I C ONIC NEWPORT BEACH
DESTINATION MARKETING PLAN 2016 / 2017
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2017 / 2018
Table of Contents Introduction Executive Summary
4
Newport Beach & Company Overview
8
DestinationNEXT Futures Study
12
Brand Architecture
18
Destination Marketing Plan Overview
34
Customer-Based Marketing Plans Leisure Traveler
40
Meeting Planner
76
Local Community
90
Organization & Board of Directors
102
Business-Unit Marketing Plans Visit Newport Beach, Inc. Visit Newport Beach, Inc.- Leisure Marketing
112
Visit Newport Beach, Inc.- Group Sales
124
Newport Beach & Company Dine Newport Beach
130
Enterprise Newport Beach
134
Celebrate Newport Beach
142
Newport Beach TV
142
Film Newport Beach
152
Appendix Executive Committee & Board of Directors
158
Tourism Business Improvement District Board of Directors
159
Marketing Committee
159
Staff List
160
Industry Terms
164
References
168
ICONIC LOS ANGELES LAKERS KOBE BRYANT Basketball legend Kobe Bryant and his family are residents of Newport Beach.
Introduction Executive Summary
4
Newport Beach & Company Overview
8
DestinationNEXT Futures Study
12
Brand Architecture
18
Destination Marketing Plan Overview
34
“ The mo thing is people be grea want to 4 | 2016-17/2017-18 MARKETING PLAN
ost important s to try and inspire so that they can at in whatever they o do.” – Kobe Bryant
NEWPORTBEACHANDCO.COM | 5
Executive Summary
What does it mean to be an icon? What makes a place iconic? What makes doing bold things iconic?
There are countless people, places and things around the world, but there is a rarified collection of those people, places and things that are truly iconic. Yet, there’s one place in this world of sameness where that rarified collection has graced its presence. That iconic place is Newport Beach, California. It’s a destination steeped in a rich history of iconic celebrities and people who have changed the world. It’s found in the truly iconic reverberations of the waves crashing along the beach next to the Crystal Cove Cottages, to the sound of laughter twirling from the Fun Zone Ferris Wheel. It’s clearly evident in the grand vision that Donald Bren had with Fashion Island, Island Hotel Newport Beach and The Resort at Pelican Hill. And, it comes to life each summer with the Hyatt Regency Newport Beach’s rich history of jazz and music. When something becomes the ‘it’ thing, it achieves that rarified status of becoming iconic. And, being iconic and doing big, iconic things resonates a little deeper in Newport Beach. As Newport Beach & Company embarks on its next two fiscal years, it continues its trend to be a role model for the destination-marketing industry and to become the destination-marketing organization of the future. The following two-year Destination Marketing Plan embarks upon a bold new mantra: Do big things. Do them in smart and efficient ways, and be emotionally impactful to all of the company’s audiences. Doing big things, doing them smartly while being emotionally impactful is synonymous with being an iconic destination-marketing organization, doing iconic things, with iconic people and in iconic ways. As the destination-marketing organization of the future, Newport Beach & Company manages and oversees the complete Newport Beach brand across all aspects of marketing, selling and promoting the destination around the world—from tourism/meetings to economic development, from restaurant marketing to event marketing, and from the local television station to luring film production to Newport Beach.
Board of Directors 501(c) 6TOT
Financial/ Administrative Team
President/CEO
Newport Beach Foundation 501(c)3 Community Leadership Development
Brand Marketing Team
VISIT NEWPORT BEACH, INC.
DINE NEWPORT BEACH
CELEBRATE NEWPORT BEACH
TV NEWPORT BEACH
ENTERPRISE NEWPORT BEACH
FILM NEWPORT BEACH
Newport Beach & Company has created six business units to oversee these disparate businesses under one common brand with one sales, marketing and mediarelations team servicing this iconic community in a holistic approach. These business units include: Visit Newport Beach, Inc., Enterprise Newport Beach, Dine Newport Beach, Celebrate Newport Beach, Newport Beach TV and Film Newport Beach. Newport Beach & Company sells, markets and engages with four primary customer segments: leisure travelers,
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meeting planners, local community and organization/ board of directors. Through a new, strategic-planning approach, the company developed the following strategic initiatives for each of those four customer segments to drive the organization forward to accomplish iconic things in the next two years. Since Newport Beach & Company has the privilege of marketing such an iconic destination, it must also do so in iconic ways with an iconic team, marketing an iconic place. Through a rigorous process of understanding its customers and their brand personas to exhaustive economic forecasting models for future leisure travel and meeting-planning trends, Newport Beach & Company has developed the following strategic initiatives to accomplish iconic things in the next two fiscal years. ICONIC LEISURE-TRAVELER STRATEGIES The Leisure Traveler strategic-planning team developed strategies and tactics to achieve three overarching objectives. Those objectives focus on generating incremental leisure-hotel room nights and incremental economic impact; enhancing the visitor experience; and sparking global passion for Newport Beach. To accomplish those significant objectives, the integratedplanning team developed multiple strategies and tactics, which include: integrated, targeted marketing campaigns; taking the Newport Beach brand global; being emotionally impactful through more engaging visitor experiences, and doing big things in iconic ways to increase brand awareness for Newport Beach on a global scale. ICONIC MEETING-PLANNER STRATEGIES The Meeting Planner strategic-planning team developed strategies and tactics to achieve one overarching, ambitious objective. That objective focuses on generating a record-number of group meetings, definite hotel roomnight bookings for tourism-business-improvement district hotel partners in Newport Beach. To accomplish the highest group definite room-night goal in the organization’s history, the integrated-planning team focused its strategies and tactics around the following themes: pursue high-impact group meetings; keep meeting planners engaged through new digital-marketing initiatives; elevate relationships and effectiveness of thirdparty meeting-planner organizations; and encourage meeting planners to work with the Group Sales team from the beginning of the sales-planning process. ICONIC LOCAL-COMMUNITY STRATEGIES The Local Community strategic-planning team developed strategies and tactics to achieve several overarching objectives, which center around increasing awareness
and respect for Newport Beach & Company and the value of tourism in the local community with its stakeholders, partners, civic leaders, government leaders, hotels, residents and local businesses. To accomplish these brand-building and reputationmanagement objectives, the integrated-planning team developed multiple strategies and tactics, which include: engaging with influential community partners and elected officials; producing local company events like the Annual Marketing Outlook Dinner; developing this two-year Destination Marketing Plan; creating a Hospitality-Training Program; increasing incremental revenue to the company through sponsorships, ad sales and video services; and marketing support for the Newport Beach Restaurant Association and Dine Newport Beach, Balboa Village Merchants Association and Balboa Island Marketing, Inc. ICONIC ORGANIZATION & BOARD OF DIRECTORS STRATEGIES The Organization strategic-planning team developed strategies and tactics to achieve five overarching objectives. Those objectives include: increasing engagement with the board of directors; developing a comprehensive organizational operations and crisis plan for Newport Beach & Company; increasing the efficiency and performance of the company’s business processes; and increasing employee performance, morale and retention. To accomplish these objectives for the organization and company, the integrated-planning team developed multiple strategies and tactics, which include: board outreach and communications strategy; developing a crisis and secession plan for the company; implementing a new enterprise-resource planning (ERP) system; developing tools and core values to retain and attract employees; and exploring the formation of a jointly funded Orange County Film Commission. Newport Beach & Company has a fully staffed, talented and engaged executive team, staff, executive committee and board of directors to accomplish these truly iconic strategic initiatives. With this ambitious two-year Destination Marketing Plan, Newport Beach & Company has truly set the bar high and will drive incremental economic development and growth for Newport Beach over the course of the next two years. An iconic destination like Newport Beach deserves a truly iconic Destination Marketing Plan. Working together, iconic things can happen for Newport Beach, California.
NEWPORTBEACHANDCO.COM | 7
DANCE HALL AT THE BALBOA PAVILION, CA. 1930
From Port Town to Luxury Resort LATE 1800s – EARLY 1900s: The Irvine Ranch is established, including most of Newport Beach; the steamship Vaquero proves the bays are navigable; the McFadden family establishes shipping ports, first on the Upper Bay and then where the Newport Pier stands today; the great flood creates Newport Harbor. 1920s – 1930s: Silent movies are filmed on Newport Harbor; the first Crystal Cove cottages are built, creating a vacation village on the sand, while Prohibition makes the coves popular with rumrunners; the area becomes popular for vacation homes. 1940s – 1970s: Bal Week is a huge draw to the area, bringing spring breakers to the beach; the Rendezvous Ballroom is the focus for dancers doing the Balboa Shuffle, Balboa Hop and others; Shirley Temple is the first Miss Newport Beach; the town is known as the Hamptons of Hollywood, drawing stars to the Balboa Bay Club and the yacht harbors; Humphrey Bogart and John Wayne are among those who keep their boats berthed in the harbor. (Wayne’s Wild Goose is still there, available for charters and tours.) 8 | 2016-17/2017-18 MARKETING PLAN
BALBOA PAVILION, 1910
A Place of Many Icons 1889
First vacation house is built in Newport Beach.
