DESTINATION BUSINESS PLAN VISIT corpus christi
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fY 2023-2025
Dear Community Partners and Stakeholders, Three years ago, I started at Visit Corpus Christi and found an organization and local industry without much of a strategy. The impact of that lack of plan resulted in a state, country, and world unaware of what a special place Corpus Christi is and can be. As we set our sights on a plan, the pandemic happened, leaving VCC at rock bottom. However, it’s only when things are at their worst that you find out who cares the most. So, we set out and created Visit Corpus Christi’s first three-year strategic plan focusing on the organization health of Visit Corpus Christi and the need for the 2nd largest industry in the city to collaborate and work together. Our first mission statement to, “Create a Better Community by Sharing Corpus Christi with the World” was fitting because the last three years have really marked a significant period of growth not just for VCC but for the entire city. What we have found is not surprising to us; when the world finds out about Corpus Christi, they are immediately drawn to it. We leveraged that intrigue and grew the organization by adding out-of-state marketing, a public relations effort, a Sports Commission, a Film & Music Commission, and experience programs that are the talk of the tourism industry. As our reach grew, so did our team, and thus the passion you all see. Our highly aspirational strategic and annual business plans could not be completed if it wasn’t for the team behind the initiatives. This local, state, national, and international award-winning team to be specific, is filled with team and personal accolades and plenty of speaking engagement around the country where your Visit Corpus Christi team is constantly requested by industry leaders to come and share our best practices. We recently completed a new, four-year strategic plan that focuses on leveraging the strength of our organization to make an even greater impact on our community. Because of the impact this team is making, we felt it appropriate to tweak our mission statement ever so slightly; this tweak is powerful because it highlights a changing culture and city.
Strengthening our Community by Sharing Corpus Christi with the World Corpus Christi is a city on the rise. Billions of dollars of development projects line our streets and islands with more on the way. Corpus Christi is being watched and talked about as a city finally working together to become the Gulf Coast Capital that we all know it will become. This year, our Destination Business Plan takes a different approach. The new plan is a two-year plan filled with initiatives and tactics designed to accomplish a strategic plan that emphasizes community growth. If we can play a role in the growth of this region, tourism will follow. The strategies in this plan are deliberate, gutsy, and designed to be collaborative in a way that will bring the community together 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 beach-city lifestyle. On behalf of Visit Corpus Christi and our board of directors, we are proud to publish our 2023-2025 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 Introduction 7
Who we are at Visit Corpus Christi
9
DestinationNEXT Futures Study
11
Corpus Christi Destination Next Assessment
13
2023-2027 Strategic Plan
Visit Corpus Christi Business Plans 15
Organizational Strategy
41
Marketing and Communications Strategy
57
Experience Development Strategy
67
Convention Sales and Services Strategy
85
Destination Services Strategy
89
Sports Commission Strategy
101
Film and Music Commission Strategy
113
Data Science and Research Strategy
Administration 117
Economic Impact Study
119
FY 23-24 Annual Budget / TPID Budget
121
Visit Corpus Christi Staff
WHO we are Executive Summary Serving as the Destination Marketing Organization for the city of Corpus Christi, Visit Corpus Christi strives for continued growth in the new four-year strategic plan. With the support of our local community, stakeholders, and city leaders, Visit Corpus Christi continues to advance 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 more than $1.4 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 for community-shared value. It is important to the organization that our residents understand the impact tourism has on the local economy and share the sentiment of our vision of “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.
INTRODUCTION
DESTINATION BUSINESS PLAN
our values bold
true
driven
collaborative
unifying
inclusive
our vision TO BECOME THE GULF COAST CAPITAL FOR YEAR-ROUND EXPERIENCES & EVENTS
our mission STRENGTHENING OUR COMMUNITY BY SHARING CORPUS CHRISTI WITH THE WORLD
Visit Corpus Christi • 7
DESTINATION BUSINESS PLAN
INTRODUCTION
Destination NEXT FUTURES STUDY Opportunities for Improvement The entirety of that qualitative and quantitative research lead to a new 4-quadrant Mandate Map for destination organizations divided by demand and supply-side roles. This is not to suggest that destination organizations are focusing on all four quadrants equally. Rather, the value of the map is to codify evolving roles and mandates based on how our global sector is evolving in parallel with systemic shifts in our communities. The two transformational opportunities for destination organizations relate to community leadership and technology adoption, which apply to all four quadrants. DestinationNEXT Mandate Map Demand
Visitor Engagement
• Digital storytelling • Brand management • AI marketing • Visitor servicing • Loyalty program
Community Alignment
• Government relations & advocacy • Sustainability • Equity, diversity, inclusion & belonging • Economic & workforce development • Resident engagement & support
Partner Support
• Data research & business intelligence • Business events • Major events & festivals Sports • Film, music & culture
Destination Development
• Product (experience) development • Neighborhood development placemaking • Air access • Infrastructure development • Accessibility
Supply
top 25 trends Industry & Consumer Trends
Artificial intelligence will become increasingly prevalent at an accelerated pace Customers are increasingly seeking a unique, authentic travel experience Communities expect to be more engaged in destination, product and experience development for locals and visitors Destinations are looking at sustainability/regeneration more broadly, encompassing economic, social and environmental impacts Greater industry, community and government alignment is driving destination competitiveness and brand Resident sentiment is becoming a key measurement Labor and skill shortages are increasingly being felt in sectors of the tourism industry There’s a greater focus on placemaking to benefit both locals and visitors DMO/CVBs are increasing advocacy to communicate value of visitor economy to government New data management platforms provide a 360-degree view of visitors and destination to help optimize strategy Content creation and dissemination by the public and stakeholders across all platforms drives the destination brand and experience Organizations are increasingly developing strategic alliances across multiple economic sectors to leverage resources Travelers are seeking more personal enrichment and wellbeing Short-form video becomes the new currency of destination marketing and storytelling There is greater focus on equity, diversity and inclusion in the workplace and across the supply chain Business events are increasingly being positioned as catalysts for economic and social benefits Visitors are increasingly seeking experiences that embrace equity, diversity and inclusion and support underserved communities Governments are more aware of the visitor economy’s impact on jobs, tax base and the overall economy Combined business and leisure travel (“bleisure/blended travel”) is becoming more popular There is greater demand for more dynamic outdoor experiences More destinations are focusing on improving accessibility for travelers of all abilities Demand across the global visitor economy continues to be strong More destinations are focusing on attracting “high value” visitors to increase economic impact Meeting attendees, event owners, sponsors, etc. are expecting destinations and venues to have established sustainability goals and metrics More destinations are increasing their focus on sports tourism and major cultural events for short and longterm business development
DESTINATION BUSINESS PLAN
INTRODUCTION
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.
Scenario Model The data is plotted into the DestinationNEXT Scenario Model on the right in one of four quadrants, each of which provides specific strategies for the participating destination. The individual plot can also be compared against more than 350 other destinations that have gone through the DestinationNEXT survey process. And, the assessment results provide a robust community engagement platform that fosters conversation among stakeholders to develop a shared vision for the future of the destination. Stakeholder Groups
10 • 2022-2023 Corpus Christi Destination Business Plan
Overall Assessment
INTRODUCTION
DESTINATION BUSINESS PLAN
Opportunities for Improvement Destination Strength
Community Alignment
• High-quality shopping
• Bikeability
• Resident support
• Downtown
• Public transportation
• Corporate support
• Unique and vibrant neighborhoods
• Road infrastructure
• Customer service
• Headquarter hotel
• Event capacity
• Funding
• Tours for outdoor enthusiasts
• Convention capacity
• Leader in the state
• Park and trail diversity
• Public Wi-Fi
• Government advocacy
• Air Access
• International Readiness
• Tourism master plan
• Walkability
• Nightlife
• Workforce
Voyagers KEY STRATEGIC CHALLENGES • Maintaining momentum over time required to implement strategy • Making prioritized choices for focused action; avoiding the temptation to be all things to all people • Establishing destination marketplace credibility; delivering on brand promises for target segments KEY STRATEGIC CHALLENGES • We are currently in voyager quadrant with below industry average destination strength but strong community alignment • Stakeholders are not aligned on perceptions about destination
Scan to read the rest of our DestinationNEXT assessment
2023-2027 Strategic Plan As Visit Corpus Christi wraps up the third and final year of its three-year strategic plan, which commenced in September 2020, the organization takes great pride in announcing the successful realization of its vision to become the Gulf Coast Capital for coastal and outdoor recreational experiences. Upon reflection of this transformative journey, Visit Corpus Christi reflects on the exceptional milestones and objectives it has accomplished. Inclusive Community Alignment Visit Corpus Christi forged community unity through collaboration and local partnerships, promoting tourism’s importance. These efforts solidified its presence and garnered widespread community support for tourism’s role in Gulf Coast Capital’s growth. Driven Organization Visit Corpus Christi’s unwavering commitment drove them to successfully complete the entire strategic plan, solidifying their position as a leading force behind Corpus Christi’s continued positive economic growth. They remain determined to maintain our drive in shaping the city’s prosperous future. Bold SMarketing Visit Corpus Christi boldly transformed its approach, overhauling sales and marketing, introducing a new brand, and engaging target market meeting planners. The organization also created the Corpus Christi Sports Commission and the Film & Music Commission, driving tourism through top-tier events, film locations, and sports attractions. Collaborative Experience Development Through Visit Corpus Christi’s tireless efforts, they achieved remarkable results in elevating visitor satisfaction, culminating in the successful launch of a state-of-the-art visitor center and the innovative Gulf Coaster Program. They are dedicated to continually crafting exceptional and distinctive experiences that captivate not only visitors and meeting planners but also enrich the entire Corpus Christi community.
Inclusive Community Alignment
Driven
Bold
Organization
Smarketing
Collaborative Experience Development
key initiatives
Continue to build a global brand
Advocate and support redevelopment of the Convention Center
Cultivate resident and community support for tourism and VCC
Obtain a new, improved contract with the City of Corpus Christi
Continue to grow domestic land sports and international water sports
Promote and support development of new youth sports facilities
Promote regenerative tourism through environmental, sociocultural, and economic sustainability
Renew DMAP Certification “with distinction”
Expand group sales strategy for emerging opportunities
Complete a Destination Development Strategy to include the islands, North Beach and Downtown
Leverage PATH to improve the tourism and hospitality workforce
Develop an employee retention and professional development plan
Create a film and music sales strategy
Work with CCIA to improve air service
Strengthen collaboration with key industry and community organizations
Capitalize on new technology and innovation trends
Identify and promote signature events to engance off-peak seasonality
Promote cleanliness and beautification initiatives for the area
Enhance relationships and collaboration with City/State
Enact Tourism Diversity Matters strategic initiatives to improve regional social inclusion, welcoming and belonging Visit Corpus Christi • 13
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DESTINATION BUSINESS PLAN
organizational strategy OBJECTIVES Drive continuous improvement through industry accreditations and best practices that position Visit Corpus Christi as a benchmark organization.
Cultivate a thriving, engaged, high-performing team that drives Visit Corpus Christi's mission, growth, and success.
Strengthen the visitor economy by facilitating industry collaboration, cultivating partnerships, and nurturing talent development.
Elevate experiences, stimulate growth, and advance sustainable development, through community collaborations.
