SeeMonterey.com Big Sur • Carmel-by-the-Sea • Carmel Valley • Marina Monterey • Moss Landing • Pacific Grove • Pebble Beach Salinas • Salinas Valley • Sand City • Seaside
FY2022-23
Business Plan & Strategic Roadmap
Salinas Train Station
2 TABLE OF CONTENTS Board of Directors 4 Committees 5 The Strategic Roadmap 6 Mission & Vision Statements 8 A New Beginning 12 FY2022-23 Budget Snapshot 13 Situation Analysis 14 Business Development 18 Marketing Communications 26 Community Relations 34 Operations, HR & Administration 36 2022-2024 ARPA Programs 38 “When the world is in the midst of change, when adversity and opportunity are almost indistinguishable, this is the time for visionary leadership and when leaders need to look beyond the survival needs of those they're serving.” Chip Disruptor,HotelConleyEntrepreneur,Author
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“Now is the Moment” was the rallying cry, launching Monterey County’s tourism marketing back into action in April 2021. MCCVB’s first-ever national television campaign was built to reignite our struggling hospitality industry. The world listened. While the rollercoaster recovery involved many setbacks, the community rallied behind that campaign and working together we saw growth in leisure travel, a slow return of group business, and
“Now is the Moment” was the rallying cry, launching Monterey County’s tourism recovery back into action in April 2021 with our first-ever national television campaign. While the time since then has been a rollercoaster to recovery with many setbacks, our community rallied and worked together to see growth in leisure travel, and a slow return of group business and international travel.
Rob PresidentO’Keefe&CEO
Monterey County Convention & Visitors Bureau
Once again – Now is the Moment. The moment to lay out a long-term outlook that provides a path to transformation. To not just come back, but to come back better.
Guided by the MCCVB Board of Directors and working with the industry’s leading strategic planning company, Coraggio Group, we created that roadmap and are thrilled to share it with you here. The plan maps out the future of Monterey County’s tourism economy, of our community, of our sense of place and quality of life. It includes input from stakeholders countywide - from hotel and hospitality business owners, to community leaders and elected officials. It also includes a critically important group: our residents. As the ultimate beneficiary of tourism, their inclusion in and support of this plan is vital.
It’s not just MCCVB’s plan, it belongs to the community as the community fueled its vision. It is a transformational plan with vision for five years and beyond, designed around the ideas of innovation, collaboration and evolution (or as I like to call it, “evolutionizing”). A new Vision and Mission for the organization give new purpose and fresh perspective to the work we do every Inspirationday.
From the CEO
is in our destination’s DNA. Speaking for myself, the MCCVB Board of Directors and the team, we are incredibly inspired for the journey ahead and we hope you are too.
Mary Adams, Monterey County Board of Supervisors
Board of Directors
Janine Chicourrat, Portola Hotel & Spa
John Narigi, WeatherTech Raceway Laguna Seca
ADVISORS
Paula Joy MacNab, Monterey County Film Commission
Kim Stemler, Monterey County Vintners & Growers Association
Norm Groot, Monterey County Farm Bureau
Anna Velazquez, City of Soledad
Donna Langley, Pebble Beach Resorts
Bina Patel Secretary Peninsula Hospitality Group
Jacquie Atchison, Arts Council for Monterey County
Doug Phillips, Monterey Conference Center
DIRECTORS
Mike LeBarre, City of King City
OFFICERS
Sean Panchal, Presidents Inn
Kirk Gafill, Nepenthe/Phoenix Corporation
Erik Uppman, Cannery Row Company
Michael La Pier, Monterey Regional Airport
Hans Uslar, City of Monterey
Chris Sommers Past Chair Monterey Plaza Hotel & Spa
Ed Smith, City of Monterey
Embassy Suites by Hilton Monterey Bay Seaside
Teri Owens Chair
John Turner, InterContinental, The Clement
Mimi Hahn, Monterey Bay Aquarium
Stefan Lorch Treasurer Monterey Marriott
Carol Chorbajian, Monterey County Hospitality Assoc.
Matt Mogensen, City of Marina
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Amrish Patel Chair Elect Centrella Inn & Green Lantern Inn
Kimbley Craig, City of Salinas
Amy Herzog, Visit Carmel
Kevin Ellis, Hyatt Regency Monterey Hotel & Spa
Sean Damery, Bernardus Lodge & Spa
FY2022-23
Erin Sollecito, Monterey Touring Vehicles
David Lurie, Carmel Mission Inn
COMPENSATION COMMITTEE Reviews compensation structure and benefit programs.
Advises the board on financial matters and policies.
Solicits and reviews board position applications and makes candidate recommendations to fill vacancies.