1891
Newport Beach Dory Fishing Fleet is founded. It remains one of two open-air markets in Newport Beach where one can buy fresh-off-the-boat fish. (The other is Pearson’s Port.)
1905
Newport Bay Investment Co. pledges $10,000 to build Balboa Pavilion.
1905
Pacific Electric Railroad reaches Newport Beach, connecting the city by rail to Los Angeles.
1908
Gondolier John Scarpa leads the first illuminated boat parade through Newport Harbor, which becomes the Newport Beach Christmas Boat Parade.
ANNUAL “BATHING GIRL PARADE,” BALBOA BEACH, JUNE 1920
1912
Glenn Martin flies from Newport Bay to Catalina Island in 37 minutes, setting the longest over-water record in aviation history.
1919
Balboa Island Ferry, the first ferry between Balboa Island and the mainland, is established by the Beek family (which they still operate today).
1922
Duke Kahanamoku introduces surfing to the West Coast at Newport Beach, and the first Newport Yacht Regatta is held.
1936
Dedication of Newport Harbor: Franklin D. Roosevelt opens the $4 million harbor by telegraph key from Washington, D.C.
1936
The original Balboa Fun Zone is born with the merry-go-round, Ferris wheel and arcades.
Now Starring Newport Beach
A FEW FILMS AND TV SHOWS FEATURING THE BEACH CITY
1917
CLEOPATRA Newport Beach plays the part of the River Nile.
1988
BEACHES The beach scenes are filmed in Crystal Cove State Park, using cottages that have been remodeled for visitor rental.
AVIATOR GLENN MARTIN, 1912
1967 Fashion Island opens. 1970
Duffy Electric Boats launches its first boat. Sixteen-year-old Marshall “Duffy” Duffield entertains dates on his father’s gas-powered boat, but when the engine gives out, he uses a golf cart’s electric motor — and the Duffy Electric Boat is born.
1979
Crystal Cove Historic District is placed on National Register of Historic Places. This enclave of restored cottages available for visitor rental was built from the 1920s to the 1950s.
1930
ALL QUIET ON THE WESTERN FRONT The Academy Award–winning film includes scenes shot in Corona del Mar.
1937
A STAR IS BORN
1943
LASSIE COME HOME
1948
JOAN OF ARC
1999
The Inaugural Newport Beach Film Festival takes place. Less than an hour from Hollywood, the annual festival will eventually grow to showcase more than 300 films from around the world.
2016 Newport Beach turns 110.
1992
A FEW GOOD MEN
1996
JERRY MAGUIRE The lead character is based on Newport Beach sports agent Leigh Steinberg, who has a cameo in the film.
1997
ROMY AND MICHELE’S HIGH SCHOOL REUNION
2003
THE O.C. TELEVISION SERIES premieres, featuring a fictional family living in Newport Beach. ARRESTED DEVELOPMENT This critically acclaimed comedy is set in Newport Beach and features the Bluth Banana Stand, modeled after the famous frozen banana stands found on Balboa Island.
1950
TREASURE ISLAND
1956
AROUND THE WORLD IN 80 DAYS
1976
THE SHOOTIST This is the final film of Newport Beach resident John Wayne. When The Duke dies in 1979, the Orange County Airport is renamed in his honor.
2006
THE REAL HOUSEWIVES OF ORANGE COUNTY premieres.
2007
NEWPORT HARBOR: THE REAL ORANGE COUNTY premieres as a sequel to the hit MTV reality series Laguna Beach: The Real Orange County. NEWPORTBEACHANDCO.COM | 9
ICONIC ACTRESS SHIRLEY TEMPLE America’s Little Darling’s own residence was a cottage on Balboa Peninsula. Shirley cut the ribbon at the dedication of the Newport Harbor in 1936 and was even crowned the first Miss Newport Beach when she was 13 years old!
Newport Beach & Company
Overview MISSION Newport Beach & Company is a creative and focused communitymarketing agency that is singularly committed to telling the integrated Newport Beach brand story. By embracing a variety of neighborhoods, businesses and individual unique voices into a complementary story, Newport Beach & Company strengthens all of its partners, drives new revenue to the city and enhances its overall vibrancy.
10 | 2016-17/2017-18 MARKETING PLAN
VISION Newport Beach & Company aspires to be the national model for outstanding integrated community marketing and brand leadership. As an entrepreneurial leadership organization, Newport Beach & Company is creative, innovative and professional in building destination awareness both locally and nationally which drives business and economic growth. It strives to do for its partners and stakeholders what they cannot do individually.
BRAND PROMISE Newport Beach & Company is a progressive, dynamic and innovative marketing organization that brings a results-oriented mindset along with forward-looking attitude to the community it serves. Embracing a learning centered environment where ideas can develop and be best used for the benefit of its partners, Newport Beach & Company’s team is a passionate steward for the Newport Beach brand. It is resourceful in creating meaningful marketing programs and services and setting the standard for outstanding destination leadership.
Two-Year Strategic Plan Schematic: 2016 /2017–2017/2018 OUR CORE FOCUS
Drive New and/or Current Demand OUR STRATEGIC GOALS
Elevate Destination/ Community Marketing Awareness and Conversion VISIT NEWPORT BEACH LEISURE MARKETING •
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aximize OCVA, Visit California and M Brand USA marketing opportunities. articipate in OCVA China and P Middle East leisure PR and traveltrade programs.
evelop influential brand-marketing D campaigns. etermine and present additional D ROI metrics. eighten top-of-mind brand H awareness globally.
romote new Lido House hotel & P Lido Marina Village development.
GROUP SALES • •
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Form a group-sales business unit.
I ncrease Eastern Seaboard group sales.
xpand innovative group-sales E digital-marketing efforts.
trengthen TBID individual hotel S marketing efforts.
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OUR PRIORITY INITIATIVES
CELEBRATE NEWPORT BEACH •
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etermine and present additional D ROI metrics.
evelop and execute an impactful D year-round culinary-marketing strategy. rovide needed professionalP development/ training programs for restaurants.
I mplement a park & ride access program.
ontinue event financial support C through new sponsorships. eek an event central location to S allow higher exposure.
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Raise Community Involvement and Profile
Leverage Necessary Resources
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evelop ancillary on-site event D programming.
Develop new revenue opportunities.
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reate new hotel in-room video C channel.
xpand to 24-hour programming E with new content creation. Launch online lifestyle channel.
ENTERPRISE NEWPORT BEACH •
Increase Entrepreneurship and Integration
repare and agree to a Newport P Beach Christmas Boat Parade strategic plan.
NEWPORT BEACH TV
Participate in China MICE Initiative.
DINE NEWPORT BEACH • Prepare and agree to a revised NBRA strategic plan. •
Coordinate Measurable Business Unit Strategies
Enhance Community Engagement
trengthen Board capabilities and S programming for neighborhood districts based on individual strategic plans.
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xecute a E proactive communityrelations program. ccelerate local A public relations activities. evelop a D preferred-partner community program. aunch L new e-mail communications program to stakeholders/ community.
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ontinue C Board/staff talent search and succession planning. nsure selfE supporting business units. evelop and D implement an effective staff professional development/ training program.
I mplement Newport Beach & Company networking workshops.
urther integrate district/event F marketing across all business units.
FILM NEWPORT BEACH •
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I nvestigate film commission formation with other Orange County communities.
eek potential partnership S opportunities with State of California.
CULTURE/VALUES Respect • Wellness • Integrity• Employee Engagement • Learning• Knowledge• Adaptability• Innovation• Customer and Stakeholder-centric
OUR STRATEGIC OUTCOMES
I mproved communitywide marketing effectiveness across all business units.
Strengthening of the Newport Beach community brand. Greater and more integrated visitor-industry marketing. Improved cost efficiency across all business units.
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Higher group room-night production and client loyalty.
aximization of signature special-event production with M improved economic impact and brand enhancement. I ncreased bottom line revenue for City and individual businesses.