Elevate positive destination brand reputation at regional, state, and national levels to build upon the global brand.
Enhance engagement with the boards of directors for Visit Corpus Christi and the Tourism Public Improvement District.
Build a well-informed and engaged network of elected leaders to advocate for tourism by enhancing communication, collaboration, and strategic advocacy.
Introduce a reimaged foundation focused on strategic assistance of the visitor economy.
Visit Corpus Christi • 15
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ORGANIZATIONAL STRATEGY
objective 1 Drive continuous improvement through industry accreditations and best practices that position Visit Corpus Christi as a benchmark organization. Audience: All Strategy #1
Renew globally recognized Destination Marketing Accreditation Program (DMAP) as a visible industry distinction that defines quality and performance standards in destination marketing and management. Strategic Goal: Driven Organization Initiative: Renew DMAP Certification “with distinction.”
Tactics
• Conduct a thorough audit of previous accreditation applications to identify areas of improvement and opportunity. • Form an internal task force with a clear timeline for the DMAP renewal process. • Identify missing processes and develop new ones to meet the latest DMAP standards.
16 • 2023-2024 Corpus Christi Destination Business Plan
Strategy #2
Develop policies to improve equity, diversity, and inclusion across the organization through a defined Equity Diversity & Inclusion Action Plan. Strategic Goal: Driven Organization Initiative: Enact Tourism Diversity Matters strategic initiatives to improve regional social inclusion, welcoming, and belonging.
Tactics
• Collaborate with Destinations International EDI department and Tourism Diversity Matters to create a comprehensive EDI framework & timeline for implementing the action plan. • Establish an inclusive network of diverse individuals from various backgrounds and communities. • Conduct facilitated discussions and workshops to identify community-specific EDI priorities and goals. • Bring together community partners, including local organizations and stakeholders, to better understand the community’s perspective on EDI. Visit Corpus Christi • 17
DESTINATION BUSINESS PLAN
ORGANIZATIONAL STRATEGY
objective 2 Cultivate a thriving, engaged, high-performing team that drives Visit Corpus Christi's mission, growth, and success. Audience: Visit Corpus Christi Strategy #1
Implement HR best practices, conduct regular strategic discussions, empower the Culture Club, and reinforce the organization's mission alignment to maintain a robust team culture that enhances employee satisfaction, performance, and retention.
Strategic Goal: Driven Organization Initiative: Develop an employee retention and professional development plan.
Tactics
• Adopt HR best practices to enrich company culture and promote team growth. • Maintain a consistent focus on the organization’s mission, values, and growth opportunities to drive team satisfaction and retention. • Facilitate strategic staff meetings, organizational book club, and empower the Culture Club for enhanced engagement and learning.
18 • 2023-2024 Corpus Christi Destination Business Plan
Strategy #2
Leverage competitive benefits, opportunities for professional growth and development, and employee engagement to drive employee retention and satisfaction.
Strategic Goal: Driven Organization Initiative: Develop an employee retention and professional development plan.
Tactics
• Review and refresh competitive employee benefits package annually. • Develop individual employee value proposition reports outlining employee total compensation and quality of workplace initiatives at Visit Corpus Christi. • Align professional development with individual staff assessment and growth profiles and promote involvement in committees and boards. • Incorporate employee post-conference debriefs and presentations into daily stand-up meetings to allow staff to share their experiences and takeaways. Visit Corpus Christi • 19
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ORGANIZATIONAL STRATEGY
Strategy #3
Develop a cohesive work environment that empowers employees, prioritizes growth, and drives overall performance excellence through enhancing organizational efficiency and cross-departmental collaboration. Strategic Goal: Driven Organization Initiative: Develop an employee retention and professional development plan.
Tactics
• Streamline efficacy and growth by optimizing process efficiency and time management, including implementing three no-meetings weeks for innovative thinking and targeted initiatives. • Create a collaborative work environment by reinforcing organizational standards, conducting growth-oriented discussions, and streamlining meeting structures and cross-departmental messaging. • Equip staff for success by annually auditing and optimizing technological resources, while organizing strategic retreats to align performance with growth objectives. • Review and refresh the employee handbook annually to ensure the organization is aligned with workplace best practices.
objective 3 Strengthen the visitor economy by facilitating industry collaboration, cultivating partnerships, and nurturing talent development. Audience: Hotels, Attractions, Restaurants, Venues, City of Corpus Christi Parks and Recreation Department, City of Corpus Christi Beach Operations Department, Vendors, and Trade Associations.
Strategy #1
Produce high-level organizational events that advance collaboration, knowledge sharing, and strategic alignment among industry leaders and partners. Strategic Goal: Inclusive Community Alignment Initiative: Strengthen collaboration with key industry and community organizations.
Tactics
• Host strategic collaboration events like CEO Roundtables and the Annual Summer Summit for industry partners to enhance alignment and generate innovative ideas. • Promote workforce development through the Annual Workforce Development Summit, upskilling the tourism and hospitality sector. • Facilitate ongoing industry growth by sharing professional training resources, hosting collaborative events like the State of Tourism & Hospitality Awards Gala, and conducting regular stakeholder meetings. Visit Corpus Christi • 21
Strategy #2
Strengthen relationships with community partners and organizations to drive collective growth, celebrate community achievements, and demonstrate Visit Corpus Christi’s commitment to collaboration. Strategic Goal: Inclusive Community Alignment Initiative: Strengthen collaboration with key industry and community organizations.
Tactics
• Enhance industry collaboration and visibility by participating in community events, engaging partners in initiatives, and establishing a dedicated networking suite at the American Bank Center. • Strengthen information exchange and support by increasing the distribution of monthly organizational reports and updating the Industry Partner section of the website. • Advocate for collective growth and policies by developing a legislative agenda and creating a speaker’s bureau of industry experts. • Collaborate with Texas A&M University-Corpus Christi and Del Mar College on recruitment efforts and talent retention within the tourism and hospitality sector.
Strategy #3
Leverage partnerships with educational institutions and associations to establish a comprehensive ecosystem that nurtures talent by combining academic knowledge with practical skills and exposure to address industry workforce needs. Strategic Goal: Inclusive Community Alignment Initiative: Leverage PATH to improve the tourism and hospitality workforce.
Tactics
• Sustain the partnership with Workforce Solutions to host the annual Educator Externship, providing educators firsthand insights into the tourism and hospitality industry. • Collaborate with local ISDs to enhance the curriculum within the Hospitality and Tourism Program of Study as part of the Career & Technical Education (CTE) program. • Work with the Texas Hotel Lodging Association to improve the CTE Program across all regional school districts, ensuring a comprehensive and industry-relevant educational experience. • Develop and maintain a resource toolkit for educational institutions to implement or expand tourism-related curriculum, empowering them with the necessary tools and materials. • Establish a calendar of scheduled presentations for local ISD students enrolled in Entrepreneurship, Career Prep, and Practicum courses as part of the CTE curriculum, generating interest and understanding of career opportunities within the tourism and hospitality sector. • Identify thought leadership opportunities to highlight how Visit Corpus Christi maximizes the PATH program to support destination and organizational success. Visit Corpus Christi • 23
DESTINATION BUSINESS PLAN
ORGANIZATIONAL STRATEGY
objective 4 Elevate experiences, stimulate growth, and advance sustainable development, through community collaborations. Audience: Community leaders, residents, merchant associations, and local influencers. Strategy #1
Collaborate effectively with local government to enhance visitor experiences and drive collective growth in the travel and tourism industry. Strategic Goal: Inclusive Community Alignment Initiative: Enhance relationships and collaborations with city and state.
Tactics
• Collaborate with the city of Corpus Christi to develop a refreshed destination-wide wayfinding signage system, to streamline visitor navigation and exploration. • Partner with the city of Corpus Christi to install customized, highly visible destination photo opportunity signage that showcases the area’s unique features and enhances its appeal to visitors. • Engage in constructive negotiations with the City of Corpus Christi to revise and enhance the contract terms, ensuring mutually beneficial outcomes for both. • Actively highlight key features and monitor progress made toward key parks and recreational areas outlined in the Corpus Christi Parks and Recreation Master Plan. • Strengthen partnership with Coastal Bend Council of Governments to ensure travel and tourism is recognized in the annual Comprehensive Economic Development Strategy. 24 • 2023-2024 Corpus Christi Destination Business Plan
Strategy #2 Collaborate with relevant stakeholders to advocate for the redevelopment of the American Bank Center, hotel, and district, creating a vibrant, appealing destination for visitors and residents alike. Strategic Goal: Collaborative Destination Development Initiative: Advocate and support redevelopment of the (ABC Center, Hotel & District).
Tactics
• Establish a dedicated task force comprising of representatives from the tourism industry, local government, property owners, community organizations, and other stakeholders to focus on the redevelopment initiatives. • Present a compelling case for the economic and social benefits of revitalizing the American Bank Center, hotel, and district to garner support and secure necessary funding. • Seek partnerships with private developers, investors, and businesses interested in contributing to the redevelopment project.
Visit Corpus Christi • 25
Strategy #3
Develop a comprehensive Destination Development Strategy outlining actionable plans to enhance the community's overall travel and tourism offerings, considering current trends and future growth opportunities. Strategic Goal: Collaborative Destination Development Initiative: Complete a destination development strategy to include the islands, North Beach, and downtown.
Tactics
• Conduct a comprehensive destination analysis with industry stakeholders and local experts to identify strengths, weaknesses, and growth potential. • Establish a destination development task force comprising representatives from the tourism industry, local government, community organizations, and other stakeholders to contribute to the strategy’s development. • Host a destination visioning workshop involving key stakeholders to envision the future development of the destination collectively. • Create a phased action plan for destination development, with each phase having specific objectives and timelines for effective implementation. • Seek public engagement and communication through town hall meetings and public forums to gather input and feedback from community members on the proposed strategy. 26 • 2023-2024 Corpus Christi Destination Business Plan
ORGANIZATIONAL STRATEGY
DESTINATION BUSINESS PLAN
Strategy #4
Enhance and expand air service offerings through strategic collaboration with Corpus Christi International Airport (CCIA). Strategic Goal: Collaborative Destination Development Initiative: Work with CCIA to improve air service.
Tactics
• With CCIA leadership, engage directly with airlines to develop service to Corpus Christi, increasing the destination’s visibility as a travel hub. • Implement targeted marketing initiatives in key air markets to attract and retain air travelers, driving demand for air service to the region. • Attend key trade shows to explore potential partnerships and secure new air service opportunities, expanding the airport’s route offerings. • Leverage data science capabilities to provide valuable insights and support airport technology advancements.
Visit Corpus Christi • 27
DESTINATION BUSINESS PLAN
ORGANIZATIONAL STRATEGY
Strategy #5
Develop a destination sustainability plan to balance the need for growth with responsible and sustainable development related to economic, sociocultural, and environmental sustainability. Strategic Goal: Inclusive Community Alignment Initiative: Promote regenerative tourism through environmental, socio-cultural, and economic sustainability.