MARKETING COMMITTEE
FINANCE COMMITTEE
Marina State Beach 5
Provides strategic input, advice and collaboration on marketing communications plans and activities.
Supports and evaluates the President & CEO, vets confidential issues and acts on behalf of the full Board of Directors in case of an emergency.
EXECUTIVE COMMITTEE
NOMINATING COMMITTEE
MCTID OVERSIGHT COMMITTEE
Committees
Raises awareness of the benefits derived from Monterey County’s hospitality industry among partner jurisdictions, business associations and community groups.
Comprised of hotel representatives from within the Monterey County Tourism Improvement District (MCTID) boundaries, completely oversees MCTID budget and program development and Visitmonitoring.SeeMonterey.com/members/board to learn more about the Board of Directors and Committees including meeting dates, agendas and minutes.
Actively participates in the development, planning and evaluation of group sales and service programs.
REINSTATED FOR FY2022-23
Monterey County Convention & Visitors Bureau (MCCVB) operates with the guidance of several committees designed with a focus on a specific area of strategic importance for the direction of the organization.
SALES COMMITTEE
COMMUNITY RELATIONS COMMITTEE
Laguna Grande Park, Seaside
THE STRATEGIC ROADMAP
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Over the past year, community input and Board collaboration has informed the organization’s first-ever Strategic Roadmap, creating a guide for the next five years and beyond that will ensure a new level of success for the County’s tourism economy. The FY2022-2023 Business Plan is the first year in a new approach to the future.
The Strategic Roadmap starts with a new Vision and Mission for MCCVB. Previously, both were outwardly focused – this new direction now focuses inward on what is most important: the community. This is a significant shift from a transactional approach to relational as the destination moves into the future.
NEXT LEVEL COMMUNITY COLLABORATION
• Community-wide surveys • Interviews with community leaders, entrepreneurs, and local visionaries • Town Halls • Focus Groups 7THE STRATEGIC ROADMAP
The Strategic Roadmap was built on community input to reflect community interests. Working with Coraggio Group – an industry leader in strategic planning – MCCVB conducted mass outreach over six months to collect input.
A NEW APPROACH
The devastating impacts of Covid still linger as Monterey County continues to recover. But the global pandemic had one silver lining: it opened minds to new ideas and forced innovation and collaboration. As the recovery continues, the MCCVB team has been leveraging those open minds to forge a new approach.
A thriving tourism economy that enriches Monterey County’s economic vitality and quality of life.
MISSION
VISION
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To generate community prosperity for Monterey County through the responsible promotion and growth of the tourism economy.
Collaboration:
We are creative, nimble, and embrace change. We invite new ideas and innovation to ensure that our work is effective and focused on the future.
• Encourage collaboration with our community partners to create a shared vision for sustainable growth in the region.
9THE STRATEGIC ROADMAP
• Ensure fiscal responsibility in driving results for our investing members and partners.
We believe that working together results in better outcomes. We seek opportunities to build effective coalitions with our partners. We value each individual's contribution to ensure our high standards of professionalism.
Agility:
We are leaders committed to the greater good. We value a relational not a transactional approach and ensure that our work positively impacts our community.
Inclusivity:
• Support an environment that is welcoming to all and respects our unique history, land, and culture.
Promotion of Monterey County as a destination and MCCVB’s efforts to strengthen the tourism and hospitality industry must:
GUIDING PRINCIPLES
• Enhance the community’s quality of life by increasing economic vitality throughout the County.
• Promote an inspiring, memorable, and life-enriching visitor experience.
• Educate and inform locals and visitors to ensure that our natural resources and environment are used responsibly.
We are dependable experts in our field and reliable stewards of the resources entrusted to us. We are committed to listening, learning, and pushing ourselves to improve.
We are committed to the principles of diversity, equity and inclusivity – as an organization and in terms of how we promote the destination.
We embrace responsible and respectful travel as a necessity to protect the destination which ensures the long-term vitality of the tourism economy for hotels, other hospitality businesses and the greater community.
• Consistently engage the community to grow awareness and appreciation of tourism, gain resident input, and maintain productive collaboration with local governments.
Accountability:
Sustainability:
Connectivity:
VALUES
Generate the ideal visitation for our long and
EnhancedestinationCommunity & Member Engagement Ensure
term organizational financial CultivatesustainabilityMCCVB's strong organizational culture (team
Contribute to long term viability of tourism economy
43152STRATEGIC
IMPERATIVE
The Strategic Roadmap is purposely flexible, allowing for adaptations in a changing environment. The Future Initiatives and Success Indicators listed here are just a few examples of the programs that can be put into place to support the Strategic Imperatives. Over time, andthewillcommunitycollaborationthroughandinput,morebeaddedtosupportdestination,residentsvisitorslongterm.