NEWPORTBEACHANDCO.COM | 11
Community-Marketing Agency for Newport Beach Newport Beach & Company embraces its role leading the next generation of destination-marketing organizations. Through community integration and profitable initiatives, Newport Beach & Company developed a business-unit structure that expands upon the traditional tourism model. Founded in January 2013, Newport Beach & Co. is a non-profit organization established to serve as the official marketing agency for the city of Newport Beach. The agency brings together all of the marketing entities connected to the Newport Beach brand and is designed to oversee separate business units that include: Visit Newport Beach, Inc., Dine Newport Beach, Celebrate Newport Beach, Enterprise Newport Beach, Newport Beach TV and Film Newport Beach. Each business unit plays a specific, unique role in benefitting the Newport Beach visitor and community. The combined efforts of the business units allow Newport Beach & Company to collectively leverage all of its resources to elevate each individually.
VISIT NEWPORT BEACH, INC. Visit Newport Beach, Inc. partners with the tourism and hospitality industry by protecting and nurturing the destination brand and delivers additional spending by leisure and conference visitors, leading to enhanced community economic vitality and quality of life. Visit Newport Beach, Inc. encompasses both leisure marketing, funded by the tourism occupancy tax (TOT) and group sales, funded by the Tourism Business Improvement District (TBID) self-assessment. 12 | 2016-17/2017-18 MARKETING PLAN
DINE NEWPORT BEACH Created to keep Newport Beach top-of-mind and relevant in a competitive culinary marketplace, Dine Newport Beach showcases and promotes Newport Beach as a premier dining destination offering innovative cuisine, fresh fare, diverse experiences and exceptional restaurants. It is funded by the Newport Beach Restaurant Association Business Improvement District.
CELEBRATE NEWPORT BEACH Celebrate Newport Beach is designed to give focused attention to marketing brand-centric events and leveraging those events for the benefit of the entire community. Celebrate Newport Beach will establish strategic partnerships for Newport Beach that will traverse the marketing and media platforms providing sponsorship funds to signature events and key marketing initiatives. Specifically, this includes the Newport Beach Christmas Boat Parade.
Board of Directors 501(c) 6
Financial/ Administrative Team
President/CEO
Newport Beach Foundation 501(c)3 Community Leadership Development
Brand Marketing Team
VISIT NEWPORT BEACH, INC.
DINE NEWPORT BEACH
CELEBRATE NEWPORT BEACH
TV NEWPORT BEACH
ENTERPRISE NEWPORT BEACH
FILM NEWPORT BEACH
Destination Marketing Sales and Services • Meeting Planners • Visitors
Marketing, Sales and Services • Residents • Visitors • Special Events
Marketing Sales, Services and Operations • Select Event Execution • New Event Development • Sports Support
Marketing, Sales and Services • Residents • Visitors • Community Events
Marketing, Sales and Services • BID Commmunications • B2B Support • Business Retention
Marketing, Sales and Services • Site/Facility Development • Film Attraction Services • Film Incentives
NBRA BID; CITY CONTRACT; INDUSTRY PARTNER INVESTMENT
NEWPORT BEACH CHAMBER OF COMMERCE CONTRACT; SELF-SUPPORTING REVENUE
CITY CONTRACT; PRIVATE SECTOR REVENUE
PARTICIPATING NEIGHBORHOOD MARKETING FUNDS
JOINT FUNDING WITH OTHER DMOs
501(C)6 TOT & TBID; INDUSTRY PARTNER INVESTMENT
ENTERPRISE NEWPORT BEACH As the official community-marketing organization for the Balboa Village Merchants Association (BVMA) and Balboa Island Marketing, Inc. (BIMI), Newport Beach & Company partners with each organization to focus on their growth and community vitality through marketing efforts and brand development.
NEWPORT BEACH TV The aim of Newport Beach TV is to become the high-quality online, video network and video-content provider for Orange County, featuring local programming that highlights the luxury of the Newport Beach brand in and around the destination. Newport Beach TV is also the city’s community channel and broadcasts city council and other public interest meetings.
FILM NEWPORT BEACH The purpose of this business unit will be to bring brand-defining, revenue generating and hotel room-nightproducing film, commercial and video production to Newport Beach and the participating cities.
NEWPORTBEACHANDCO.COM | 13
ICONIC ARTE MORENO Long-time resident of Corona Del Mar and Grand Marshal in the 2015 Christmas Boat Parade, Arte Moreno is the owner of the Los Angeles Angels of Anaheim.
DestinationNEXT: A Strategic Framework for the Next Generation of
Global Destination Marketing In 2014, the destination-marketing industry turned 100 years old and celebrated at its annual industry convention a century of destination marketing in cities, counties, regions and countries around the world. That year, the international association for the destination-marketing industry, Destination Marketing Association International (DMAI), presented a comprehensive futures study called DestinationNEXT to look at the next 100 years of this fast-paced, ever-changing industry. DestinationNEXT provides practical actions and strategies for the viable success of destination-marketing organizations (DMOs) in an ever-changing world. Aiming to keep destination-marketing organizations relevant, DestinationNEXT arms these organizations with insight into how they can best benefit their community.
14 | 2016-17/2017-18 MARKETING PLAN
DestinationNEXT: First Phase The first phase of DestinationNEXT identified major upcoming trends within the coming years that were analyzed by two panels. The first panel was a “Futurist” Panel that was able to foresee impending trends for a destination-marketing organization based on the upcoming accumulated economic data and years of experience across a wide variety of industry sectors. The second panel was the “Industry” Panel, compiled of tourism specialists
KEY TRENDS FOR DMOs
within the industry. DestinationNEXT surveyed 361 panelists that were a blend of 327 destination-marketing organizations in 36 countries and 34 supplier companies to identify opportunities for destinationmarketing organizations. From 64 major trends, DestinationNEXT developed 20 potential opportunities that fell within two key overarching trends: technology and customer expectations. These 20 opportunities were united under three
LEGAL
POLITICAL
CUSTOMER EXPECTATIONS
SELECTED TRENDS Taking all of the trends identified by the panel, DestinationNEXT plotted the top 20 trends on a Future Map based on whether the trends are controllable or uncontrollable, and a threat or an opportunity. The Future Map is a new take on the SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis.
SELECTED TREND SUB-CATEGORIES GEOPHYSICAL
TECHNOLOGY
transformational opportunities that will and can change the entire destinationmarketing industry.
SOCIAL
CUSTOMER COMPETITOR
ECONOMIC TECHNOLOGICAL
ICONIC VASCO NUNEZ DE BALBOA An historic Spanish explorer who led an expedition in 1513, and was the first European to see the Pacific Ocean. Today, Newport Beach recognizes the historic Spanish explorer with an island community, a peninsula connecting world-famous beaches and surf spots, an historic fun zone and boardwalk, and even a popular ice cream bar.
Additionally, DestinationNEXT identified three Transformational Opportunities for DMOs:
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1. Broadcast to Engagement: Interacting with and leveraging the new marketplace
3. Collaboration & Partnerships: Evolving the DMO-business model Engagement • Find and engage with consumers on the platforms being used for vacation planning—online
NEWPORT BEACH & COMPANY IS ICONIC In many ways, Newport Beach & Company is already leaps and bounds ahead on these three transformational opportunities and has taken Newport Beach to that next level.
tilize the same tools customers use U while planning trips to engage while in-market
Brand Building • Play a central role in advocating for the destination •
ngage more closely with nonE traditional stakeholders
Newport Beach & Company has taken a business direction inline with the DestinationNEXT framework, working closely with the Newport Beach community, civic leaders, partners, and local businesses and residents to develop a comprehensive approach to leading-edge integrated marketing; brand development and advocacy; and forging new paths to evolve its business model.
2. Brand Building: Building and protecting the destination brand
•
gree on uniform methodology to A measure economic impact
Across all of its business units, Newport Beach & Company creates engaging, new and digital platforms and tools to better engage with local businesses, visitors and residents.
onnect visitor experience with the C quality of life for residents
New Business Model • Be involved in broader economic initiatives
FUTURE MAP - TOP 20 TRENDS
16 | 2016-17/2017-18 MARKETING PLAN
Newport Beach & Company is able to deliver a comprehensive, singular brand platform (brand positioning, brand promise, brand values, brand personas and brand identity) for Newport Beach that is simple, memorable and markettested. The genius of establishing Newport Beach & Company, as the community-marketing agency, is that this unique company can create a cohesive brand experience across multiple business units and programs under one common brand platform. Lastly, Newport Beach & Company is an example for the entire destinationmarketing industry in showcasing the alignment of economic development and tourism and forging new partnerships and collaborations across a disparate group of business units, events and programs. Newport Beach & Company is the case study for the new business model of destination-marketing organizations in the future and already many are following this example around the country.
DestinationNEXT: Second Phase The second phase of DestinationNEXT educates destination-marketing organizations to prepare for these two key trends: technology and customer expectations. This new phase of DestinationNEXT applies the findings from the survey to individual destinations. Using the identifiers found in the first-phase study, DestinationNEXT encouraged each destination-marketing
organization to self-assess its place in the community to help identify future priorities and strategies for each destination. With these results, destinations were plotted on a quadrant map to identify and distinguish between developing destinations and established destinations and determine whether community engagement within the destination is strong or weak.