Tactics
• Establish a local stakeholder group comprising key community representatives to ensure inclusivity and diverse perspectives in developing the sustainability plan. • Research and identify a sustainable destination consultant or vendor with expertise in responsible tourism practices. • Conduct a comprehensive destination assessment to identify current strengths and areas for improvement in terms of sustainability. • Develop a destination diagnosis and action plan outlining specific steps and initiatives to achieve sustainability goals. • Work with tourism-related businesses to develop best practices for environmental sustainability, encouraging responsible practices throughout the industry.
28 • 2023-2024 Corpus Christi Destination Business Plan
Strategy #6
Promote community vitality by fostering a welcoming and supportive environment that seeks to enhance the connection and engagement of residents with their community. Strategic Goal:
be cC
Inclusive Community Alignment
Initiative: Cultivate residential and community support for tourism and Visit Corpus Christi.
Tactics
• Promote BeCC to key industry partners and leading companies as a part of their onboarding for C-Suite Executives. • Develop monthly recurring new resident orientation aimed at instilling immediate community pride and understanding of the impact of tourism. • Develop a “move to Corpus Christi” inspiration marketing campaign with strategic partner organizations with a focus on key in-demand professions. • Identify and partner with successful positive social media accounts focused on Corpus Christi. • Develop annual fact-finding trip with the goal of community leaders visiting successful peer cities for solutions-based discussions. • Assist city government in creating official neighborhood associations with a focus on grassroots advocacy while building community. Visit Corpus Christi • 29
DESTINATION BUSINESS PLAN
ORGANIZATIONAL STRATEGY
objective 5 Elevate positive destination brand reputation at regional, state, and national levels to build upon the global brand. Audience: Trade associations, neighboring attractions, travel organizations, and media. Strategy #1
Expand engagement beyond Corpus Christi within the travel and tourism sector to increase industry influence and recognition.
Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Tactics
• Maximize membership in key industry organizations and ensure all key staff members relate to relevant member benefits and foster strong industry connections. • Expand strategic involvement on boards and committees through the internal strategic progression plan, allowing Visit Corpus Christi to actively contribute to industry discussions and decision-making processes. • Increase applications for industry and association awards, recognizing Visit Corpus Christi’s achievements and initiatives on a regional, state, and national level. • Strengthen the relationship with Travel Texas to amplify and share the compelling Corpus Christi story with the world, leveraging their widereaching platform. • Identify thought-leadership opportunities for case studies, blog posts, and guest columns, showcasing Visit Corpus Christi’s initiatives and enhancing the organization’s credibility within the industry. 30 • 2023-2024 Corpus Christi Destination Business Plan
ORGANIZATIONAL STRATEGY
DESTINATION BUSINESS PLAN
Strategy #2
Develop a network of regional partnerships to expand Visit Corpus Christi’s influence and engagement beyond the immediate local region, highlighting the destination through increased visibility and extended reach to broader audiences. Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Tactics
• Maximize organizational presence at industry events through the dedicated efforts of Austinbased sales staff, expanding visibility and engagement beyond the local region. • Seek avenues to collaborate with neighboring Coastal Bend attractions and cities, fostering mutually beneficial partnerships that contribute to the overall growth of the regional tourism industry. • Utilize LinkedIn and other key communication tools to ensure a wider audience of partners, customers, and stakeholders are well-informed of Visit Corpus Christi’s impactful work. • Identify state and national opportunities for marketing partnerships, forging strategic alliances that elevate the destination brand and expand its reach to new audiences.
DESTINATION BUSINESS PLAN
ORGANIZATIONAL STRATEGY
objective 6 Enhance engagement with the boards of directors for Visit Corpus Christi and the Tourism Public Improvement District.
Audience: Board of Directors Strategy #1
Drive increased board engagement, attendance, and commitment to each organization through an optimized communication-andoutreach strategy. Strategic Goal:
Driven Organization
Tactics
• Develop an engaging annual board meeting calendar with pre-defined, high-value content. • Continue to provide a robust orientation program for new board members. • Continue to demonstrate alignment of presentation content to strategic plan initiatives. • Promote board member participation in a board health survey at every meeting. • Develop individual board member profiles to understand communication preferences and needs better.
32 • 2023-2024 Corpus Christi Destination Business Plan
Strategy #2
Promote increased board engagement and satisfaction through highly efficient internal processes. Strategic Goal:
Driven Organization
Tactics
• Develop a streamlined internal process for developing and distributing board materials. • Review functionality of all processes related to board meetings annually. • Ensure all staff are trained to operate technology processes at all board meetings.
Visit Corpus Christi • 33
objective 7 Build a well-informed and engaged network of elected leaders to advocate for tourism by enhancing communication, collaboration, and strategic advocacy.
Audience: City Council, Mayor, County Officials, State Officials, and Federal Officials. Strategy #1
Strengthen elected leader engagement through increased communication and firsthand exposure. Strategic Goal: Inclusive Community Alignment Initiative: Enhance relationships and collaborations with city and state.
Tactics
• Engage with elected leaders through targeted presentations and meetings to highlight tourism’s positive impact and value. • Facilitate open dialogues and collaboration between key board members and elected leaders to address concerns and showcase tourism initiatives. • Extend invitations to elected leaders for industry events to provide firsthand exposure to the benefits of the tourism sector. 34 • 2023-2024 Corpus Christi Destination Business Plan
ORGANIZATIONAL STRATEGY
DESTINATION BUSINESS PLAN
Strategy #2
Enhance collaboration with city and state officials through industry training and unified messaging. Strategic Goal: Inclusive Community Alignment Initiative: Enhance relationships and collaborations with city and state.
Tactics
• Enhance communication efforts to inform key stakeholders about tourism’s impact, trends, and ongoing initiatives. • Strengthen advocacy by equipping influencers with valuable information and presenting a unified message on tourism’s significance in local and state matters. • Reimagine Visit Corpus Christi’s participation in Converge on the Capitol event, leveraging it as an opportunity to advocate for tourism-related policies and projects effectively.
Visit Corpus Christi • 35
DESTINATION BUSINESS PLAN
ORGANIZATIONAL STRATEGY
Strategy #3
Engage elected leaders with a cohesive legislative agenda, unified messaging, and strategic partnerships. Strategic Goal: Inclusive Community Alignment Initiative: Enhance relationships and collaborations with city and state.
Tactics
• Form a unified industry group, a cohesive and powerful voice for advocacy, amplifying the tourism sector’s needs and priorities. • Collaborate with other community and state organizations to present a cohesive message for tourism-related initiatives. • Strengthen engagement with elected leaders through strategic partnerships, focused advocacy events, regularly scheduled meetings, and aligned messaging. • Develop a strong brand, launch, and messaging for reimagined participation in Converge on the Capitol, creating a memorable and impactful presence during advocacy efforts.
objective 8 Introduce a reimaged foundation focused on strategic assistance of the visitor economy.
Audience: Industry Partners and Corporate Sponsors Strategy #1
Finalize the rebranding of the Visit Corpus Christi Foundation.
Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Tactics
• Ensure consistency with the national award-winning Gulf Coast Capital brand, aligning the foundation’s identity with its successful counterpart. • Create a comprehensive marketing strategy to raise local awareness about the reimagined foundation and its strategic role in supporting the visitor economy.
Visit Corpus Christi • 37
Strategy #2
Develop a marketing and donor plan for workforce and sports initiatives. Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Tactics
• Ensure the best-in-class development of key workforce and sports initiatives, setting high standards for their impact and effectiveness. • Identify potential key corporate partners with like-minded goals, forging strategic alliances to further the foundation’s mission. • Create a compelling sponsorship campaign explaining the specific needs and benefits of supporting workforce and sports initiatives through the foundation.
Fun Facts:
• Corpus Christi’s transition from the Explorers category to the Voyagers category in our DestinationNEXT assessment is attributed to the improved alignment among city organizations over the past three years. • We received an industry-leading score on the Diamond Inclusiveness Assessment in spiritual capital, which measures our organization’s ability to deliver inclusive moral behavior, trust, sharing and motivation. 38 • 2023-2024 Corpus Christi Destination Business Plan
ORGANIZATIONAL STRATEGY
DESTINATION BUSINESS PLAN
Organization Metrics Visit Corpus Christi’s organization focuses on increasing tangible goals through marketing Key Performance Indicators (KPIs) which include increasing employee satisfaction, economic impact of tourism, overnight visitation, number of visitors and resident sentiment.
Department
Organization
Metric
Tracking Mechanism
Employee Satisfaction
Annually: Fired Up!
Economic Impact of Tourism
Annually: Dean Runyan Study
Overnight Visitation
Annually: Dean Runyan Study
Number of Visitors
Annually: Dean Runyan Study
Resident Sentiment
Annual: Third Party
Visit Corpus Christi • 39
Marketing Strategy
Visit Corpus Christi aims to establish Corpus Christi as the premier Gulf Coast destination, attracting year-round visitors with unique coastal experiences. Their strategy focuses on core audience segments while expanding into new domestic and international markets to inspire seasonal travel and solidify Corpus Christi as the top choice for diverse travel experiences. Corpus Christi is The
Gulf Coast Capital!
Marketing Vision
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.
marketing &
communications strategy A Look Back Visit Corpus Christi’s Marketing and Communications team has excelled over the past year by enhancing marketing channels and implementing targeted campaigns. Their efforts, including digital integration and promoting the tourism industry, have led to a significant increase in visitors, stimulated local businesses, and established Corpus Christi as a premier regional destination, driving economic growth and community value. A Look Forward Visit Corpus Christi’s two-year marketing and communications plan focuses on targeting a refreshed audience with heightened engagement, diversified demographics, and a commitment to sustainable tourism. By integrating sustainability, accessibility, and inclusivity principles and tapping into conventions, sports, film, and music markets, they aim to attract visitors, stimulate economic growth, and establish Corpus Christi as a premier travel destination, all while staying ahead of marketing trends and technologies.
OBJECTIVES Boldly expand authentic destination storytelling to drive the Gulf Coast Capital as a known global brand.
Develop robust marketing strategies to cultivate and engage targeted market segments.
Embrace cutting-edge digital solutions to amplify reach and foster meaningful engagement.
Foster true community advocacy and engagement for Corpus Christi.
Cultivate a dynamic marketing and communications landscape through Informed data strategies.
Visit Corpus Christi • 41
DESTINATION BUSINESS PLAN
MARKETING AND COMMUNICATIONS STRATEGY
objective 1 Boldly expand authentic destination storytelling to drive the Gulf Coast Capital as a known global brand. Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Strategy #1
Implement marketing and communication strategies to reach new domestic and international markets.
Tactics
• Collaborate on a comprehensive integrated marketing and communication strategy with external agencies that seamlessly blends creative storytelling, data-driven insights, and targeted outreach to effectively capture the attention of potential visitors from diverse markets. • Create and execute captivating, immersive, and cutting-edge experiential marketing activations that bring the essence of Corpus Christi to life. • Develop a long-term public relations campaign that highlights Corpus Christi’s appeal to Mexican and Canadian markets. Leverage media connections, tradeshow appointments, and media marketplaces to secure coverage and features that showcase the destination’s attractions, events, and experiences.
42 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Expand marketing and communication outreach to refreshed, affluent audiences to drive positive economic impact in the destination.