Board) 10
• Partner with local governments and developers on tourism related financial and development planning • Secure destination marketing partnerships with South County cities • ‘Spread the love’ and benefits of tourism countywide, especially to under-served communities • Visitor Spend • Product Development • Visitor Dispersion Geographically • Length of Stay • Fly-in, Group, and International Visitation • Market Share • Resident Sentiment • Engagement with MCCVB Programs • Member Representation • MCTID Investment • TOT Investment • Annual Audit • Team Engagement • Intentional Retention • DEI Scorecard FUTURE INITIATIVES SUCCESS INDICATORS • Revisit, refine and relaunch the Monterey County Brand • Expand research capabilities to measure visitation patterns, better target key audiences and evaluate tourism impact. • Partner with Monterey Regional Airport to enhance air service development program • Launch a campaign to better communicate the positive impact of tourism and TOT investment for residents and decision makers • Communicate the organization’s programs that promote sustainable/responsible travel • Launch Community Relations Committee composed of broad mix of community influencers • Develop and foster promotional partnerships that assist in traffic mitigation • Renew MC Tourism Improvement District at higher level • Explore financial crisis management, including alternative revenue streams and a healthy reserve • Explore Strategic partnerships that allow for greater investment in destination marketing • “Evolutionize” leadership culture and team performance and development approach • Integrate Destinations International’s DEI organizational best practices as aligned with MCCVB • Ensure talent investment that prioritizes recruitment and retention of top talent that reflects diverse thought leadership THE STRATEGIC ROADMAP 11
18th Hole, Pebble Beach
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FY2022-23 BUSINESS PLAN & BUDGET A NEW BEGINNING
Meeting Incentives 125,000
Budget Snapshot
Luxury Marketing 120,000 Public Relations 100,000
Operations & Talent 1,446,063
MARKETING COMMUNICATIONS
City of Carmel-by-the-Sea 200,010
Total CommunicationsMarketing $3,717,905
City of Salinas 105,477
Group DevelopmentBusinessEvents 636,569
City of Monterey 1,961,185
Agency Fees 747,000 Operations & Talent 1,120,905
EXPENSE
Leisure Business Development Events 270,040
COMMUNITY RELATIONS $350,642
City of Pacific Grove 148,700
City of Seaside 227,155
Total Group Sales & Services $3,229,007
Leisure Marketing 1,530,000
Business Development Programs 101,335
Subtotal TID $4,142,871
TOTAL REVENUE $7,747,575
City of Seaside 100,662
FY2022-23
City of Monterey 1,538,155*
13BUSINESS PLAN & BUDGET
*TheCityofMonterey isprojectedtoinvestanestimated$1.85million,less $350,000fortherepaymentoftheMontereyConferenceCenterrenovation.
City of Salinas 255,859
TOTAL EXPENSE $8,637,404
Subtotal InvestmentJurisdiction $3,575,004
City of Pacific Grove 255,815
JURISDICTION INVESTMENT
City of Marina 82,000
Monterey County 914,130
Private Revenue $29,700
Group Marketing 650,000
International Marketing 100,000
Having successfully navigated the severe downturn in hospitality and our own funding through careful planning and nimble prudent action and with the assistance of federal stimulus funds the MCCVB is fiscally prepared with carryover funds that allow expenses to exceed revenue. This will allow us to build back better in a highly competitive market.
REVENUE
City of Marina 191,401
City of Carmel-by-the-Sea 337,326
GROUP SALES & SERVICES
ADMINISTRATION $1,339,850
TOURISM IMPROVEMENT DISTRICT
Monterey County 1,400,000
Roger Dow, U.S. Travel President & CEO, June 2022
SITUATION ANALYSIS
“This is the moment. This is the year we bring travel back.”
Salinas valley14
In June, the U.S. Travel Association forecasted a short-term surge in travel that would propel the industry through the summer. While summer spending will taper off after the first few months of the new fiscal year, the forecast calls for continued growth, albeit at a slower pace through 2026. While growth through the next year will likely not return to pre-pandemic levels, there are bright spots for Monterey County in the stronger return of critical segments like group and international travel.
• International inbound travel continues to make strides toward recovery, although a full recovery is still not expected until 2025
• Domestic Business travel volume is projected to reach 81% of pre-pandemic levels in 2022 and 96% in 2023
The urgency and importance of driving economic recovery for Monterey County remains and MCCVB’s new approach and strategies are mapped out to support the ongoing recovery of our hospitality and tourism industry.
(Note: the following information is based on the best projections as of August 2022. Tourism and the overall economy continue to face uncertain times and MCCVB will continue to track and update the community).