DESTINATION STRENGTH
DESTINATION PERFORMANCE
BRAND
ACCOMODATION
ATTRACTIONS & ENTERTAINMENT
CONVENTION & MEETING FACILITIES
AIR ACCESS
EVENTS
SPORTING & RECREATION FACILITIES
COMMUNICATIONS & INTERNET INFRASTRUCTURE
MOBILITY & ACCESS
COMMUNITY SUPPORT & ENGAGEMENT
EFFECTIVE DMO GOVERNANCE MODEL
MEMBERSHIP STRENGTH
INDUSTRY SUPPORT
LOCAL COMMUNITY SUPPORT
EFFECTIVE ADVOCACY PROGRAM
WORKFORCE
HOSPITALITY CULTURE
REGIONAL COOPERATION
FUNDING SUPPORT AND CERTAINTY
ECONOMIC DEVELOPMENT
NEWPORTBEACHANDCO.COM | 17
Through a survey completed by each destination-marketing organization’s internal leadership, government leaders, customers and key stakeholders, the destinationmarketing organization’s ranking on community support and destination strength is then plotted on the map by the DestinationNEXT team to determine if the destination Developing marketing organiztion and the Destination destination are: •
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DIFFERENT REALITIES FOR DMOS/CVBS Strong Community Engagement
VOYAGERS
TRAILBLAZERS Established Destination
railblazers: Established T Destination with Strong Community Engagement oyagers: Developing V Destination with Strong Community Engagement Explorers: Developing Destination with Weak Community Engagement ountaineers: Established M Destination with Weak Community Engagement
Newport Beach & Company’s executive team completed the DestinationNEXT survey and invited the board of directors, community leaders, partners, government officials and meeting-planner clients to complete the survey. Gaining insight from a range of stakeholders gave the Newport Beach & Company team insight on outside perspectives, seeing if perspectives are inline. Developing Destination The strength of Newport Beach community engagement and establishing the brand as a top destination has positioned Newport Beach in the Trailblazer quadrant, notably above the U.S. average. The results were compiled into a scorecard measuring Newport Beach’s destination strength and community support.
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EXPLORERS
MOUNTAINEERS
Weak Community Engagement
NEWPORT BEACH OVERALL ASSESMENT—U.S. Strong Community Engagement
VOYAGERS
TRAILBLAZERS
Newport Beach
United States Average
EXPLORERS
MOUNTAINEERS
Weak Community Engagement
Established Destination
As a destination, every variable was above the industry average except events (at the average) and sports facilities (below average), with Newport Beach’s overall destination strength 10-percent higher than the industry average. Newport Beach is exceptionally strong in community support and engagement, with every variable registering above the industry average. The overall community support and engagement figure rated 20-percent above the industry average. The DestinationNEXT profile demonstrated that the overall health of Newport Beach & Company and the Newport Beach destination are strong, but there is room to improve. The top issues to address according to the study are international tourism readiness, high-tech city, art and cultural attractions, public transportation and event capacity. Many of the objectives, strategies and tactics in the following, two-year Marketing Plan address some of these issues and further strengthen the company and the destination for future success. One of the strongest results derived from the survey is the alignment of stakeholder responses, a result not often found. The Newport Beach & Company executive team, government leaders, stakeholders and board of directors scored Newport Beach in the Trailblazers quadrant, with the management team scoring right at the average. This shows that the Newport Beach community views the role of tourism in a similar light. The lack of an outlier demonstrates the effectiveness of Newport Beach & Company’s brand and community engagement. The goal for Newport Beach & Company is to continue the success by educating residents, stakeholders, visitors and meeting planners of the benefits and value of Newport Beach
DESTINATION STRENGTH: REPORT CARD Perceived Performance (1-5 scale) INDUSTRY AVERAGE
NEWPORT BEACH
STANDARD DEVIATION
Brand
3.21
4.10
0.46
Destination Performance
3.83
4.45
0.45
Accomodation
3.42
4.01
0.66
Attractions & Entertainment
3.68
4.12
0.49
Communication & Internet Infrastructure
3.32
3.89
0.66
Mobility & Access
3.04
3.34
0.61
Air Access
2.90
4.07
0.67
Events
3.73
3.73
0.69
Convention & Meeting Facilities
3.12
3.45
0.69
Sports & Recreation Facilities
3.32
2.72
0.96
VARIABLE
Destination Strength - Newport Beach
3.85
Industry Average Desination Strength
3.49
RESULTING SCENARIO
TRAILBLAZERS
COMMUNITY SUPPORT & ENGAGEMENT: REPORT CARD Perceived Performance (1-5 scale) INDUSTRY AVERAGE
NEWPORT BEACH
Funding Support & Certainty
3.06
4.39
Economic Development
3.91
4.38
VARIABLE
Membership Strength & Support
3.42
4.39
Regional Cooperation
3.58
4.35
Industry Support
3.70
4.56
Effective Advocacy Program
3.39
4.26
Local Community Support
3.60
4.07
Hospitality Culture
3.60
4.17
Workforce
3.16
4.13
Community Support & Engagement - Newport Beach
4.34
Industry Average Community Support & Engagement
3.60
RESULTING SCENARIO
TRAILBLAZERS
by providing fresh, relevant and engaging content. With a strong alignment among various stakeholder groups and a common understanding of the value of tourism to the destination, Newport Beach & Company and Newport Beach as a destination are both poised for even greater things. NEWPORTBEACHANDCO.COM | 19
ICONIC DONALD BREN, CHAIRMAN OF IRVINE COMPANY “We all grew together, the community, the community leaders, the community groups and the Irvine Co. and the board of directors. Through a lot of discussion, give and take, we’ve come up with a plan that I’m proud of.”
Newport Beach
Brand Architecture In 2015, Newport Beach & Company conducted extensive research in order to develop a values-based brand-positioning platform that would resonate with both existing and potential visitors on an emotional level. The results of this research are helping to guide Newport Beach & Company to better understand and speak to the personal values that incite people to choose a travel destination. By communicating with the visitors in an engaging way on a sensory level, the hope is that they will become life-long advocates for the destination. Prior to 2015, Newport Beach & Company completed extensive research and branddevelopment work to develop a brand promise for the company as well as a destination brand promise that Newport Beach delivers to visitors, residents, meeting planners, meeting attendees, and all groups who experience the destination. A brand promise is literally a promise or service level that each brand or in this case Newport Beach delivers to each and every person or business who experiences the features, attractions, hotels and people in Newport Beach. A brand is not only a logo but also the brand promise, brand positioning and the DNA of a place or product. Understanding what the Newport Beach brand means to its customers is crucial to how a destination positions itself to speak to those customers. 20 | 2016-17/2017-18 MARKETING PLAN
Values-Based, Brand-Positioning Platform To develop a values-based, brandpositioning platform for Newport Beach, Newport Beach & Company and its branding agency, BVK started with the pre-existing brand promise and then matched that up to the values that Newport Beach visitors expect from their vacation, meeting or getaway to Newport Beach. The intersection of the Newport Beach brand promise and its customers’ brand values is the value that most resonates with a Newport Beach visitor.
ENRICHMENT = NEWPORT BEACH BRAND PROMISE
ENRICHMENT
Newport Beach is an Orange County coastal fantasyland that represents a “taste of the perfect life,” a place where visitors can experience friendly, sophisticated, aspirational lifestyle that permits them to escape from daily reality. Comprised of a collection of unique islands and neighborhoods that form their own distinct character, the destination offers a combination of affluence, quaintness, casual glamour and attention to detail. Coupled with the man-made and natural beauty of the destination, this is the place that allows the visitors to relax and dream what can be.
