providers. objective

1

Create a cohesive, effective, and respected tourism community in Corpus Christi.

tactics • Develop a consistent communications plan for industry partners, including individual outreach, database communications, and regular meetings. • Provide information resources and guidance to tourism-related businesses. • Create an annual tourism, where the industry and its partners are celebrated. • Develop and hold workshops and educational events to facilitate idea sharing and cross promotion. • Regularly identify and cultivate new tourism partners to develop new experiences for visitors. • Secure partnerships with non-traditional tourism partners to expand marketing opportunities and funding.

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Visit Corpus Christi • 85



ADVOCACY strategy

Visit Corpus Christi Business Plan

BUSINESS COMMUNITY Tourism is a key economic driver in Corpus Christi. In order to increase its positive impact, Visit Corpus Christi must earn the credibility, leverage, and trust of the business community to play a key role in further destination development. Audience: Business community, leaders, and regional planning groups. objectives

1

Play a key role in destination development.

2

Elevate tourism as a key economic driver.

3

Visit Corpus Christi’s Leadership remain a key community influence.

tactics • Identify and establish solid relationships and partnerships with key business leaders. • Develop a communications strategy to reach the business community. • Work closely with economic development organizations to discuss synergistic destination development. • Ensure Visit Corpus Christi staff has representation on key boards of directors. • Extend invitations to key non-tourism businesses to Visit Corpus Christi’s annual tourism event. • Support key area events through sponsorships and marketing support. • Define and attend critical and popular business, charitable, and community events. • Create networking events with other community organizations to strengthen partnerships.

Visit Corpus Christi • 87


Visit Corpus Christi Business Plan

advocacy strategy

visitor experience The visitor experience can be challenging to impact since much of it is beyond the official control of the tourism office. Visit Corpus Christi can expand our impact by offering customer service, brand training, and tourism industry education to partners and community members. Audience: Frontline Hospitality Industry Employees and Supervisors, Corpus Christi International Airport, Ride Sharing Services, Local Colleges And Universities. objectives

1

Elevate the level of customer service in Corpus Christi.

2

Generate positive word of mouth advertising.

3

Increase repeat visitation.

tactics • Create a Certified Ambassador Program to ensure consistent customer service and brand training. • In concert with tourism partners, regularly identify and cultivate new tourism experience opportunities. • Develop an outreach program to area colleges and universities to involve their students in tourism and influence them to choose to remain living in the area after graduation. • Create an annual training event for key front-line staff to ensure they understand all the destination’s offerings. • Work with Corpus Christi International Airport (CRP) to create a welcoming experience for visitors. • Attempt to form local partnerships with ride share companies (Uber, Lyft). • Evaluate the development of strategic partnerships with home sharing hosts and bed and breakfast owners. • Promote visitation of the new visitor information center. • Identify additional visitor services opportunities on islands. 88 • 2021–2022 The Business Plan


Visit Corpus Christi • 89


90 • 2021–2022 The Business Plan


ADVOCACY strategy

Visit Corpus Christi Business Plan

GOVERNMENT RELATIONS A strong advocacy campaign and ongoing relations with key legislators are critical to the organization’s success on a regional and state level. Visit Corpus Christi should ensure they have well established relationships with key elected officials and are called upon for counsel when critical tourism policies are challenged. Audience: Local, Regional, And State Government Officials and Staff Retired Political Officials With Influence.

objectives

1

Make tourism a leading public policy priority.

2

Be known as a trusted resource.

tactics • Define key local, regional, and state officials. • Regularly communicate with elected officials, administrators, and staff members to achieve understanding of issues. • Provide education on tourism and its impact on economic development. • Identify and cultivate advocates in key positions. • Work with Texas Hotel and Lodging Association (THLA) and Texas Tourism Alliance (TTA) to lobby on appropriate legislative issues. • Identify and attend key political events including dinners, receptions, and fundraising events. • Continually monitor community issues that impact tourism.

Visit Corpus Christi • 91


ADMINISTRATION

2021-2022 annual budget

2021-2022 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 this year.

Group Sales 9%

Visitor Center 1%

Administration

Experience Development

21%

12%

$5,720,85 annual budget

Marketing & Communications 57%

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Visit Corpus Christi • 93


STAFF

BRETT OETTING President & CEO

ERICA BHAKTA Executive Vice President

MEREDITH DARDEN Vice President of Experience

EMILY ZERTUCHE Vice President of Marketing

NICOLE OLIVARES Vice President of Sales

HANNAH HUSBY Director of Executive Projects

CHRISTIAN MIKOBI Executive Assistant

MARY HERRERA Administrative Assistant

SAMMIE RAMÓN Leisure Engagement Manager

EMILY PAULISON Leisure Engagement Assistant

AMERICA SEGURA Brand Manager

JT GARZA Multi-Media Specialist

KATHRYN HYATT Content Strategist

DANIELLE GALINDO Graphic Design Specialist

MIKE IMBURGIO Research & Analytics Manager

MALLORI JOHNSON Destination Services Manager

TRAVIS MILUM Director of Association Sales

JACKIE ORBE Sales Coordinator

94 • 2021–2022 The Business Plan



corpus christi visitor info center 309 N. Water St., Suite D Corpus Christi, TX 78401 (361) 561-2000

@VisitCorpuschrsti @VisitCCTexas

VisitCorpusChristi.com


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