National Outlook
Hotel Industry Forecast
Travel Spending Forecast US Travel estimates $1.05 trillion will be spent on travel in America this year – 10% below 2019 levels and 16% below where it should have been in 2022 if not for the pandemic. Numbers are as of June 2022 and are adjusted for inflation. TOTAL TRAVEL SPENDING DOMESTICLEISUREBUSINESS TransientBusinessLeisure Group INTERNATIONAL* TransientBusinessLeisure Group $117 T $306 B $867 B $992 B $722 B $270 B $157 B $113 B $181 B $145 B $36 B $22 B $14 B $722 B $101 B $622 B $682 B $589 B $93 B $63 B $30 B $41 B $33 B 8 B $5 B $3 B $886 B $122 B $764 B $846 B $731 B $115 B $80 B $35 B $40 B $33 B $7 B $4 B $3 B $1.05 T $122 B $827 B $941 B $741 B $201 B $124 B $77 B $109 B $87 B $22 B $15 B $7 B $1.15 T $270 B $880 B $1.01 T $765 B $244 B $146 B $98 B $141 B $115 B $26 B $17 B $10 B $1.21 T $287 B $920 B $1.04 T $783 B $256 B $151 B $105 B $167 B $137 B $30 B $19 B $12 B $1.24 T $287 B $952 B $1.05 T $797 B $256 B $151 B $105 B $186 B $155 B $31 B $19 B $12 B $1.26 T $286 B $970 B $1.06 T $803 B $255 B $150 B $104 B $198 B $167 B $31 B $19 B $12 B 2019 2020 2021 2022 2023 2024 2025 2026 ACTUAL FORECAST 100 Occupancy Index Index (2019 = 100) ADR Index Index (2019 = 100) Revpar Index Index (2019 = 100) 2019 2019 20192020 2020 20202021 2021 20212022 2022 20222023 2023 2023 64 88 99 102 100 79 95 113 116 100 53 83 108 114 15BUSINESS PLAN & BUDGET
U.S. hotel demand is anticipated to recover to 2019 levels in 2023 based on the updated forecast released in June 2022 by Tourism Economics and STR, representing slightly slower demand recovery than previously anticipated.
As part of the Central Coast region (included in Other Regions), Monterey County is expected to see steady year-over-year growth over the next two years.
International Travel Recovery
International
California Outlook
Tourism Economics is forecasting the International Visits to the U.S. will not fully recover until 2025. Conversely, Americans are now able to travel abroad and back more easily which means competition from international destinations will increase. Visitor Index % of
Statewide Room Demand
2019 120% 100% 24% 27% 66% 86% 98% 106% 2019 2020 2021 2022 2023 2024 2025 100%80%60%40%20%0% 500,000450,000 OTHER REGIONSGATEWAY REGIONSCALIFORNIA 2019 2020 2021 20232022 2024 400,000350,000300,000250,000200,000150,000100,00050,000 16
Statewide Room Demand Forecast
While Monterey County’s outdoor beauty and associated relative safety helped the destination outperform the U.S. leisure market, the return of group business has had a jagged recovery, with each COVID surge stoking group uncertainty. The divergence is expected to abate as leisure and group performance are expected to revert to the U.S. forecast.
120% 100% 86% 106% 35%39% 54% 81% 76% 96% 102% 96%105%103% 108% 110% 41% 64% 91% 103% 104% 2019 2020 2021 2022 2023 2024 2025 100%80%60%40%20%0% Tourism Economics Leisure TourismVolumeEconomics Group Volume MCCVB Leisure Occupancy MCCVB Group Occupancy
Occupancy Index % of 2019
Labor Forecast
New realities of available workers and hotel processes project a forecast that continues to show a narrowing of the gap in employment in Monterey County compared to pre-pandemic levels. While occupancy nearly closes the gap, employment remains below pre-pandemic levels.
Occupancy and Hospitality Employment Monterey County 30 100 90 80 70 01020304050602025151050 Occupancy Current Occupancy 2019 Employment Current Employment 2019 000EMPLOYMENTHOSPITALITY BLSs %OCCUPANCR JAN'21 JAN'22FEB FEBMAR MARAPR APRMAY MAYJUN JUNJUL JULAUG AUGSEP SEPOCT OCTNOV NOVDEC DEC 17BUSINESS PLAN & BUDGET
Monterey County Occupancy Forecast
BUSINESS DEVELOPMENT
La Playa Carmel, Carmel-by-the-Sea
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• Continue “All In” group incentive to secure off peak and mid-week time periods
• Prioritize off-season, mid-week
• Hire in-market group Business Development Executive (BDE) in Southern market to engage with evolving corporate market in this key area and grow client services team to support meeting planners
2. Recalibrate the Compass:
• Leverage partnerships as force multipliers
3. Leverage Partnerships:
TACTICAL CONSIDERATIONS
• Target higher value, 'best fit' groups and meetings
• Re-engage in-person FAMs, sales missions, collaborative events, etc.