POSITIONING FORMULA:
STATE + EMOTIONAL OF MIND
•
Willing to pay more/exert effort
•
Appreciate & savor special moments
•
•
ant meaningful & fulfilling W experiences ant to be and experience the best W they can in life
•
Appreciate beauty
•
Want to escape reality
•
Enjoy variety
•
Prefer depth over superficiality
•
Drawn to texture & contour
NEWPORTBEACHANDCO.COM | 21
The result of this research determined that Newport Beach’s most valuable visitor prospect is one who seeks to experience enriching experiences both simple and refined. With Newport Beach’s highly sophisticated, aspirational lifestyle and wide variety of experiential activities, the visitor concludes their stay feeling fully recharged and enriched in every sense. Newport Beach visitors and meeting planners seek deeper more satisfying experiences, and research shows they are willing to pay more for those depthdefying, enriching experiences. It’s this value of enrichment that best fits with what visitors and prospects seek from a vacation or meeting in Newport Beach. Combine the feeling of enrichment with Newport Beach’s core destination brand pillars: Abundance, Inspiration, Refinement, Fulfillment, Vitality and Smart Luxury, and Newport Beach delivers a powerful, values-based brand promise to its visitors and residents. The value-based brand-positioning platform of enrichment will serve as the foundation for all of Newport Beach & Company’s marketing activities and messaging in 2017 and 2018 across all six business units: Visit Newport Beach, Dine Newport Beach, Newport Beach TV, Celebrate Newport Beach, Enterprise Newport Beach and Film Newport Beach. This strategic approach ensures that the destination’s brand-positioning platform is communicated consistently and cohesively across all marketing touch-points – which enhances recall and familiarity – but more importantly, drives preference for the destination that promises to deliver the emotional pay-off that visitors, meeting planners and meeting attendees are craving.
22 | 2016-17/2017-18 MARKETING PLAN
Brand-Targeting & Brand-Persona Framework According to research conducted in September 2015 by Destination Analysts, Inc., Newport Beach’s tourism economy generates more than $1 billion in direct visitor spending annually from its seven million visitors each year. That is equivalent to approximately $2.8 million being spent in Newport Beach per day, driving an estimated $31 million in tax revenue to the city annually. For a destination with a population of just over 85,000, that translates to roughly $12,000 per resident. The research also revealed some powerful insights that helped determine the targeted, strategic approach. Namely, a staggering 83-percent of all Newport Beach visitors are day-tripper guests who disproportionately account for only
30-percent ($308 million) of Newport Beach’s annual direct visitor spending. Conversely, accounting for a slim 10-percent of Newport Beach visitors (1.2 million), overnight guest spending is disproportionately off the charts, accounting for the majority of Newport Beach visitors’ annual spending in 2015 ($718.3 million). This imbalance presents significant potential to increase the Newport Beach leisure-visitor revenue by right-sizing the spending gap for day-trippers while bolstering Newport Beach’s overnight-visitor volume. In combination, these adjustments have potential to bring unprecedented levels of spending to the destination.
When Newport Beach & Company better understands its customers, it can then refine and make better business and marketing decisions to reach those customers. A highly effective way to better understand a destination’s target customers and the values that will trigger them to visit is to create brand personas for each customer profile. Brand personas are the psychographic profiles, personality traits and brand characteristics that define and describe the media habits, demographics and lifestyles of Newport Beach’s primary customers around the world and meeting planners who book meetings or conferences in Newport Beach. Leisure-Traveler/Business-toConsumer (B2C) Targeting Strategic Approach: Drive greatest possible upside potential to scale Newport Beach leisure-visitor spending by categorizing first by term of stay (day-tripper vs. overnighter); then demographically/psychographically (Micro-Targets). Recognizing that those who visit Newport Beach for a day-visit consume the destination very differently than those staying over an extended term, it enables us to dissect and cater to each group’s distinct needs, revealing key white space opportunities to drive incremental spending and positive word of mouth/ advocacy for the destination. Meeting Planners/Business-toBusiness (B2B) Targeting Strategic Approach: Aim to satisfy key motivators for meeting planners that also play to Newport Beach’s enriching assets: beach, ocean, cuisine, pristine aesthetics, world-class shopping and distinct activities. Newport Beach & Company and Visit Newport Beach, Inc., will design programs and messaging with the goal of making their key B2B partners feel confident and secure in their destination decision while also boosting their professional credibility internally.
Newport Beach & Company has organized its target audiences into three core categories with multiple brand personas under each of these three overarching brandpersona categories (geographic brand personas, niche-market brand personas and high-stakes hosts brand persona).
CORE PERSONA CATEGORES 1. Geographic Brand Personas (Daytripper vs. Overnight Visitors) •
Backyard BFF
•
Refined-Escapist
2. Niche-Market Brand Personas (Psychographic Micro-Target Visitors) •
Grandma & Grandpa
•
Polished-Parent
•
Captain-Mom
•
Global-Adventurist
•
Millennial-Maven
•
GBT LT (lesbian, gay, L bisexual, transgender leisure traveler)
3. High-Stakes Hosts (Meeting Planners)
Brand-Persona Framework In further defining the Newport Beach brand targets, Newport Beach & Company developed personas that bring to life the context of each group with individual brand-persona profiles. Each persona captures the following data: •
•
•
•
•
alue-Based Priorities: Insights V into the persona’s value set, what inspires, motivates and drives daily decision making. ifestyle Snapshot: Sample dayL in-the life activities or attitudes of each persona. edia Consumption Habits: How M they stay current and informed. edia-Partner Considerations: M Types of media that reach the target personas. ighest-Resonating Newport Beach H Activities: Neighborhoods or specific activities in Newport Beach that would most appeal to the persona.
The final product is a rich collection of strategically-relevant target audiences for Newport Beach & Company and all of its business units to focus tailoredmarketing efforts that drive measurable results: more overnight visits; more direct visitor spending; more meetings and conferences; more positive word of mouth; more organic advocacy for the destination.
NEWPORTBEACHANDCO.COM | 23
Geographic Brand Personas (Daytripper vs. Overnight Visitors) Geographic Brand Personas focus on the types of visitors or prospective visitors to Newport Beach and their proximity, familiarity and geographic relationship to the destination. Proximity and familiarity to the destination are critical factors to the types of people who already visit or are prospective visitors (target markets). The closer a visitor is to Newport Beach the less likely they are to stay overnight when visiting, so the goal is to transition those “daytrippers” into overnight visitors. Those who visit Newport Beach for a day visit experience the destination very differently than those staying overnight for an extended term; therefore there are different brand personas based on geographic location of visitors. BACKYARD BFF BRAND PERSONA (Nearby Newport Beach Best Friends Forever) •
•
24 |
oCal visitors who live, breathe or S aspire to experience the Newport Beach aspirational, SouthernCalifornia lifestyle but typically do not stay in Newport Beach overnight. he largest proportion of Newport T Beach’s visitors hail from Orange County—followed by Los Angeles, San Diego and Inland Empire. These backyard day-trippers account for a staggering 83-percent of Newport Beach’s annual visitor population each year, and are Newport Beach’s most loyal, devoted visitor base.
•
•
ecognizing how important this R unique visitor is to the Newport Beach tourism economy, Newport Beach & Company will design marketing programs to maintain and strengthen its ties, and foster its advocacy and ambassadorship of the destination in order to influence friends and family to visit Newport Beach; generate overnight stays and repeat visits; and increase length of stay in Newport Beach. hese Backyard BFFs are loyalists T and brand advocates for Newport Beach, yet they may only see Newport Beach as a daytrip and don’t generally stay overnight.
EFINED-ESCAPIST BRAND R PERSONA (Sophisticated International, National or Regional Overnight Visitors) •
ccounting for a slim 10-percent A of Newport-Beach visitors (1.2MM), overnight-guest spending is disproportionately off the charts, accounting for the majority of Newport Beach’s annual visitor spending ($718.3MM). Bolstering Newport Beach’s overnight-visitor volume can drive unprecedented levels of spending in the city.
GEOGRAPHIC
B R AND P E R SONA S CATEGORY
BACKYARD BFF
(NEARBY NEWPORT BEACH BEST FRIENDS FOREVER)
SoCal visitors who live, breathe or aspire to experience the Newport Beach aspirational, Southern-California lifestyle but typically do not stay in Newport Beach overnight.
DEMOGRAPHIC PROFILE GEN
X
HIGH-HOUSEHOLD INCOME: $130,000
WOMEN AGES 35 AND OLDER
MARRIED
GENERATION X AND BABY BOOMERS
(ACCOUNT FOR 65-PERCENT OF DAYTRIP VISITORS)
ICONIC NEWPORT BEACH MOMENTS
NEWPORT BEACH RESTAURANT WEEK
AMBASSADOR OF NEWPORT BEACH INFLUENCER OF FRIENDS
PARENTING/ CHILDREN
HEALTHY LIVING
NATURE
TECHNOLOGY
ENTERTAINMENT
MOVIES
TRAVEL
DINING
MEDIA CONSUMPTION
NEWPORT BEACH FILM FESTIVAL
4TH OF JULY CELEBRATION
CORONA DEL MAR 5K RUN
FROM ORANGE COUNTY INLAND EMPIRE LOS ANGLES SAN DIEGO
INTERESTS
CHRISTMAS BOAT PARADE
MOVIES IN THE PARK
WELL-EDUCATED (52-PERCENT HAVE A COLLEGE EDUCATION)
TELEVISION
RADIO
ONLINE
MOBILE
SOCIAL MEDIA
ICONIC NEIGHBORHOOD & LANDMARKS
CORONA DEL MAR
CRYSTAL COVE/ NEWPORT COAST
FASHION ISLAND
CRYSTAL COVE COTTAGES
BALBOA ISLAND
GEOGRAPHIC
B R AND P E R SONA S CATEGORY
REFINED ESCAPIST
(SOPHISTICATED INTERNATIONAL, NATIONAL OR REGIONAL OVERNIGHT VISITORS)
Sophisticated, wealthy overnight leisure travelers to Newport Beach from international, national or regional markets who seek refined and enriching experiences.