Tactics
• Utilize data-driven insights to identify specific periods of off-peak seasonality to tailor specialty marketing campaigns and promotional offers that incentivize affluent audiences to visit, extending the travel season and balancing visitor flow throughout the year. • Develop high-quality content that showcases Corpus Christi’s unique, exclusive offerings and premium services leveraging targeted digital advertising platforms, influencer marketing, and media publications. • Forge strategic partnerships with targeted media outlets, influencers, and lifestyle publications that position the destination as a preferred choice for travelers seeking refined, captivating experiences.
Fun Facts:
• 60% of travelers are open to spending extra money to support travel providers that exhibit environmental responsibility. • Scenery, safety, and the food and drink scene continue to be the most influential factors when selecting a destination, and the numbers increased from last year.
Visit Corpus Christi • 43
DESTINATION BUSINESS PLAN
MARKETING AND COMMUNICATIONS STRATEGY
Strategy #3
Push boundaries in experiential marketing to establish unforgettable destination impressions.
Tactics
• Captivate potential visitors through multi-sensory storytelling by exploring innovative ways to engage multiple senses in our activations, creating a journey that transports participants into the heart of Corpus Christi’s narrative. • Develop and execute bold activation concepts that push the boundaries of traditional marketing including immersive environments and interactive installations that will leave a lasting impact on visitors. • Collaborate through cross-industry ventures by partnering with creative agencies, technology innovators, and artists to create visually stunning experiences and redefining destination marketing standards.
objective 2 Develop robust marketing strategies to cultivate and engage targeted market segments. Strategic Goal:
Inclusive Community Alignment
Initiative: Expand group sales strategy for emerging opportunities and promote regenerative tourism through environmental, sociocultural and economic sustainability.
Strategy #1
Drive sustainability, accessibility, and inclusivity principles in all marketing initiatives.
Tactics
• Develop engaging and informative content that highlights eco-friendly attractions, accessible attractions, and inclusive experiences through collaboration with influencer partnerships and local advocates to share authentic stories that resonate with various market segments, showcasing Corpus Christi’s commitment to inclusivity and sustainability. • Enhance the mobile accessibility of Visit Corpus Christi website and digital platforms to ensure a seamless experience inclusive of responsive design elements, intuitive navigation, and accessible features that cater to users with varying needs. • Develop an ongoing public relations campaign partnering with influential organizations, advocacy groups, and influencers focused on sustainability and accessibility that leads to positive coverage. Visit Corpus Christi • 45
Strategy #2
Target conventions, sports, film, and music markets and audiences with tailored marketing strategies.
Tactics
• Utilize market research to identify and market to key audiences aligned with niche Corpus Christi offerings, tailoring marketing materials and promotions to drive positive economic impact to the destination. • Develop personalized marketing content that highlights Corpus Christi’s offerings in a way that appeals to each market segment, including convention facilities, sports venues, film-friendly locations and a vibrant music scene through engaging visuals, videos and storytelling. • Collaborate with the sales, film, music, and sports commission to create joint marketing initiatives, event partnerships, and events that promote the Gulf Coast Capital.
Strategy #3
Implement a comprehensive marketing plan to drive online retail sales to diverse customer segments.
Tactics
• Collaborate with retail team to develop marketing campaign strategies that drive customized products. • Leverage seasonal dates, holidays, and events to develop strategic campaign implementation on multi-channel platforms. • Leverage influencer partnerships, local brand ambassadors, and user-generated content for authentic brand advocacy to drive online retail sales.
46 • 2022-2023 Corpus Christi Destination Business Plan
objective 3 Embrace cutting-edge digital solutions to amplify reach and foster meaningful Engagement. Strategic Goal: Driven Organization Initiative: Capitalize on new technology and innovation trends.
Strategy #1
Embrace technology and innovation trends for driven communication and engagement.
Tactics
• Implement a data-driven personalization strategy for digital, social, and email marketing campaigns by utilizing data to segment audiences based on demographics, behavior, and preferences. • Integrate AI-powered technology on digital platforms to enhance user engagement, gather user insights, and guide visitors through their online experience. • Create interactive and immersive content such as 360-videos, virtual tours, and augmented reality experiences to engage audiences on digital platforms.
Visit Corpus Christi • 47
DESTINATION BUSINESS PLAN
MARKETING AND COMMUNICATIONS STRATEGY
Strategy #2
Maximize user-centric experience through intuitive UI/UX design on all digital platforms.
Tactics
• Optimize web and app interfaces with intuitive navigation and usercentric design principles to enhance user engagement and satisfaction. • Design visually appealing and responsive digital marketing materials that encourage positive KPI results and conversions. • Conduct digital and web-based audits to continuously refine and improve the digital user experience.
Strategy #3
Leverage email marketing trends and insights for targeted outreach and engagement.
Tactics
• Develop and refine segmented email lists based on user preferences and behaviors to deliver personalized content and offerings. • Design visually appealing and responsive email templates that encourage click-through rates and conversions. • Implement a data-driven email marketing strategy for email subject lines, content, and send times to optimize email campaign effectiveness. • Implement a comprehensive strategy to significantly expand Visit Corpus Christi’s email subscriber base by synergizing the power of our existing subscriber network, collaborating with partner databases, and strategically leveraging the marketing conversion tactics. 48 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #4
Enhance cross-platform consistency and integration for seamless engagement.
Tactics
• Implement a unified brand strategy across all digital platforms, ensuring consistent visuals, messaging, and tone. • Utilize marketing automation tools to synchronize communication efforts and ensure a seamless online experience for the visitor. • Establish a centralized content calendar and distribution plan that coordinates messaging and campaigns across various platforms and Visit Corpus Christi agencies for visitors to receive cohesive and relevant information while engaging with the Corpus Christi brand.
Fun Facts:
• Corpus Christi is known for having the world’s largest barrier island. • Younger generations and those with children are the groups most willing to pay more for travel expenses.
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DESTINATION BUSINESS PLAN
MARKETING AND COMMUNICATIONS STRATEGY
objective 4 Foster true community advocacy and engagement for Corpus Christi. Strategic Goal:
Inclusive Community Alignment
Initiative: Cultivate resident and community support for tourism and Visit Corpus Christi.
Strategy #1
Develop strong partnerships and collaborations with industry stakeholders for joint marketing initiatives.
Tactics
• Organize regular stakeholder engagement specialty workshops to gather insights, share upcoming marketing initiatives, and encourage collective brainstorming. • Collaborate with local partners and businesses to create cooperative campaigns that drive positive economic impact to the community. • Establish and elevate the online partner hub inviting local businesses, attractions, and accommodations to co-create and co-promote tailored experiences to visitors.
50 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Empower and amplify local voices in promoting Corpus Christi.
Tactics
• Launch user-generated content campaigns encouraging residents to share their authentic experiences and stories about Corpus Christi. • Host a community segment, where locals can discuss their unique perspectives and narratives about the city’s cultural heritage and attractions. • Develop a dedicated strategy to highlight unique community members who tell the Corpus Christi story and share through blogs, video series, social posts, and various artistic media.
Strategy #3
Enhance community education and involvement of advocacy initiatives, workshops, and events.
Tactics
• Launch and sustain comprehensive, enduring community advocacy campaigns through the BeCC brand for quality of life and tourism-driven initiatives alike that support the local tourism industry. • Drive educational communication efforts for workforce development initiatives in collaboration with local schools on the value of tourism. • Gather input through resident sentiment surveys to address ongoing input, measurable success, and resident feedback. Visit Corpus Christi • 51
DESTINATION BUSINESS PLAN
MARKETING AND COMMUNICATIONS STRATEGY
objective 5 Cultivate a dynamic marketing and communications landscape through informed data strategies. Strategic Goal: Driven Organization Initiative: Capitalize on new technology and innovation trends.
Strategy #1
Elevate the significance of strategic data collection as a cornerstone for informed decision-making and effective marketing strategy.
Tactics
• Implement a comprehensive first-party data collection strategy, leveraging user interactions on multiple digital platforms to establish a robust foundation of visitor insights and preferences. • Establish collaborative partnerships with the convention center, local businesses, hotels, and attractions to facilitate the sharing of anonymized visitor data that will ultimately drive informed marketing decisions. • Leverage data analytics to identify trends and insights for the purpose of positive media engagement, public perceptions, and visitor preferences.
52 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Harness advanced analytics and data interpretation for enhancing marketing insights and strategy refinement.
Tactics
• Collaborate with specialized marketing vendors to access cutting-edge analytic tools and techniques that unveil deep-seated consumer behaviors and preferences. • Partner with expert communications vendors to analyze data from various touchpoints, extracting valuable insights that tailor messaging to improve engagement. • Leverage comprehensive surveys and external data resources focused on tourism trends, visitor demographics, and travel patterns to enrich marketing and communications strategies that ensure alignment with the evolving travel landscape. Visit Corpus Christi • 53
DESTINATION BUSINESS PLAN
MARKETING AND COMMUNICATIONS STRATEGY
Strategy #3
Cultivate a culture of data literacy and collaboration across all organizational teams.
Tactics
• Establish cross-functional data review meetings to share marketing and communication insights as they pertain to each departmental initiative. • Provide ongoing data training sessions for teams to enhance their understanding of data analytics as they apply to organizational strategies. • Integrate data-driven KPIs into performance evaluations to incentivize data-centric decision making.
Scan to see the Portrait of American Traveler results
MARKETING AND COMMUNICATIONS STRATEGY
DESTINATION BUSINESS PLAN
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.
Department
Metric
Tracking Mechanism
Marketing ROI
Quarterly: Visitor Tracking Dashboard
Digital Reach/Impressions
Quarterly: MMGY
Web Sessions
Quarterly: Google Analytics
Earned Media
Quarterly: Cision Report
Marketing
BUDGET
The marketing budget for Visit Corpus Christi is strategically divided to provide the most return on investment with paid media efforts spanning leisure media, meetings and conventions, sports, film and music, as well as public relations.
Visit Corpus Christi • 55
Experience Mission
To create highly personalized and extraordinary memories. Experience Strategy
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 each objective has on overall visitor experience will be hard to quantify, success will be gauged by: Visitor spend per person, per day Leisure traveler net promoter scores Average length of visitor stay
EXPERIENCE DEVELOPMENT strategy A Look Back In the fiscal year 2022-2023, the Visit Corpus Christi Experience Department achieved significant milestones. We launched the PATH brand, a workforce initiative, highlighted by the Tourism & Hospitality Workforce Summit. This event brought together industry stakeholders to create tailored educational tools. The Gulf Coasters Visitor Services program expanded with the Gulf Coast Capital Spin & Win Challenge, enhancing visitor engagement through surveys, and we fostered industry collaborations via the Summer Summit and CEO Roundtable Series, aligning visions for sustainable tourism growth. These achievements reaffirm our commitment to bolstering Corpus Christi’s tourism economy, ensuring a prosperous future. A Look Forward The Visit Corpus Christi Experience Department is preparing for a transformative year by enhancing employee retention, operational strategies, and local tourism for top-notch visitor recommendations. We’re integrating the Gulf Coast Capital Store with visitor-centric marketing to improve the online shopping experience. We will measure this impact with specific metrics and leverage visitor data to align with visitor needs, demonstrating our role in driving organizational growth.
OBJECTIVES Elevate the effectiveness and impact of the Experience Department as an integral component of organizational operations.