THE VALUE OF MEETINGS & GROUPS • 158% the value of leisure visitors (drive)* • Often book in the off-season • Often book mid-week • Lighter impact on the environment *Tourism Economics, 2022 Asilomar Beach, Pacific Grove 19BUSINESS DEVELOPMENT
1. Expand Reach & Resources: Reach new territory/events, expand client services
• Tighten focus on business mix for the destination
The climate for groups and meetings is more positive as concerns about Covid wane – yet at a slow and unsteady pace. While lead volumes are above 2019 levels, actual bookings across DMOs are only at 70% according to destination management business intelligence leader Simpleview. Uncertainty remains but the Business Development team's priority will be to keep the pulse on present trends while also looking to pull through further out bookings in an effort to create a solid base of business for the future.
• Secure a minimum of two key events to host in-market to educate and grow consideration with meeting planners to book Monterey; Host 3 meeting planner FAMs in Monterey to grow awareness and consideration to book meetings; Continue in-person Client Advisory Board (CAB) meetings
• Engage international representation in the UK and Ireland to extend our reach
• Visit California, San Francisco Travel, HelmsBriscoe, ConferenceDirect, American Express, etc.
STRATEGIC PRIORITIES
With the new Vision and Mission focused on community prosperity, the steady return of groups and meetings to the destination support the Strategic Imperatives including contributing to the long-term viability of the tourism economy and generating ideal visitation for Monterey County. Business travelers generally stay longer, spend more and leave a lighter footprint on the destination, while hosting meetings and conferences create additional employment opportunities.
The Business Development team consists of three interrelated groups: Group, Tour & Travel and Client Services. The group BDEs each have geographic and vertical focus for domestic meetings and conferences. The tour and travel BDE focuses on developing international and luxury leisure travel that is primarily booked through tour operators and travel consolidators. The Client Services team focuses on elevating the meeting planner and attendee experience in the market.
STRATEGIC PARTNERSHIPS
Expand Client Services team and services with trending business meeting solutions that differentiate our services and increase client and attendee satisfaction.
CLIENT SERVICES
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The Barns at Cooper Molera, Monterey
Engage International Trade Representation Company to increase awareness with International Tour Operators/Sellers to add Monterey hotel product. Continued direct selling to agents and operators.
Continue to leverage third-party and business meetings industry with strategic partnerships that extend reach with direct sales engagements to drive new business leads to market.
GROUP DEVELOPMENTBUSINESS
Focuse efforts on driving meetings/groups with high value vertical market segments into need-time shoulder months and mid-week patterns.
Segments and Focuses
TOUR & TRAVEL
Folktale Winery, Carmel Valley
21BUSINESS DEVELOPMENT
Tour & Travel Engagement: Tour & Travel/non-group client interaction that produces partner referrals, tour operator product buys, and travel agent product knowledge/training opportunities
Lead: MCCVB Secures formal business opportunity
Booked Room Nights: Number of actual room nights resulting from the converted lead
Defining Terms
Conversion: MCCVB works with partner to close/finalize a sales lead
Partner Referral: Non-guest room business opportunities that generate additional spending and revenue opportunities for local businesses
Dust Bowl Brewing Company, Monterey22
MCC Lead: Group business lead sent to the Monterey Conference Center
New Business Lead: New group lead to the destination or group that has not been to Monterey County for over three years
Economic Impact: Dollar amount of the booked business, calculated using Destinations International industry standard calculator
CLIENT
The goals below are based on two-year average and have been set as conservatively optimistic given the existing uncertainties. With an emphasis on a nimble approach, these will be revisited at mid-year.
Goals & KPIs
The Business Development team will continue to focus on driving value for hotels and hospitality businesses in a number of ways. This year’s top priority is to generate high value leads for meetings and conferences. Leads and Conversion Rate are top goals but many other metrics are tracked and shared with group-focused hotels to help better target and secure business across the destination.
• Recommendations for dining, transportation, teambuilding and more by directly connecting meeting planners with destination partners spreading the revenue opportunity from groups to other area businesses.