DEMOGRAPHIC PROFILE
HIGH-HOUSEHOLD INCOME: $160,000
HALF MALE HALF FEMALE AGES 25-54
WELL-EDUCATED
DRIVE MARKETS: ORANGE COUNTY LOS ANGLES PALM SPRINGS SAN DIEGO
ICONIC NEWPORT BEACH MOMENTS
NATIONAL MARKETS: PHOENIX SAN FRANCISCO SEATTLE DALLAS HOUSTON CHICAGO NEW YORK
INTERNATIONAL MARKETS: CANADA UNITED KINGDOM CHINA MIDDLE EAST
SEEK VACATIONS TO INDULGE & ESCAPE ROUTINE & EXPERIENCE A DIVERSE ARRAY OF ACTIVITIES VALUE: ENJOYMENT QUALITY FULFILLMENT BALANCE
INTERESTS
CHRISTMAS BOAT PARADE
ENTERTAINMENT
HEALTHY LIVING
NATURE
MOVIES
TRAVEL
DINING
TECHNOLOGY
MEDIA CONSUMPTION NEWPORT BEACH RESTAURANT WEEK
TELEVISION
RADIO
ONLINE
MOBILE
SOCIAL MEDIA
NEWPORT BEACH FILM FESTIVAL
NEWPORT BEACH WINE & FOOD FESTIVAL
NEWPORT BEACH JAZZ FESTIVAL
26 |
ICONIC NEIGHBORHOOD & LANDMARKS
CORONA DEL MAR
CRYSTAL COVE/ NEWPORT COAST
FASHION ISLAND
LIDO VILLAGE
NEWPORT HARBOR
Niche-Market Brand Personas (Psychographic Micro-Target Visitors) Niche-Market Brand Personas are smaller subsets of visitors who fall into micro-markets such as millennials; grandparents/intergenerational travelers; lesbian, gay, bi-sexual, transgender (LGBT) travelers; valueconscious moms; affluent parents; and international travelers. Each of these niche markets consumes media; books travel differently, and does different activities in Newport Beach, so Newport Beach & Company has developed brand personas for each of these niche-markets. Visitors in each of these niche-market brand personas can fall into one or both of the two geographic brand personas. In other words, they can either be Backyard BFFs or Refined Escapists. Living within each brand-persona category are key micro-targets, identified through existing Newport Beach & Company research, which align with Newport Beach’s valuebased, brand-positioning platform of enrichment. The micro-targets allow the destination to dissect and cater to each group’s distinct needs, revealing key opportunities to drive incremental spending and positive word of mouth and advocacy for the destination. GRANDMA & GRANDPA BRAND PERSONA Grandparents traveling alone or with grandkids. Intergenerational travelers (grandparents/grandkids) traveling together with their family is a huge new opportunity market. These travelers typically need more than one hotel room or vacation-home rental making them valuable customers to Newport Beach. POLISHED-PARENT BRAND PERSONA Financially successful parents who are not typically value-conscious who like to spoil their families with the finer things in life. The mom typically plans the travel in this family.
CAPTAIN-MOM BRAND PERSONA Successful, yet value-conscious moms who seek enriching experiences at a good price, are drawn to Newport Beach, Balboa Island and Balboa Village with their bevy of activities, beach and outdoor experiences. GLOBAL-ADVENTURIST BRAND PERSONA Successful, international travelers who seek enriching experiences and an aspirational, SoCal lifestyle, flock to Newport Coast, Crystal Cove, Fashion Island and The Resort at Pelican Hill. MILLENNIAL-MAVEN BRAND PERSONA Millennial travelers who seek personalized, one-of-a-kind experiences. Milliennials are defined as consumers who were born or became adults in the 21st century. These confident, “follow-your-dreams” consumers are ethnically diverse and are generally tolerant of differences. They consume media quite differently and demand marketers speak to them differently and “as adults.” LGBT BRAND PERSONA Lesbian, gay, bisexual and transgender leisure travelers may or may not have children, therefore they have a high-disposable income and tend to travel quite frequently. This is a diverse psychographic target falling across multiple demographic and psychographic groups, but these travelers typically seek rewarding, enriching and fun experiences and travel with groups of friends or family or as couples.
NEWPORTBEACHANDCO.COM | 27
NICHE-MARKET
B R AND P E R SONA S CATEGORY
GRANDMA & GRANDPA
Grandparents traveling alone or with grandkids. Intergenerational travelers (grandparents/grandkids) traveling together with their families is a huge new opportunity market. These travelers typically need more than one hotel room or vacation-home rental making them valuable customers to Newport Beach.
DEMOGRAPHIC PROFILE BOOMERS
HIGH-HOUSEHOLD INCOME: $150,000
HALF MALE HALF FEMALE
MARRIED
BABY BOOMERS
WELL-EDUCATED
AGES 55-65
ICONIC NEWPORT BEACH MOMENTS
95% WILL TRAVEL DOMESTICALLY– WEEKEND GETAWAYS, MULTIGENERATIONAL AND SUMMER VACATIONS
FROM ORANGE COUNTY INLAND EMPIRE LOS ANGLES SAN DIEGO
INTERESTS
GIVE ADVICE ON A VARIETY OF TOPICS ONE-IN-THREE AMERICANS WILL BE GRANDPARENTS BY 2020
FINANCE
HEALTHY LIVING
NATURE
TOPICAL NEWS
ENTERTAINMENT
MOVIES
TRAVEL
DINING
CHRISTMAS BOAT PARADE
SHOPPING
NEWPORT BEACH RESTAURANT WEEK
NEWPORT BEACH FILM FESTIVAL
MEDIA CONSUMPTION NEWPORT BEACH WINE & FOOD FESTIVAL
TELEVISION
HOME AND GARDEN TOURS
HYATT REGENCY NEWPORT BEACH SUMMER CONCERT SERIES
RADIO
ONLINE
MOBILE
SOCIAL MEDIA
ICONIC NEIGHBORHOOD & LANDMARKS
LIDO VILLAGE
BALBOA ISLAND
FASHION ISLAND
BALBOA VILLAGE FUN ZONE
NEWPORT HARBOR
NICHE-MARKET
B R AND P E R SONA S CATEGORY
POLISHED PARENT
Financially successful parents who are not typically value-conscious who like to spoil their families with the finer things in life. The mom typically plans the travel in this family.
DEMOGRAPHIC PROFILE BOOMERS
HIGH-HOUSEHOLD INCOME: $150,000
30% MALE 70% FEMALE
MARRIED
BABY BOOMERS
SHOPPING IS THERAPEUTIC
ORGANIZER OF DATE NIGHT
WELL-EDUCATED
AGES 35-54
FROM ORANGE COUNTY INLAND EMPIRE LOS ANGLES PALM SPRINGS SAN DIEGO
INVOLVED IN THE COMMUNITY AS WELL AS LOCALFUNDRAISING COMMITTEES
ICONIC NEWPORT BEACH MOMENTS
CHRISTMAS BOAT PARADE
INTERESTS NEWPORT BEACH RESTAURANT WEEK HEALTHY LIVING
CELEBRITY
SHOPPING
ENTERTAINMENT
FAMILY HEALTH
TRAVEL
DINING
MEDIA CONSUMPTION
NEWPORT BEACH FILM FESTIVAL
TELEVISION
NEWPORT BEACH WINE & FOOD FESTIVAL
CORONA DEL MAR CHRISTMAS WALK
RADIO
ONLINE
MOBILE
SOCIAL MEDIA
ICONIC NEIGHBORHOOD & LANDMARKS
LIDO VILLAGE
BALBOA ISLAND
FASHION ISLAND
BALBOA VILLAGE FUN ZONE
NEWPORT HARBOR
| 29
NICHE-MARKET
BR AND P E R S O NA S CATEGORY
CAPTAIN MOM
Successful, yet value-conscious moms who seek enriching experiences at a good price flock to Newport Beach, Balboa Island and Balboa Village with its bevvy of activities, beach and outdoor experiences.