Elevate visitor satisfaction through overall destination safety and customer service.
Connect with all visitors in-market to provide innovative, first-class visitor experiences and amenities that align with the global brand of Corpus Christi.
Amplify efforts to generate retail sales and drive private revenue for Visit Corpus Christi through the Gulf Coast Capital Store.
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DESTINATION BUSINESS PLAN
EXPERIENCE DEVELOPMENT STRATEGY
objective 1 Elevate the effectiveness and impact of the Experience Department as an integral component of organizational operations. Strategic Goal: Driven Organization Initiative: Develop an employee retention and professional development plan.
Strategy #1
Enhance department leadership, staff training, and expertise to maximize workflow and elevate the level of internal service provided.
Tactics
• Finalize the operational manual with complete standard operating procedures for all components of operations to significantly improve department efficiency. • Develop opportunities for Experience Department staff to experience new and local tourism-focused businesses, attractions, and tours to serve visitors better. • Develop a structured approach to department cascading communication to position the department as the lead resource for destination information to advise sales, marketing, and communications teams on specific destination experiences.
Fun Facts:
• Families traveling with children prioritize attractions, driving more of their trip budget to these experiences. • Beach activities rank as the most sought-after leisure pursuit for American travelers, and 97% of surveyed leisure visitors highlighted our Corpus Christi beaches as pivotal to their trip.
58 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Enhance recruiting and staff retention efforts to compete for and retain top talent and become the preferred employer for customerservice-centric roles.
Tactics
• Develop a turn-key recruiting strategy to be implemented at least 90 days before peak tourism periods to position the Gulf Coasters Crew as a highly competitive opportunity for employment. • Develop a staff retention plan for Gulf Coasters Crew to ensure at least 85% of all open positions are always filled and to encourage employees to return seasonally. • Coordinate with the Marketing and Communications team to continue to promote the Gulf Coasters program on social media to generate awareness of the program among visitors, potential employees, and industry partners.
Strategy #3
Continue to enhance and expand specific measurables to better understand and maximize the impact of the department.
Tactics
• Monitor department growth and impact through defined metrics and reporting. • Identify thought leadership opportunities to highlight how Visit Corpus Christi maximizes the department to support organizational success. • Support Data Science operations by collecting targeted visitor intercept surveys. Visit Corpus Christi • 59
DESTINATION BUSINESS PLAN
EXPERIENCE DEVELOPMENT STRATEGY
objective 2 Elevate visitor satisfaction through overall destination safety and customer service. Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Strategy #1
Strengthen, promote, and enhance destination safety initiatives that directly impact overall visitor experience.
Tactics
• Develop a destination safety plan to support destination safety and security efforts. • Strengthen partnerships with key safety stakeholders to reinforce targeted visitor safety initiatives. • Coordinate with the Marketing and Communications team to promote visitor safety information directly to visitors. Strategy #2
Positively impact the in-market customer service experience through Visit Corpus Christi Tourism Academy curriculum offerings to reach strategic audiences.
Tactics
• Develop, update, and present annual Destination Training to targeted audiences. • Coordinate with the Marketing and Communications team to develop an ongoing campaign and incentives for program participants to generate industry support. • Develop a supplement customer service training component and conduct monthly and annual industry-wide training. 60 • 2022-2023 Corpus Christi Destination Business Plan
objective 3 Connect with all visitors in-market to provide innovative, first-class visitor experiences and amenities that align with the global brand of Corpus Christi. Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Strategy #1
Build strong relationships with local industry partners to promote destination experiences that support increased visitor spending inmarket.
Tactics
• Develop a comprehensive approach to partner onboarding and relationship management that raises awareness of how Visit Corpus Christi promotes their business. • Continue to find ways to show appreciation to industry partners through organizational networking events. • Produce annual business review reports to summarize the services provided, the value generated by Visit Corpus Christi, and to align partnership efforts. Visit Corpus Christi • 61
Strategy #2
Coordinate with key tourism partners and stakeholders to collaboratively enhance and elevate the quality of destination-wide experiences and amenities.
Tactics
• Develop a highly successful gift program with a high-impact brand presentation and personalized messaging to establish emotional connections to the community. • Conduct strategically timed partner education initiatives and provide access to visitor services resources to ensure all tourism-facing businesses are prepared for peak tourism events and seasons. • Administer the Corpus Christi Tourism Grant Program to incubate early-stage immersive experiences in-market.
Strategy #3
Expand in-market visitor engagement opportunities to positively impact visitor satisfaction, length of stay, and visitor spending.
Tactics
• Utilize strategically placed technology throughout the destination to expand visitor services and collect origin market and sentiment data in real-time. • Continue to find new ways to expand the reach of Gulf Coasters Crew in areas of high visitor concentration. • Continue to work with the Corpus Christi International Airport to expand quality visitor services provided via the Gulf Coasters program. • Explore opportunities to expand industry-leading storefront model to Padre Island. 62 • 2022-2023 Corpus Christi Destination Business Plan
objective 4 Amplify efforts to generate retail sales and drive private revenue for Visit Corpus Christi through the Gulf Coast Capital Store. Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Strategy #1
Continue to promote in-person retail sales through Brick & Mortar and Pop-Up Shop operations.
Tactics
• Continue to build relationships and grow outreach with local vendors and makers to feature at monthly Art Walk activations. • Conduct pop-up retail shops at special events as part of the Event Promotional Plan. • Work closely with Marketing and Communications team to develop strategies to drive more business to the Visitor Information Center during slower seasons and mid-week
Visit Corpus Christi • 63
DESTINATION BUSINESS PLAN
EXPERIENCE DEVELOPMENT STRATEGY
Strategy #2
Integrate the Gulf Coast Capital Store retail brand cross-departmentally to promote product awareness across all visitor segments.
Tactics
• Coordinate with all departments to develop specially designed products to enhance the client, partner, and attendee gifting experience. • Coordinate with Marketing and Communications team on customized product development for all customer segments. • Develop an annual community pride product to drive local awareness of the Gulf Coast Capital Store. Strategy #3
Amplify efforts to generate retail sales through the Gulf Coast Capital E-Commerce platform to grow overall activity.
Tactics
• Develop a comprehensive plan to integrate e-commerce into Visit Corpus Christi website and communications strategies. • Coordinate with the Marketing and Communications department to optimize the content on Gulf Coast Capital E-Commerce site. • Explore opportunities to develop e-commerce exclusive partnerships and product offerings.
EXPERIENCE DEVELOPMENT STRATEGY
DESTINATION BUSINESS PLAN
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.
Department
Metric
Tracking Mechanism
Visitor Length of Stay
Annually: Dean Runyan Study
Visitor Average Spending
Annually: Dean Runyan Study
Leisure Surveys Collected
Quarterly: Google Forms
Leisure Visitor Sentiment
Quarterly: Google Forms
Experience
BUDGET
The experience budget for Visit Corpus Christi is strategically divided to provide the most return on investment through community & visitor engagement and leisure experience development.
Visit Corpus Christi • 65
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. Sales Strategy
Our goal is to strategize for targeted sales and new business opportunities. We collaborate on group campaigns, target marketing efforts to industry events and trade shows, and conduct engaging site and FAM tours. By creating competitive pricing packages with partners and providing unique services to enhance the tourism experience, we ensure that we maintain our competitive edge in the market and the distinctive experience our destination offers.
sales & services strategy A Look Back Over the past year, our Convention Sales and Services Team achieved significant milestones, aligning with our strategic objectives. Their commitment to excellence and innovation drove progress in maintaining relationships with existing contacts, improving communication, and enhancing customer satisfaction. Our convention marketing efforts expanded, making Corpus Christi a premier meeting destination. By broadening our prospecting, we reached new regional and national markets, resulting in a growing pipeline, notably in the SMERF market. We also reimagined Destination Services, offering first-class amenities for group business needs, attracting diverse events, and ensuring repeat business potential. These accomplishments demonstrate the Sales and Services Department’s dedication to continuous improvement and exceptional service. A Look Forward The Visit Corpus Christi Sales and Services Team aims to propel Corpus Christi’s group business presence by expanding prospecting efforts, customer relationships, and client satisfaction while positioning ourselves as industry experts. We’ll promote the city through various initiatives and innovate Destination Services, focusing on health and safety. Our dedication lies in elevating Corpus Christi’s reputation as a top-tier meeting destination.
OBJECTIVES Operate as a best practice Sales & Services department, consistently striving for excellence and setting industry standards to enhance value.
Expand engagement with sales stakeholders to develop a unified and aligned destination sales approach.
Promote Corpus Christi to the group business world through expanded prospecting efforts and bold marketing strategies.
Visit Corpus Christi • 67
DESTINATION BUSINESS PLAN
CONVENTION SALES AND SERVICES STRATEGY
objective 1 Operate as a best practice Sales & Services department, consistently striving for excellence and setting industry standards to enhance value. Strategy #1
Sustain and strengthen ongoing strategic customer relationship standards to align and grow our meetings and convention business. Strategic Goal: Bold SMarketing Initiative: Expand group sales strategy for emerging opportunities.
Tactics
• Utilize new and existing sales platforms to manage and actively vet group sales opportunities that align with the goals and capabilities of the destination and venues. • Execute new, collaborative sales strategy allowing for a more strategic approach to goal setting, future year crossover goals, group room night discussions, and improved alignment with stakeholders. • Continue to collaboratively manage the Group Incentive Program fund for increased citywide conventions. As additional convention hotel inventory is added downtown, new guidelines will be reviewed in partnership with the City of Corpus Christi.
68 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Strategically deploy sales staff to specific vertical markets, prioritizing the growth of convention and international sales by fostering relationships and generating leads within these segments. Strategic Goal: Bold SMarketing Initiative: Expand group sales strategy for emerging opportunities.
Tactics
• Utilize comprehensive data analysis to evaluate the performance of all market segments enabling focused relationship-building and lead generation efforts within each segment. • Continue to develop the SMERF and corporate markets through targeted marketing efforts, new tradeshow opportunities, and continued prospecting efforts. • Develop a marketing plan and sales collateral for key international markets to execute the expansion of the international and leisure sales position.
Fun Facts:
• 72% of room nights booked by the Sales Team were on weekdays or during winter months, when our hotels typically need business the most. • Two-thirds of planning professionals are likely to book a meeting, conference, or convention in a coastal destination.
Visit Corpus Christi • 69
DESTINATION BUSINESS PLAN
CONVENTION SALES AND SERVICES STRATEGY
Strategy #3
Elevate client satisfaction and promote testimonial marketing through various channels.
Strategic Goal: Driven Organization Initiative: Capitalize on new technology and innovation trends.
Tactics
• Regularly gather insights from meeting planners through surveys and feedback sessions to enhance selling tactics and align incentives and offerings with evolving needs. • Amplify credibility by curating compelling case studies and impactful marketing materials that showcase success stories and positive experiences of meeting planners. • Establish a dedicated feedback loop with partners to collaboratively address suggestions and concerns, ensuring continuous improvement within the industry.
objective 2 Expand engagement with sales stakeholders to develop a unified and aligned destination sales approach. Strategy #1
Position the Visit Corpus Christi sales team as industry experts, trusted advisors, and reliable partners for meeting planners and local industry partners. Strategic Goal: Inclusive Community Alignment Initiative: Strengthen collaboration with key industry and community organizations.