SERVICES
As the needs of meeting planners evolve to create more experiential events, growing the CS team to meet the needs of planners looking to enhance their attendee’s experience will be a priority. The CS team is where MCCVB’s Business Development begins and ends, providing:
• Additional services such as creating online microsites for conference attendees
648 Leads 75 MCC Leads 80% New Business Leads 18% Conversion 230 Tour & Travel Engagements 150 Partner Referrals GOALS KEY PERFORMANCE INDICATORS 23BUSINESS DEVELOPMENT
• Support working alongside BDEs during all parts of the booking process from lead creation to site inspection coordination
David Cater - Tour and Travel, Domestic & International Rick Hud – Coral: All Segments Midwest / East Coast Joe Marcy, CMP –White: California- Corporate & Incentive Lauren Siring, CMP– Blue: California Association, SMERF & Government / Northwest States / Canada Open- Green: Southwest / Southeast
The Business Development team is transitioning this year to host more in-person activities, events and activations based on a targeted, regional basis. The plan is a living document and fluctuates based on a number of factors ranging from marketing conditions to partner participation levels. BDEs will travel with hotel partners across the globe – from Sacramento to Boston, from Anchorage to the United Kingdom to drive valuable travel.
BUSINESS DEVELOPMENT EVENTS BY REGION
SOUTHEASTPACIFICCALIFORNIANORTHWEST&MIDWESTEAST&SOUTH WEST TOUR & TRAVEL
BUSINESS DEVELOPMENT TEAM
Scan for a full list of events and activations in all of our markets
MCCVB Development Deployment
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• Visit California co-ops and Sales & Media Missions
• In-market programming
• ILTM
• PR representation co-op with Central Coast partners
• Visit California co-ops
• Opportunistic trade and media fam trips
TIER 1 – UNITED KINGDOM
• Visit California co-ops and Sales & Media Missions
TIER 2 – CANADA
PROJECT
• SF Travel co-ops
Fernwood Campground & Resort, Big Sur
25BUSINESS DEVELOPMENT
• Visit California co-ops and Sales & Media Missions
• Travel trade representation
With travel restrictions lifting in the U.S. and worldwide, now is the moment to reset the compass with international. At a global level, MCCVB will participate in IPW and Visit California co-ops when and where they make sense. For ongoing programming, a tiered approach to international sales and marketing will allow for focus on markets with the greatest opportunity for visitation now and in the years to come. HIGHLIGHTS
TIER 3 – MEXICO & WESTERN EUROPE
Tour & Travel
The Haute Enchilada, Moss Landing
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MARKETING COMMUNICATIONS
• Realign Sustainable Moments campaign with current responsible travel trends, messaging and infrastructure development
The Monterey brand is made up of moments. We are approachable, conscious and above all – inspirational. The Strategic Roadmap calls for us to revisit, refine and refresh the brand after more than a decade. That work will kick off this year.
• Establish new balance for group and international travel while staying nimble in changing market conditions
• Execute integrated marketing campaigns to reach leisure and group audiences across geographies
John Steinbeck
2. Rebalance the Visitor Mix:
• Swiftly adapt to crisis and travel disruptions, including health and safety issues, wildfires, economic challenges, etc.
STRATEGIC PRIORITIES
• Continue to infuse sustainable and responsible travel into all programming
• Travelers who stay longer, do more, spend more
• Travel when we need them most – off-season, mid-week
“People don’t take trips, trips take people”
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TACTICAL CONSIDERATIONS
MARKETING COMMUNICATIONS
• Utilize a variety of assets and messaging from across the county to illustrate the depth and breadth of the Monterey County travel experience
1. Prioritize High Value Travel:
BRAND PERSONALITY
As is now standard practice, the Marketing Communications program stays necessarily nimble, with the team and agency partners constantly monitoring a continuous stream of research, data, media coverage and consumer sentiment to guide decisions. Lessons learned from previous years make their way into day-to-day execution and the new Strategic Plan guides programming into the future.
3. Sustain Sustainable Messaging:
• Promote safe, responsible and respectful travel behavior to protect and preserve our destination and environment across channels
REFRAMING SUSTAINABLE MOMENTS
LEISURE
• Skew advertising towards digital to reflect meeting planners changing media consumption habits
Segment Strategies & Tactics
• Drive greater reach by allowing paid search and content-driven SEO to complement each other
• Create awareness of Monterey County’s outdoor, culinary and family-friendly offerings with key audiences and emphasize the importance of responsible travel
• Outreach to support MCC and growth opportunities in the Business Development Team’s target markets.
• Highly targeted towards appropriate audience with a focus on the shoulder season
• Leverage marketing partnerships with Luxury tour operators like Virtuoso
• Distribute advertising through Connected TV, cross-device programmatic advertising, and single sign-in platforms
Campaigns are in place to address Leisure, Group and Luxury audiences through proven and targeted Paid, Owned and Earned tactics. Content and public relations programs complement paid media, creating a multi-layered and integrated approach to reaching visitors coming from key fly and drive markets. Across all segments and tactics, the key to driving success is to test strategically, optimize continuously, and add more opportunities with previous success.