DEMOGRAPHIC PROFILE
HIGH-HOUSEHOLD INCOME: $110,000
70-PERCENT OF MOMS OWN SMARTPHONES
WOMEN AGES 35 AND OLDER
70% OF MOMS ARE VACATION DECISIONMAKERS IN THE HOUSEHOLD
WOMEN MAKE 85-PERCENT OF THE PURCHASING DECISIONS IN A HOUSEHOLD
WELL-EDUCATED
MOMS APPRECIATE AND VALUE EFFICIENCY
MOTHERS APPRECIATE HONESTY AND REALISM IN COMMUNICATIONS, AND THEY WANT TO BE TREATED AS INTELLIGENT AND SMART AND MORE THAN JUST A MOM
ICONIC NEWPORT BEACH MOMENTS
CHRISTMAS BOAT PARADE
INTERESTS NEWPORT BEACH RESTAURANT WEEK
NEWPORT BEACH FILM FESTIVAL
CORONA DEL MAR CHRISTMAS WALK
FASHION ISLAND TREE LIGHTING
30 | 2016-17/2017-18 MARKETING PLAN
HEALTHY LIVING
SHOPPING
TELEVISION
RADIO
ENTERTAINMENT
FAMILY HEALTH
TRAVEL
MOBILE
SOCIAL MEDIA
DINING
MEDIA CONSUMPTION
ONLINE
ICONIC NEIGHBORHOOD & LANDMARKS
FASHION ISLAND
BALBOA VILLAGE FUN ZONE
UPPER NEWPORT BAY
NICHE-MARKET
B R AND P E R SONA S CATEGORY
GLOBAL-ADVENTURIST
Successful, international travelers who seek enriching experiences and an aspirational, SoCal lifestyle flock to Newport Coast, Crystal Cove, Fashion Island and The Resort at Pelican Hill.
DEMOGRAPHIC PROFILE
HIGH-HOUSEHOLD INCOME: $175,000
55-PERCENT OF EUROPEANS PLANNING A HOLIDAY
ICONIC NEWPORT BEACH MOMENTS
HALF MALE HALF FEMALE
31% OF THE LONGER LENGTH GLOBAL OF STAY AND POPULATION USE HIGHER SPENDING SOCIAL MEDIA, IN MARKET EQUIVALENT TO 2.3 BILLION SOCIAL-MEDIA USERS, FACEBOOK HAS SOME 1.59 BILLION MONTHLY ACTIVE USERS GLOBALLY
WELL-EDUCATED
UNITED STATES IS THE TOP LONG-HAUL, INTERNATIONAL VISITOR MARKET
RECOMMENDATION FROM FRIENDS AND FAMILY IS THE ‘MOST-USED’ SOURCE OF INFORMATION
INTERESTS
SHOPPING
HEALTHY LIVING
DINING
ENTERTAINMENT
FAMILY HEALTH
TRAVEL
FASHION ISLAND
MEDIA CONSUMPTION GOLF
TELEVISION
RADIO
MOBILE
SOCIAL MEDIA
ONLINE
SPA
FINE-DINING
WHALE-WATCHING
ICONIC NEIGHBORHOOD & LANDMARKS
BALBOA ISLAND
THE RESORT AT PELICAN HILL
NEWPORT COAST
FASHION ISLAND
CRYSTAL COVE COTTAGES
NEWPORT HARBOR
| 31
NICHE-MARKET
B R AND P E R SONAS CATEGORY
MILLENNIAL-MAVEN
Millennial travelers who seek personalized, one-of-a-kind experiences. Milliennials are defined as consumers who were born or became adults in the 21st century. These confident, “follow-your-dreams” consumers are ethnically diverse and are generally tolerant of differences. They consume media quite differently and demand marketers speak to them differently and “as adults.”
DEMOGRAPHIC PROFILE
MEDIANHOUSEHOLD INCOME: $75,000
HALF MALE HALF FEMALE
VIEW TRAVEL AS A PRIORITY
ACTIVE DIGITAL NATIVE, LIFE IS EXPERIENCED EQUALLY ON AND OFFLINE
BUDGETCONSCIOUS YET WILLING TO INDULGE IN QUALITY
24/7-CONNECTED; SAVVY SHOPPERS; CAN AND WILL FIND DEALS
ICONIC NEWPORT BEACH MOMENTS
HARD WORKING: MOST PRIMARY REASON INFLUENCED BY FOR VACATIONING PEERS, ONLINE IS TO ESCAPE REVIEWS AND ROUTINE, WORD OF MOUTH RECHARGE AND NOT BRANDINDULGE IN LOYAL “LIVING THE LIFE THEY ASPIRE FOR”
INTERESTS
NEWPORT BEACH WINE & FOOD FESTIVAL
ENTERTAINMENT
HEALTHY LIVING
NATURE
TECHNOLOGY
CELEBRITY
TRAVEL
DINING
SHOPPING
MEDIA CONSUMPTION NEWPORT BEACH RESTAURANT WEEK
TV DIGITAL
NEWPORT BEACH FILM FESTIVAL
BALBOA VILLAGE CRAFT BEER FESTIVAL
32 |
ONLINE
MOBILE
SOCIAL MEDIA
ICONIC NEIGHBORHOOD & LANDMARKS
BALBOA PENINSULA
MARINERS MILE/ WESTCLIFF
NEWPORT HARBOR
NICHE-MARKET
B R AND P E R SONA S CATEGORY
LGBT
Lesbian, gay, bisexual and transgender leisure travelers may or may not have children, therefore they have a high-disposable income and tend to travel quite frequently. This is a diverse psychographic target falling across multiple demographic and psychographic groups, but these travelers typically seek rewarding, enriching and fun experiences and travel with groups of friends or family or as couples.
DEMOGRAPHIC PROFILE
HIGH-HOUSEHOLD INCOME: $110,000
ICONIC NEWPORT BEACH MOMENTS
LESBIAN FAMILIES: PRIORITIZE FAMILY VACATIONS OVER GAY-HOSPITABLE VACATIONS
GAY FAMILIES: PRIORITIZE BOTH EVENLY
PRIORITIZE GAY-HOSPITABLE VACATIONS/ VENDORS/ DESTINATIONS/ HOTELS
STAYS IN PAIDACCOMMODATIONS - THE MAJORITY HOTELS (50-PERCENT OR MORE) / ONLY 10-PERCENT ARE STAYING WITH FRIENDS AND FAMILY
VERY LOYAL COMMUNITY; ADVOCATE FOR AND ARE PATRONS OF BRANDS THAT SUPPORT OR CATER TO THE LGBT COMMUNITY
INTERESTS
HEALTHY LIVING
SHOPPING
ENTERTAINMENT
FAMILY HEALTH
CELEBRITY
NATURE
TECHNOLOGY
DINING
TRAVEL
CHRISTMAS BOAT PARADE
MEDIA CONSUMPTION NEWPORT BEACH RESTAURANT WEEK
TV DIGITAL
NEWPORT BEACH FILM FESTIVAL
NEWPORT BEACH WINE & FOOD FESTIVAL
ONLINE
MOBILE
SOCIAL MEDIA
ICONIC NEIGHBORHOOD & LANDMARKS
NEWPORT COAST
FASHION ISLAND
High-Stakes Hosts Brand Persona (Meeting Planners) High-Stakes Host Brand Persona is a psychographic profile of the typical meeting planner who books meetings in Newport Beach and other meetings destinations for their clients, their company or their association. •
34 | 2016-17/2017-18 MARKETING PLAN
eeting planners feel tremendous M pressure to deliver a quality, enriching and productive experience for their stakeholders. With so much on the line, their expectations for excellence are highly calibrated. Newport Beach & Company and Visit Newport Beach, Inc., will craft programming that delivers great value for their investment and a seamless experience that leaves planners confident and secure in their decision.
HIGH-STAKES HOSTS
MEETING PLANNER
B R AND P E R SONAS CATEGORY
The typical meeting planner who books meetings in Newport Beach and other meetings destinations for their clients, their company or their association. These meeting planners feel tremendous pressure to deliver a quality, enriching and productive experience for their stakeholders. With so much on the line, their expectations for excellence are highly calibrated. Newport Beach & Company and Visit Newport Beach, Inc., will craft programing that delivers great value for their investment and a seamless experience that leaves planners confident and secure in their decision.