Tactics
• Utilize a thought leadership-driven social selling strategy to cultivate new relationships with key decision influencers and foster existing partner and stakeholder relationships. • Conduct quarterly Director of Sales stakeholder meetings and off-sites to foster collaboration and strategic planning. • Establish regular meetings with the American Bank Center sales team to review outstanding bids and contracts, discuss prospects, and coordinate upcoming sales missions. • Engage in speaking opportunities, take on leadership roles, and serve on boards and committees within industry organizations such as MPI, TSAE, SGMP, and HSMAI.
Visit Corpus Christi • 71
Strategy #2
Educate the community on the importance of the meetings and events industry and celebrate achievements.
Strategic Goal:
Inclusive Community Alignment
Initiative: Cultivate resident and community support for tourism and Visit Corpus Christi.
Tactics
• Host the inaugural Corpus Christi Global Meetings Industry Day (GMID) to highlight the value that group business brings to a community. • Enhance relationships with local community leaders with a strong regional presence who can influence meetings and events being hosted in Corpus Christi through the Coast Back Home initiative. • Provide regular reports through the partner portal on ROI to highlight the positive outcomes of these events.
Strategy #3
Utilize existing tech tools to enhance our group sales strategy for emerging opportunities.
Strategic Goal: Driven Organization Initiative: Capitalize on new technology and innovation trends.
Tactics
• Provide hoteliers with relevant data on their clients to empower them with valuable insights for better decision-making. • Stay informed about the latest AI tools in the meetings and events industry to leverage cuttingedge technology and ensure our offerings are at the forefront of innovation. • Leverage the Threshold 360 platform as an immersive, virtual site visit option to stand out and differentiate from competitors by creating and sharing custom itineraries with 360° tours and custom videos. • Work with community partners on a cohesive approach to ensuring community assets are current on all key industry platforms. Visit Corpus Christi • 73
DESTINATION BUSINESS PLAN
CONVENTION SALES AND SERVICES STRATEGY
objective 3 Promote Corpus Christi to the group business world through expanded prospecting efforts and bold marketing strategies. Strategy #1
Execute convention sales strategies that align with the Visit Corpus Christi Strategic Plan for the Convention Center District and additional hotel and venue developments. Strategic Goal: Collaborative Destination Development Initiative: Advocate and support redevelopment of the (ABC Center, Hotel & District).
Tactics
• Advocate and provide support for convention-related development projects as they are being developed throughout Corpus Christi. • Develop marketing resources and a toolkit to effectively promote new development projects as they arise. • Target new tradeshows, prospective clients, and expanded market segments that align with projected hotel and venue developments to maximize opportunities for group business growth.
74 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Share Corpus Christi through participation in industry tradeshows and events, highly targeted sales missions, and through the creation of personalized in-market opportunities. Strategic Goal: Bold SMarketing Initiative: Expand group sales strategy for emerging opportunities.
Tactics
• Strategically sponsor tradeshows and events to amplify brand recognition and showcase upcoming developments, attract meeting planners, and generate group business opportunities for Corpus Christi. • Create distinctive tradeshow experiences across multiple market segments to captivate and engage planners on-site. • Curate unique site visit and familiarization (FAM) trip opportunities for meeting and event planners, providing them with firsthand experiences of our destination’s capabilities and attractions.
Visit Corpus Christi • 75
Strategy #3
Elevate Corpus Christi as a premier meeting destination through dynamic, bold group marketing endeavors. Strategic Goal: Bold SMarketing Initiative: Expand group sales strategy for emerging opportunities.
Tactics
• Curate an innovative convention marketing campaign, spotlighting the latest developments and advancements, captivating new target markets, and propelling increased bookings for meetings and conventions. • Implement a comprehensive digital marketing strategy, utilizing targeted advertisements on social media platforms and digital channels to amplify the convention marketing campaign and effectively reach meeting planners and key decision-makers in our identified target markets. • Reimagine the Meeting Planner Guide concept, presenting a refreshed and compelling narrative that showcases the latest updates in hotels and venues, offering meeting planners an all-encompassing resource. 76 • 2022-2023 Corpus Christi Destination Business Plan
Meeting Planner S.W.O.T. ANALYSIS
Strengths
• Strong destination appeal • Lucrative incentives for meetings and conventions through the Group Incentive Program (GIP) • Small to medium sized group importance • Year-round destination • Airport proximity • Downtown Bayfront • Gulf beaches and bay beaches • Outdoor activities and experiences
Weaknesses
Opportunites
Threats
• Limited meeting space at convention center, hotels, and special event facilities
• Recently established Tourism Public Improvement District (TPID)
• Economic and political uncertainty
• No connected convention center hotel
• Potential for connected convention center hotel and convention center district growth
• Walkable access to hotels, restaurants, and nightlife • Limited air access to major markets; no direct flights • Lack of variety of hotel variety like brand flags and resorts (five-star properties, beachfront, or group economy hotels) • Few number of unique off-site venues for large groups • Perception of being underdeveloped and desolate in the downtown and convention center area of town
• Increased customer understanding of destination location • Efforts for expanded airlift and more direct flight options • Defined Meet Corpus Christi branding initiatives • Bold Sales & Marketing initiatives
• Proximity of gulf beaches to and from convention center and downtown hotels • Shortage of qualified hospitality workers due to stagnant wage growth • Natural weatherrelated disasters; Hurricane season
DESTINATION BUSINESS PLAN
CONVENTION SALES AND SERVICES STRATEGY
sales market structure Market Approach Continued focus on the major markets in Texas to engage with regional planners while also seeking national, targeted opportunities for increased group business in Corpus Christi. Market Segments • Texas State Association • National Association • Government • Corporate • SMERF: Social, Military, Education, Religious, and Fraternal
78 • 2022-2023 Corpus Christi Destination Business Plan
CONVENTION SALES AND SERVICES STRATEGY
DESTINATION BUSINESS PLAN
key source MARKETS Tier A Markets:
Tier B Markets:
High Priority, Active Involvement
Secondary Priority, Limited Involvement
Regional focus with tactics in Texas to capture the attention of meeting planners looking for nearby and in-state meeting locations.
Strategic positioning at the national level in order to capture the attention of group planners looking for destinations across the US for future events.
Austin, TX
Other Texas Cities
Houston, TX
Oklahoma
San Antonio, TX
Louisiana
Dallas/Fort Worth, TX
Other US
Visit Corpus Christi • 79
Tradeshows & conferences October Connect Texas Northstar Meetings Group Destination Southwest RCMA Emerge Southwest Showcase Destinations International Destination Showcase and Sales & Services Summit
HelmsBriscoe Annual Partner Meeting Meeting Professionals International WEC Military Reunion Network Conference Smart Meetings Northstar Meetings Small and Boutique Meetings Cvent Connect Connect Marketplace Going on Faith Conference HPN Annual Partner Conference Texas Society of Association Executives New Ideas
Small Market Meetings
sales missions Austin Sales Mission Dallas Sales Mission & Gulf Coast Capital Takeover
Houston Sales Mission Group FAM Tour Bring Your Meeting Home Campaign/ Global Meetings Industry Day
80 • 2022-2023 Corpus Christi Destination Business Plan
November
December
January
Feburary
March
April
May
June
July
August
September
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DESTINATION BUSINESS PLAN
CONVENTION SALES AND SERVICES STRATEGY
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
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CONVENTION SALES AND SERVICES STRATEGY
DESTINATION BUSINESS PLAN
sales 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.
Department
Metric
Tracking Mechanism
Group Hotel Demand
Quarterly: Simpleview
Total Economic Impact
Annually: Simpleview
Convention Planner Sentiment
Quarterly: Google Forms
Convention Attendee Sentiment
Quarterly: Google Forms
Sales
sales 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.
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destination services strategy
objective 1 Continue to be competitive in our service offerings by implementing bold and cutting-edge amenities, complimentary services, and event support. Strategy #1
Execute department best practices for peak performance and optimal outcomes. Strategic Goal: Driven Organization Initiative: Capitalize on new technology and innovation trends.
Tactics
• Continue automation reporting of end-of-month Destination Services key performance indicators. • Create and implement a strategy for onboarding new vendors to the partner portal. • Utilize meeting planner surveys to understand and elevate the meeting planner experience. • Increase department use of Simpleview CRM in all relevant job functions to continue providing a high level of service.
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CONVENTION SALES AND SERVICES STRATEGY
DESTINATION BUSINESS PLAN
Strategy #2
Continue to be innovative and at the forefront of industry trends by leveraging knowledge, creativity, and community relationships to enhance complimentary service offerings. Strategic Goal: Driven Organization Initiative: Capitalize on new technology and innovation trends.
Tactics
• Leverage involvement in the Event Service Professionals Association to provide shared learning opportunities and more awareness and appreciation for Destination Services. • Exhibit the professionalism and creativity of local event stakeholders through their participation in the Annual Gala in order to showcase how offsite events can be elevated for meetings and conventions. • Collaborate with local tourism stakeholders to further develop and launch exclusive and unique Signature Experiences to enhance the convention visitor experience.
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DESTINATION BUSINESS PLAN
CONVENTION SALES AND SERVICES STRATEGY
Strategy #3
Create curated complimentary services and marketing collateral to meet the demand for anticipated new business.
Strategic Goal: Bold SMarketing Initiative: Expand group sales strategy for emerging opportunities.
Tactics
• Prioritize storytelling and destination positioning with unique itineraries via website content, blogs, and curated photo and video collateral. • Create future booked business, attendance-building marketing materials. • Develop turnkey services such as grab-and-go promo items and templates for services marketing materials. • Further develop the Destination Services Microsite to become competitive with comparative destinations and facilitate a higher level of servicing. • Curate a catalog of elevated convention planning tools that will enhance the meeting planner experience.
Strategy #4
Collaborate with local stakeholders to position Corpus Christi as a premier destination to host a meeting or convention with an emphasis on health and public safety incentives.
Strategic Goal: Collaborative Destination Development Initiative: Promote cleanliness & beautification initiatives for the area.
Tactics
• Collaborate with local stakeholders, like the American Bank Center, to identify public health and safety standard operating procedures and best practices. • Get the local hospitality community certified in industry recognized public safety certifications. • Partner with the Visit Corpus Christi PR team to create a resource guide and landing page where all the resources and local stakeholder contacts would live for planners to have access to during conference planning. Visit Corpus Christi • 87
Sports Mission
To strengthen our community by driving the sports tourism economy. Sports Vision
To be the Gulf Coast Capital for Sports. Sports Strategy
Strategically target direct sales for community-aligned opportunities. Conduct site tours, create competitive group packages with partners. Collaborate on Sports Marketing campaigns, provide logistical event support. Invest in sports community for resident quality of life.
sports commission strategy A Look Back Looking back on the past year, the Sports Commission has made many accomplishments. The foundation of the department was set, processes created and established, and community relationships were built. Despite being in the middle of creating these processes, we still had to sell. We surpassed all but one of our sales goals and were able to generate significant exposure of the Sports Commission to the industry. Corpus Christi has surpassed its reputation as a non-descript dot on a map and vaulted itself into the discussion with other major players in the sports tourism industry. A Look Forward This is just the beginning. We have a good grasp on what Corpus Christi’s sport community values, what we possess to cater to those values, and what we need to work towards. A more refined sales effort will be combined with robust service offerings. A strategy has been created to grow a healthy volunteer network, and efforts will continue to be made towards the advocacy for new and renovated sports facilities that allow Corpus Christi to compete on the National and International stage.