GROUPS & MEETINGS
• Capitalize on the impact of trade shows and Business Development Team activities
• Create awareness of Monterey County’s luxury offerings with key audiences and emphasize the overall experience
Sustainable & Responsible Travel
• Drive social media engagement through targeted organic content and paid social advertising
• In-market advertising and social media campaigns targeting visitors while they are here and encouraging them to be responsible and sustainable
• Seek out stories of sustainability and individuals pushing for sustainable initiatives and offerings to promote through Owned and Earned content
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• Utilize programmatic vendors capable of executing across the open web to extend our reach
Sustainable Moments was an industry-leading platform when it was launched in 2016. The concept of sustainable travel in destination marketing has evolved significantly since then, so a reframing is necessary to meet a new moment. The success of our destination relies on our ability to keep our community safe, clean and inspirational for decades to come.
• Focus all proactive activities and media hosting on Top 100 Outlets list and topics that align with MCCVB’s strategic messaging priorities
• Create awareness and drive meeting and convention bookings in Monterey County
• Integrate with Business Development sales initiatives to capitalize on the “halo effect” of leisure advertising on meeting planners and decision makers
• Maintain a robust content calendar for MeetInMonterey.com blogs and LinkedIn social content to deep dive into meeting planning in Monterey
LUXURY
MCCVB’s primary purpose is to drive demand. For Marketing Communications that means increasing Intent to Visit and measuring trips generated by advertising, content and public relations programs – generating ROI in Visitor Spending based on marketing expenditures. Behind this goal are a vast number of metrics that are tracked on a monthly basis that inform the program. These metrics guide the team and keep a measurable pulse on success and effectiveness.
Goals & KPIs
* Marketing Impact Study: MCCVB’s Marketing Impact Study indicates the ability of marketing and communications programs to influence travelers’ intent to visit the destination, as measured by third-party research company Strategic Marketing and Research Insights (SMARI). MARKETING COMMUNICATIONS 4.3 Intent to Visit* 13/20 Average Media Quality Score 135,000 Partner Site Conversions (clicks from SeeMonterey.com directly to a member’s website) 100 Top Level Group Conversions (RFP submissions, clicks to call or clicks to email from MeetInMonterey.com) 105,000 MeetInMonterey.comWebVisitation 60 Articles in Top 100 Outlets 1.37M Total Web Visitation 16,000 Virtual Visitor Center & See Monterey App Users 1.15M Social Engagements 1.9B Earned Media Impressions KEY PERFORMANCE INDICATORS GOAL 29
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• Meetings and conferences at MCC don’t just benefit Monterey – groups often book team outings, private events or restaurant buy outs in other areas, spreading the benefit around the County
ConferenceMonterey Center
• MCCVB’s marketing and sales programs for the MCC not only promote the facility but the Downtown Monterey conference district and its hotels, restaurants and shops
• Business travelers and conference attendees often extend their stay to explore more and stay in other areas
The MCC is a cornerstone to the success of the destination’s conference business and MCCVB is the business development and marketing organization for this facility. Sales and marketing efforts for MCC run parallel to the Business Development and Marketing Communications teams’ ongoing programs, but with a twist. Audiences, messaging and tactics are customized to meet the unique needs of the Conference Center and its diverse audiences.
MARKETING COMMUNICATIONSMonterey Conference Center 31
Driving awareness and familiarity of Monterey as a conference destination are critical for the long term viability of the tourism economy:
MAKE THE MOST OF MCCVB’S MARKETING PROGRAMS MCCVB’s marketing and communications programs are content-driven, communicating the destination thorough unique angles to different audiences. HOW TO GET INVOLVED: • Participate in paid advertising co-ops to maximize your marketing budget with MCCVB’s investment • Contribute a guest blog about your business, local hidden gems, or other things travelers should know about • Align your own social content with MCCVB’s FY 2022-23 Content Calendar • Submit content and ideas to be included in blogs, social media, press releases and media pitching • Tag @SeeMonterey in your social media posts for amplification of your own messages Scan the QR code for more details on how you can get involved throughout the year. The Barns at Cooper Molera, Monterey32
FY2022-23 Content Calendar Snapshot MARKETING COMMUNICATIONS OCTOBERJULYJANUARYAPRIL NOVEMBERAUGUSTFEBRUARYMAY SEPTEMBERDECEMBERMARCHJUNE 33
COMMUNITY RELATIONS
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Pfeiffer Big Sur State Park
TACTICAL CONSIDERATIONS
• Engage with the community to share sustainable and responsible travel messaging
MCCVB’s Community Relations team aligns with the organizations strategic direction to promote collaboration between residents, local government, and businesses in the hospitality and tourism sectors.
Tourism is the second largest industry in the County and the largest on the Peninsula – driving jobs, tax revenue and the overall economy. While tourism is intended to positively impact the vitality of the community and livelihood of its residents, doing so in a sustainable way guarantees positive outcomes in the long term.