OBJECTIVES Cultivate community relationships and advocate to strengthen destination sports offerings.
Market Corpus Christi as a sports destination to sports planners and participants.
Share Corpus Christi with the sports business world through expanded sales efforts.
Create strategic sports tourism initiatives that support community values.
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DESTINATION BUSINESS PLAN
SPORTS COMMISSION STRATEGY
objective 1 Cultivate community relationships and advocate to strengthen destination sports offerings. Strategy #1
Identify and nurture future Sports Commission partners.
Strategic Goal: Inclusive Community Alignment Initiative: Strengthen collaboration with key industry and community organizations.
Tactics
• Leverage organizations that align with the values and mission of the Corpus Christi Sports Commission. • Enhance community education and involvement of advocacy initiatives. • Provide opportunities for relationship building through event hosting and development.
Strategy #2
Create sports facility advocacy plan.
Strategic Goal: Collaborative Destination Development Initiative: Promote and support development of new youth sport facilities.
Tactics
• Identify desirable sports facilities in competing and similar markets. • Gather information and data relevant to the positive return on investment of sports facilities to key stakeholders. • Gather and galvanize community user groups and private-sector stakeholders.
90 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #3
Implement sports facility advocacy plan.
Strategic Goal: Collaborative Destination Development Initiative: Promote and support development of new youth sport facilities.
Tactics
• Plan trips with community stakeholders to visit competing destinations’ facilities. • Provide and present recommendations for facilities to city officials and community stakeholders. • Promote positive tourism return on investment by investing in sports facilities.
Fun Facts:
• Avg. length of stay and hotel reservations per team have increased in 2023. Average Daily Rate continues to climb nationally. On average, destinations enjoyed an extra 15 days of event hotel reservation lead time in 2022. Source: Event Connect
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DESTINATION BUSINESS PLAN
SPORTS COMMISSION STRATEGY
objective 2 Market Corpus Christi as a sports destination to sports planners and participants. Strategy #1
Build a global brand as the Gulf Coast Capital for sports.
Strategic Goal: Bold SMarketing Initiative: Continue to build a global brand.
Tactics
• Implement a sports marketing campaign to grow business and bookings from strategic markets. • Secure high-level partnerships with industry tradeshows to increase effectiveness of client messaging. • Strategically branded external gifting to clients to serve as touch points for relevant destination updates and sales messaging. • Implement a local marketing campaign to grow Sports Commission awareness and promote initiatives.
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objective 3 Share Corpus Christi with the sports business world through expanded sales efforts. Strategic Goal: Bold SMarketing Initiative: Continue to grow domestic land sports and international water sports.
Strategy #1
Drive hotel room night sales resulting in sustainable growth.
Tactics
• Attend key industry tradeshows to capitalize on our natural and built environments. • Target sports planners in alignment with primary and secondary target markets. • Work with community organizations to inspire locally created events and bid on external events. • Curate highly personalized opportunities for engagement with sports planners.
Strategy #2
Implement bold and cutting-edge amenities, complimentary services, and event support.
Tactics
• Provide industry expertise and resources to community events. • Evaluate effectiveness of community promotions to sports visitors. • Build a robust volunteer database. • Streamline marketing service offerings to clients. Visit Corpus Christi • 93
DESTINATION BUSINESS PLAN
SPORTS COMMISSION STRATEGY
objective 4 Create strategic sports tourism initiatives that support community values. Strategy #1
Generate a sense of community pride through the celebration of sports.
Strategic Goal:
Inclusive Community Alignment
Initiative: Cultivate resident and community support for tourism and Visit Corpus Christi.
Tactics
• Create a Coastal Bend Sports Hall of Fame and Awards show. • Foster a high-functioning Sports Council. • Develop a local campaign for the celebration of community achievements in sports.
Strategy #2
Champion destination sustainability through active sports engagement. Strategic Goal: Inclusive Community Alignment Initiative: Promote regenerative tourism through environmental, socio-cultural, and economic sustainability.
Tactics
• Leverage the Visit Corpus Christi Foundation to create a sports fund that supports environmental, economic, and equitable sustainability. • Partner with community organizations that support diversity, equity, and inclusiveness. • Identify and book outside event business that supports sustainability. 94 • 2022-2023 Corpus Christi Destination Business Plan
SPORTS COMMISSION STRATEGY
DESTINATION BUSINESS PLAN
sports 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.
Department
Sports
BUDGET
Metric
Tracking Mechanism
Room Nights (New)
Quarterly: Simpleview
Room Nights (Annual, Rebooked)
Quarterly: Simpleview
Total Economic Impact
Quarterly: Simpleview
Sports Planner Sentiment
Quarterly: Google Forms
Sports Attendee Sentiment
Quarterly: Google Forms
The sports budget for Visit Corpus Christi is strategically divided to provide the most return on investment through marketing and communications, administration and sports sales initiatives.
Visit Corpus Christi • 95
sPORTS market structure 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 post-tradeshow 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. Industry Trade Publications • Sports Destination Management • Sports Travel Magazine • Sports Planning Guide • SportsEvents Media Group • Sports Business Journal • SportsETA
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SPORTS COMMISSION STRATEGY
DESTINATION BUSINESS PLAN
key target MARKETS Tier A Markets:
Tier B Markets:
High Priority, Active Involvement
Secondary Priority, Limited Involvement
Sailing
Archery
Windsurfing
Shooting
Fishing
Cheer
Triathlon
Dance
Kiteboarding
Wrestling
Boxing
Volleyball
Beach Volleyball
Basketball
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SPORTS COMMISSION STRATEGY
tradeshows & sales Missions schedule TEAMS Conference '23
October
November
December
January
February
March
April
May
June
July
August
September 98 • 2022-2023 Corpus Christi Destination Business Plan
Esports Express & LGBTQ+
Sports Express Conference
SportsETA Symposium
TEAMS Conference '24
Meeting Planner S.W.O.T. ANALYSIS
Strengths
• New Sports Commission and leadership throughout Corpus Christi • Destination appeal • Year-round destination • Airport proximity • World Class winds on the Bay • Equidistant from East and West Coast • Only major city situated on the Texas coast • Water assets
Weaknesses
Opportunites
• Limited tournament quality venues
• Unify community leaders through sport
• 5 major destination competitors within the state
• Land development and opportunities
• 2 destination competitors on the Texas coast
• Walkability to hotels, restaurants, and nightlife • Limited air access to major markets; no direct flights • Cost of venue rental • Lack of full-service hotels adjacent to the convention center
• Grow off peak and shoulder business • Gulf Coast Capital branding initiatives • Water sports
Threats
• Lack of public understanding of the benefits of sports tourism • Extreme weather patterns
Film & Music Mission
The Corpus Christi Film and Music Commission, as part of Visit Corpus Christi’s new strategic plan and two-year business plan for 2023-2025, is dedicated to promoting Corpus Christi as a premier Film and Music destination. With our Music Friendly designation and strong community support, we aim to provide logistical support, foster positive relationships, and create opportunities for filmmakers, musicians, and industry professionals. Our mission is to showcase the diverse resources of Corpus Christi, support visiting artists, and drive growth in the film and music sectors.
FILM AND MUSIC COMMISSION STRATEGY
DESTINATION BUSINESS PLAN
film & music commission strategy A Look Back The Corpus Christi Film and Music Commission has made significant progress in achieving its goals. They developed a comprehensive plan, built valuable local and state partnerships, and garnered community support. They’ve become a Film and Music Friendly city, actively promoting Corpus Christi through sponsorships and alliances, positioning it as a thriving hub for the film and music industries. A Look Forward As the Corpus Christi Film and Music Commission embarks on its two-year business plan, they aim to make the city a leading destination for film and music. They will focus on robust marketing, incentives, and support for economic growth, attracting filmmakers and musicians to foster a vibrant creative community within the city.
OBJECTIVES Establish Corpus Christi as a premier film and music industry hub through strategic promotion and collaboration.
Implement dynamic marketing campaigns that drive recognition and highlight Corpus Christi's vast offerings in the film and music markets.
Foster community engagement, education, and skill development to cultivate a vibrant and inclusive film and music ecosystem.
Showcase the unique narrative of Corpus Christi to the film and music community, encouraging exploration and collaboration.
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FILM AND MUSIC COMMISSION STRATEGY
objective 1 Establish Corpus Christi as a premier film and music industry hub through strategic promotion and collaboration. Strategic Goal: Bold SMarketing Initiative: Create a film and music sales strategy.
Strategy #1
Marketing the film and music industry.
Tactics
• Formulate a comprehensive marketing plan specifically tailored to film and music, highlighting Corpus Christi’s unique proposition value and its potential as a premier hub for these industries. • Enrich the identity of Corpus Christi within the film industry by allowing productions to seamlessly integrate the city’s branding, showcasing its distinctive character and appealing attractions. • Elevate the digital presence of the Corpus Christi Film and Music Commission through a strategic website overhaul, creating an engaging platform that serves as a dynamic resource hub for filmmakers, musicians, and industry stakeholders. • Initiate a strategic promotional campaign that spotlights local projects, propelling them beyond the boundaries of Corpus Christi and into the national and international limelight to enhance the city’s recognition and industry reach.
Strategy #2
Enhance competitiveness through state and local film incentives.
Tactics
• Champion robust state and local film incentives that rival those of key competitors, thereby positioning Corpus Christi as an alluring destination for productions seeking generous incentives. • Develop a locally tailored incentive program designed to attract and accommodate film and TV productions for filmmakers to choose Corpus Christi as their preferred filming location. • Capitalize on the power of incentives to attract high-profile film and television productions to Corpus Christi.
Fun Facts:
• The Open Road is celebrating its 15th Year of being filmed in Corpus Christi and serves as a great placeholder for our local thriving baseball community. • Corpus Christi has served as the backdrop for various popular films and TV shows, including “Selena” (1997) and “Pearl Harbor” (2000), showcasing the city’s versatility as a filming location. Visit Corpus Christi • 103
DESTINATION BUSINESS PLAN
FILM AND MUSIC COMMISSION STRATEGY
objective 2 Implement dynamic marketing campaigns that drive recognition and highlight Corpus Christi's vast offerings in the film and music markets. Strategy #1
Implement dynamic marketing campaigns that drive recognition and highlight Corpus Christi's vast offerings in the film and music markets. Strategic Goal: Bold SMarketing Initiative: Create a film and music sales strategy.
Tactics
• Execute a targeted marketing campaign spotlighting Corpus Christi’s exceptional quality as an ideal filmmaking city, emphasizing the city’s sites, hassle-free logistics, streamlined permitting procedures, and the availability of local talent and crew. • Develop an online platform permit hub to enable filmmakers to secure necessary permits ahead of their visit. • Collaborate with film industry influencers and bloggers to create authentic and insightful content that highlights Corpus Christi as an attractive and versatile filmmaking destination. • Craft visually engaging advertisements showcasing iconic filming locations, local amenities, and permitting for shooting in Corpus Christi.
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Strategy #2
Identify opportunities that help share the Corpus Christi film and music story.
Tactics
• Establish and secure collaborative sponsorships in partnership with the Texas Film Commission. • Curate engaging film and music activations at strategically chosen locations. • Strategically select and sponsor key film and music events to prominently showcase the Corpus Christi Film and Music Commission.
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DESTINATION BUSINESS PLAN
FILM AND MUSIC COMMISSION STRATEGY
objective 3 Foster community engagement, education, and skill development to cultivate a vibrant and inclusive film and music ecosystem. Strategic Goal: Bold SMarketing Initiative: Create a film and music sales strategy.
Strategy #1
Cultivate local business-film partnerships.
Tactics
• Conduct collaborative workshops by organizing educational workshops for local businesses, showcasing the advantages of partnering with film productions, and encouraging them to align their offerings with filmmakers’ needs. • Establish a local film friendly network of businesses catering to film industry requirements, enabling streamlined collaboration between local enterprises and film projects. • Reward collaborative efforts by Introducing recognition programs and incentives for businesses that engage with film productions, fostering mutual growth and reinforcing the film ecosystem in Corpus Christi.
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Strategy #2
Leverage support from local community to further promote the destination for film and music events.
Tactics
• Maintain the Corpus Christi Film and Music Friendly designations through the State of Texas Governor’s Office. • Expand the Film Commission database of local vendors, crew, location support specialists, and additional resources. • Expand the Music Commission database including a broad database of local contacts, vendors, experienced production professionals, and resources.
Strategy #3
Invest, develop, and maintain educational and workforce opportunities for the local film and music industries.
Tactics
• Partner with industry experts and professional organizations to implement programming to cater to locals in the film and music workforce. Continue to gain support and build relationships with the local community for film and music initiatives. • Collaborate with higher education institutions to offer additional programs supporting craft and technical fields in the film and music industries. Visit Corpus Christi • 107
objective 4 Showcase the unique narrative of Corpus Christi to the film and music world, encouraging exploration and collaboration. Strategy #1
Maintain and grow key memberships with film alliances.
Strategic Goal: Bold SMarketing Initiative: Create a film and music sales strategy.
Tactics
• Grow our membership with the Texas Film Commission. • Grow our membership with the Texas Association of Film Commissions. • Grow our membership with Film Commissioners International.
Fun Facts:
• The local music scene in Corpus Christi is vibrant and diverse, with genres ranging from Tejano and country to rock and hip-hop. The city has produced notable musicians such as Selena Quintanilla, Farrah Fawcett, and Roger Creager. • Robert Earl Keen, not born in Corpus Christi, found his inspiration in Corpus Christi when he penned his hit song, “Corpus Christi Bay,” captivated by the Gulf Coast Capital charm! 108 • 2022-2023 Corpus Christi Destination Business Plan
FILM AND MUSIC COMMISSION STRATEGY
DESTINATION BUSINESS PLAN
Strategy #2
Maintain and grow key memberships with music alliances.
Tactics
• Sustain and amplify the Corpus Christi Music Advisory Council to collaboratively strategize on advancing the local music scene. • Maintain an ongoing partnership with the Texas Music Office, leveraging their extensive connections and expertise to position Corpus Christi as a hub for film and music. • Cultivate relationships with regional and national music industry associations, fostering collaborations that amplify the music community’s exposure and networking opportunities.
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Strategy #3
Strengthen industry presence through strategic participation in film and music tradeshows and networking events.
Tactics
• Identify and select relevant tradeshows that closely resonate with our target markets, ensuring alignment with our goals and offerings. • Capitalize on key sponsorship opportunities at these industry events, effectively positioning Corpus Christi as a significant player in the film and music landscape. • Orchestrate immersive site visits and familiarization tours to showcase Corpus Christi’s potential as a filming hub, offering prospective partners a firsthand experience of unique assets. • Promote professional development by encouraging staff participation in educational programs and certifications related to the film and music industries, enhancing staff expertise and credibility in these domains.
FILM AND MUSIC COMMISSION STRATEGY
DESTINATION BUSINESS PLAN
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.
Department
Metric
Tracking Mechanism
Site Visits & Fam Trips
Quarterly: Simpleview
Room Night Demand
Quarterly: Simpleview
Film & Music
BUDGET
The film and music budget for Visit Corpus Christi is strategically divided to provide the most return on investment through marketing initiatives, tradeshows/sales missions, fam/site tours and incentive event hosting.
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Research Mission
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.
DATA RESEARCH & STRATEGY
DESTINATION BUSINESS PLAN
DATA science & RESEARCH strategy A Look Back The past year marked a significant phase of growth for the Visit Corpus Christi research program. An integral part of our expansion strategy was the establishment of a new partnership with Tourism Economics. This collaboration provided us with access to world-class economists who assisted us in combining our own data and economic indicators to generate insightful forecasts. These forecasts have played a crucial role in enabling Visit Corpus Christi and our partners and stakeholders to enhance their preparedness by gaining a deeper understanding of future trends. In addition to leveraging additional data sources to analyze visitor spending patterns in the Gulf Coast Capital, we also implemented an enhanced visitor survey. This revamped survey has provided us with unprecedented insights into visitor experiences. The changes implemented in our research strategy this year have had a profound impact and will remain a permanent fixture in our approach going forward. A Look Forward Research and data is only as good as what you do with it, and applications of our research are always on the forefront of our minds. Our research strategy focuses on community collaboration to maximize the impact of our data. Our goal is to benefit Corpus Christi by expanding partnerships and empowering local businesses, organizations, and residents with valuable insights for success.
OBJECTIVE Elevate Corpus Christi by disseminating innovative, first-class data-driven services internally and to community members and stakeholders.
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DESTINATION BUSINESS PLAN
DATA RESEARCH & STRATEGY
objective 1 Elevate Corpus Christi by disseminating innovative, firstclass data-driven services internally and to community members and stakeholders. Strategy #1
Continue to utilize industry-leading data in an efficient and accurate manner to ensure Visit Corpus Christi is on the forefront of datadriven decision-making.
Strategic Goal:
Driven Organization
Tactics
• Strategically manage the data budget to maintain sufficient ROI for each data source. • Stay abreast of the rapidly changing data landscape to ensure the most cutting-edge and reliably accurate data sources and analysis methods are being utilized. • Maintain communication with data vendors and representatives to optimize data usage for organizational goals.
Fun Facts:
• In Corpus Christi, households must purchase an additional 3,500 breakfast tacos annually to match visitor spending. • The farther away a visitor travels to experience our city, the longer they stay. The longer they stay, the greater their economic impact will be on the community. Spreading the word about the Gulf Coast Capital far and wide benefits us all! 114 • 2022-2023 Corpus Christi Destination Business Plan
Strategy #2
Synthesize data from multiple sources to generate insights aimed at monitoring key performance indicators, aiding strategic decisions, and heightening organizational performance.
Strategic Goal:
Bold SMarketing
Tactics
• Facilitate marketing strategy by monitoring visitation, establishing, monitoring, and reporting on visitor segments within each area of the marketing funnel. • Employ data science techniques, local trends, national trends, historical patterns, and existing business data to support sports, sales, film, and music initiatives, ensuring maximum impact for partners and the community. • Continuously update and improve survey processes to personalize visitor experiences in leisure, convention, sports, and event settings. • Utilize data to personalize experiences, optimize ROI, generate repeat business, and boost visitor spending in-market, particularly within convention, sports, film, and music market segments. • Enhance existing internal reporting on visitor patterns, feedback, organizational initiatives, and KPIs (Key Performance Indicators). Visit Corpus Christi • 115
DESTINATION BUSINESS PLAN
DATA RESEARCH & STRATEGY
Strategy #3
Support and elevate the community by sharing research and insights with local businesses, partners, stakeholders, organizations, and community members through communication of research and insights.
Strategic Goal: Strategic Goal:
Inclusive Community Alignment
Collaborative Experience Development
Tactics
• Translate data-based patterns into actionable insights for partners through regular-interval external reporting. • Expand and diversify collaboration with the community, including improved measurement of resident thoughts and attitudes, and easily digestible dissemination of information about the impact of tourism. • Leverage data as a resource for aiding marketing and growing local events and festivals to diversify the reach of data science in the community. • Establish processes for personalized reporting to key community leaders to improve the actionability of external reporting and community impact of data resources. • Establish the data science program as a resource for growing private revenue for specific external audiences.
Fun Facts:
• Positive experiences in various trip elements (hotels, restaurants, attractions) significantly impact overall visitor satisfaction, creating a cohesive trip experience. • Visitors that spend longer planning for their trip tend to spend more money during their trip. Helping visitors plan their perfect vacation means helping maximize our impact on the city! 116 • 2022-2023 Corpus Christi Destination Business Plan
CORPUS CHRISTI Visitors Spent $1.44 billion in our community.
tourism's impact is enough to fund...
Without tourism, each household would need to spend an additional
$12,288 ANNUALLY in local
establishments.
Economic Impact Study A study on Corpus Christi’s travel and tourism industry revealed that it surpasses other Texas beach destinations in terms of economic impact. The study, conducted by the Visit Corpus Christi research team, used data from Dean Runyan Associates, Source Strategies, and STR Inc. to analyze overnight hotel stays and lodging revenue. The report highlights Corpus Christi’s leading position among coastal destinations like Galveston, South Padre Island, Port Aransas, and Rockport.
Scan to read more on our Economic Impact of Travel in Corpus Christi
FY 23-24 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.
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FY 23-24 Annual HOT + TPID budget
Visit Corpus Christi • 119
Brett Oetting, cdme
Meredith Darden, CDME
Emily Zertuche, CTE
Nicole Olivares. cmp
President & CEO
Chief of Staff
Chief Marketing Officer
Vice President of Sales
Joey Jewell, sts
Mike Imburgio, phd
Executive Director of Sports
Managing Director
Kathryn Hyatt Sr. Director of Digital Marketing
Director of Association Sales
Rebekah EVerhart
estevan Guerra
Danielle Galindo
THAO NATTERER
Director of Accounts
Director of Visitor Services
Creative Director
Director of Finance
Travis Milum, cmp
America Segura
Mallori Johnson
Public Relations Manager
Destination Services Manager
Erica Tamez Strategic Implementation Manager
Sports Development Manager
Breanna Martinez
Emily Rees
Savannah Garza
Laura Kocian
Mary Herrera
Sports Services Manager
Marketing Manager
Staff Accountant
Sales Coordinator
Rebekah Santoyo
Christina Cortez
Retail Coordinator
Office Coordinator
team Our Vision
To become the Gulf Coast Jaclyn Keifer
Megan Jabsen
Destination Services Coordinator
Film & Music Coordinator
Capital for coastal and outdoor recreational experiences. Our Mission
Strengthening our community, by sharing Corpus Christi with the world. Morgan Gunter
Jackie Gonzalez
Communications Coordinator
Staff Writer
Kylie Marchitello
Hannah Ryan
UI/UX Designer
Graphic Designer
400 Mann St. Suite 1100, Corpus Christi, Texas 78401 (361) 881-1888 | VisitCorpusChristi.com