2. Transform Membership Program
• Formation of Community Relations Committee
• Community workshops
3. Extend the Stay to Increase Incremental Spending
As MCCVB’s new Vision and Mission are intentionally more community-centric and relationally focused, Community Relations has never been more important.
• Partner with Monterey County Hospitality Association on Community Impact Study
• Partner with Monterey Peninsula Chamber
• Continue to evolve the See Monterey App and Virtual Visitor Center
1. Expand & Intensify Community Relationships
• Develop new Community Engagement metrics
COMMUNITY RELATIONS 35
Under the Community Relations umbrella are the Membership and Visitor Services programs. Many small businesses do not have the resources or bandwidth to maintain marketing programs of their own and depend on MCCVB to promote them. Relationships with local businesses allow MCCVB to promote goods and services that enhance the visitor experience, allowing businesses to drive revenue and sustain vibrant operations.
STRATEGIC PRIORITIES
OPERATIONS, HR, & ADMINISTRATION
Salinas City Center
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Finance and Operations:
• Evolutionize team engagement, leadership culture and performance management
• Administer and track Diversity, Equity and Inclusion programs that demonstrate organizational commitment and progress
• Lead financial and destination statistical forecasting and share analysis with jurisdiction investment partners
• Innovate team tools, support systems and environment in ways that inspire creativity, elevate efficiencies and effectiveness, and empower thought leadership
The approach is shaped by the principles of context training, emotional intelligence (EQ) and community consciousness. The team’s leadership culture is a shared space where each individual is empowered with the opportunity to make reasonable decisions without fear of failure, champion their work and teams, and embrace our collective sense of trust to achieve success.
Human Resources:
• Provide administrative leadership and support to the Board of Directors and Committees in accordance with best practices and in compliance with the Brown Act
Governance and Administration:
OPERATIONS, HR & ADMINISTRATION
Simon Sinek, “The Optimism Company”, Writer, Speaker
KEY AREAS OF FOCUS
Operations, Human Resources, and Administration will be a focal point for transformation this year and beyond. Plans to “evolutionize” the leadership culture, performance and development standards, goal setting and more will be laid this year to set a lasting structure for the future.
• Elevate talent acquisition and intentional retention programs and create the ideal environment that fosters growth transitions
• Evolve finance reporting and forecasting to provide more context and real time support to the organization to plan with the utmost agility
Covid decimated the MCCVB team with a significant reduction in positions in 2020. In the depths of the pandemic, the team made a commitment to “come back better” and nowhere is that more important than with the team and culture. While there are plans to grow the team by several positions this year, this will only happen as conditions allow. In the shadow of Covid, the team must remain nimble.
• Complete annual audit and ensure evolving processes continue to support seamless completion of future audits
“When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.”
THE TEAM
2022 – 2024 ARPA PROGRAMS
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Pinnacles National Park, Soledad
Agritourism & Heritage
Provide air promotion/advertisingservice to attract new airlift to MRY, boost promotion on current direct service markets
YEAR 1 YEAR 2 YEAR 3 TOTAL
ConferencesMeetingsPromotion&
2022-2024 ARPA PROGRAMS 39
PILLAR
and New Events
EcoSustainable/Tourism
Promotions (in partnership with Monterey County Vintners & Association)Growers
$250,000 $200,000 $150,000 $600,000
$100,000 $50,000 $50,000 $200,000
Increase advertising/ PR promotion of existing marquee events, additional tradeshows/ client events, create incentive fund to attract groups, meeting and new special events,
$30,000 $70,000 $90,000 $190,000 $125,000 $125,000 $125,000 $375,000
WineAdvertisingCountry
Thanks to the Monterey County Board of Supervisors, MCCVB was approved to receive an infusion of $1.8 million to support tourism recovery programs in the County over the calendar years 2022 through 2023. These incremental funds have already allowed MCCVB to begin executing on programs above and beyond its budget in FY2021-22 and continue to do so over this year’s budget. The plan maps back to six pillars and is designed to allow flexibility and evolution as opportunities present themselves.
Countywide
PROMOTION
Boost existing sustainable and responsible travel initiatives, maintain safe/ responsible travel promotion, local partnerships to support responsible travel
Wine country specific promotion including media content, collateral, sponsorships and event production and MCVGA website redevelopment
$80,000 $95,000 - $175,000 $135,000 $62,500 $62,500 $260,000
Intensify advertising and PR programs especially in fly and extended markets; focus on the off-season
Enhance and promote existing programs and product, development of new promotionag-focusedprograms,marketing
Air Service Promotion
Lovers Point, Pacific Grove
SeeMonterey.com