DEMOGRAPHIC PROFILE
PRIMARILY 50-PERCENT FEMALE CALIFORNIA PROFESSIONAL AND 50-PERCENT PLANNERS AGES DOMESTIC UNITED 30 YEARS AND UP STATES
PLANNING FOR BOUTIQUE DESTINATIONS; SMALL- TO MIDSIZE GROUPS
10-PERCENT OF ATTENDEES ARRIVE EARLY OR STAY LATE SEEKING A DESTINATION MINI-VACATION
LOOKING FOR DESTINATIONS THAT INSPIRE, INVIGORATE AND OFFER A DIVERSE ARRAY OF EXPERIENCES
ICONIC NEWPORT BEACH MOMENTS
PREFER CHOOSING DESTINATIONS THAT WILL BOLSTER ATTENDANCE
INTERESTS
HEALTHY LIVING
SHOPPING
ECO-FRIENDLY ENVIRONMENT
DINING
TV DIGITAL
ONLINE
ENTERTAINMENT
TOPICAL NEWS
MEDIA CONSUMPTION
HYATT REGENCY NEWPORT BEACH SUMMER CONCERT SERIES
MOBILE
NEWPORT BEACH RESTAURANT WEEK
RADIO
NEWPORT BEACH FILM FESTIVAL
NEWPORT BEACH WINE & FOOD FESTIVAL
MAGAZINE/ SOCIAL MEDIA TRADE PUBLICATION
ICONIC NEIGHBORHOOD & LANDMARKS
TBID HOTELS
OFFSITE MEETING VENUES
CRYSTAL COVE/ NEWPORT COAST
FASHION ISLAND
LIDO VILLAGE
NEWPORT HARBOR
| 35
ICONIC FASHION ISLAND With an open-air elegance that fuses Italian style with California cool, this shopping experience boasts chic luxury boutiques, cafés and restaurants on lushly landscaped piazzas accented by fountains and palm trees.
Destination Marketing Plan
Overview
In this new, two-year Destination Marketing Plan, Newport Beach & Company underwent an innovative strategic-planning approach to create an iconic and bold roadmap for the company’s next two fiscal years. Using this integrated approach, Newport Beach & Company split into four customerfocused, strategic-planning teams to develop this two-year Destination Marketing Plan. Every staff member across all departments from the CEO on down broke into multiple teams to develop objectives, strategies and tactics that utilize all of Newport Beach & Company’s resources. Diverse perspectives were integral to creating a holistic plan exploring the best and most innovate ideas and iconic solutions to drive economic development and growth for Newport Beach. With its unique business-unit structure, Newport Beach & Company is uniquely poised to reach these ambitious goals and objectives to propel Newport Beach to iconic status worldwide.
36 | 2016-17/2017-18 MARKETING PLAN
CUSTOMER-FOCUSED, STRATEGIC-PLANNING TEAMS LEISURE TRAVELER Visitors and potential visitors to Newport Beach who bring valuable revenue to enhance the local economy primarily through the tourism occupancy tax (TOT) and direct visitor spending.
The integrated business-unit model allows Newport Beach & Company to collaborate to best meet the needs of each business unit: Visit Newport Beach, Inc. - Leisure Marketing; Visit Newport Beach, Inc. - Group Sales; Dine Newport Beach; Newport Beach TV; Enterprise Newport Beach; Celebrate Newport Beach and Film Newport Beach. Just as the business units integrate, so do the integrated-planning teams and functional departments within Newport Beach & Company to meet the needs of each audience. Each team is comprised of specialists in their fields, eager to elevate Newport Beach & Company’s role as the destinationmarketing organization of the future.
LEISURE TRAVELER PLANNING TEAM
PUBLIC RELATIONS
GROUP SALES
MARKETING
DIGITAL
DINE NEWPORT BEACH
MEETING PLANNER Meeting planners interested in hosting group meetings, a conference or event in Newport Beach tourism-businessimprovement-district (TBID) hotels. MEETING PLANNER PLANNING TEAM
The Newport Beach & Company two-year Destination Marketing Plan developed objectives around the four key audiences: Leisure Traveler, Meeting Planner, Local Community, and Organization/Board of Directors.
DIGITAL
MARKETING
GROUP SALES
PUBLIC RELATIONS
LOCAL COMMUNITY Members and leaders of the Newport Beach community including local residents, partners, City of Newport Beach, City Council, civic organizations, hotels, business-improvement-districts (BIDs), merchant associations, regional destination-marketing organizations (DMOs), Orange County Visitors Association (OCVA), Orange County government leaders and influential community stakeholders. LOCAL COMMUNITY PLANNING TEAM
MARKETING
GROUP SALES
DINE NEWPORT BEACH
EXECUTIVE
PUBLIC RELATIONS
ORGANIZATION & BOARD OF DIRECTORS Staff, executive team, executive committee and board of directors of Newport Beach & Company and Visit Newport Beach, Inc. ORGANIZATION & BOD PLANNING TEAM
DIGITAL
MARKETING
GROUP SALES
EXECUTIVE
NEWPORTBEACHANDCO.COM | 37
VISIT NEWPORT BEACH FY 2017- 2018 GOALS FY2016
FY2017
FY2018
WEBSITE VNB Web Visits
1,060,400
1,134,600
1,191,300
Page Views
3,080,000
3,172,400
3,267,500
140,000
156,000
172,000
4,120,000
4,485,000
4,908,000
153,617,970
161,290,000
166,120,000
Online Ad Click to Site
303,710
312,000
321,000
Marketing Room Nights
15,000
60,000
61,200
15,000,000
40,000,000
40,800,000
SOCIAL MEDIA Social Followers Social Reach ADVERTISING Total Ad Impressions
Marketing Campaign/Economic Impact PUBLIC RELATIONS Placements
500
525
550
2,000,000,000
2,200,000,000
2,300,000,000
Domestic Media Visits
105
110
115
International Media Visits
20
25
30
Media Assists
275
285
300
Wholesalers Trained
173
200
205
In-Market Agent Visits
22
25
27
Media Impressions
INTERNATIONAL
38 | 2016-17/2017-18 MARKETING PLAN
NEWPORT BEACH & COMPANY FY 2017- 2018 GOALS FY2016
FY2017
FY2018
50,000
224,000
243,000
1,000,000
5,800,000
5,900,000
60
70
75
115,023
155,000
158,100
5,500
15,000
21,000
N/A
30
30
25,000
33,000
41,000
5,500
7,200
10,000
1,680,000
1,760,000
1,812,800
50
75
80
35,000
41,000
54,000
4,500
6,600
8,700
670,000
703,500
724,605
25
30
30
N/A
5,500
9,000
22,000
80,000
160,000
CELEBRATE NEWPORT BEACH WEBSITE
Web Visits ADVERTISING Total Ad Impressions PUBLIC RELATIONS Placements
DINE NEWPORT BEACH WEBSITE
Web Visits SOCIAL MEDIA Social Followers PUBLIC RELATIONS Placements
ENTERPRISE NEWPORT BEACH- BALBOA VILLAGE WEBSITE
Web Visits SOCIAL MEDIA Social Followers ADVERTISING Total Impressions PUBLIC RELATIONS Placements
ENTERPRISE NEWPORT BEACH- BALBOA ISLAND WEBSITE
Web Visits SOCIAL MEDIA Social Followers ADVERTISING Total Impressions PUBLIC RELATIONS Placements
NEWPORT BEACH TV
SOCIAL MEDIA
Social Followers YouTube Channel Views
NEWPORTBEACHANDCO.COM | 39
ICONIC NO DOUBT PERFORMANCE AT CLEAN & SOBER BEACH PARTY Orange County native band No Doubt, led by Gwen Stefani, performed at the Clean & Sober Beach Party at the Newport Dunes Waterfront Resort and Marina, a premiere location for outdoor events, concerts and festivals in Newport Beach.
CustomerBased Destination Marketing Plans Leisure Traveler
40
Meeting Planner
76
Local Community
90
Organization & Board of Directors
102
“ I’m just County an extra 40 | 2016-17/2017-18 MARKETING PLAN
st an Orange y girl, Livin’ in raordinary world.” – Gwen Stefani
NEWPORTBEACHANDCO.COM | 41
THE FILMING OF THE ICONIC MOVIE “LOVE STORY” The 1970 film starring Ryan O’Neal and Ali MacGraw featured scenes filmed onsite in Newport Beach.
Leisure Traveler Customer-Based
Destination Marketing Plan Newport Beach & Company presents this integrated marketing, media-relations, digitalmarketing, brand-development, communications and meetings-services plan to attract a record number of leisure travelers (visitors) to Newport Beach. The City of Newport Beach has contracted with Newport Beach & Company to foster a strong tourism environment; to attract visitors with strategic-marketing efforts; and to engage them in-market to create a positive visitor experience. By enticing visitors to stay in Newport Beach, the City of Newport Beach generates Tourism Occupancy Taxes (TOT), its third-largest revenue source. This income benefits residents, saving them on average nearly $1,000 per household on property taxes every year, while maintaining the exceptional infrastructure expected in Newport Beach. And to keep the economy churning at the levels tourism generates, each household would have to spend over $35,000 more locally each year.
42 | 2016-17/2017-18 MARKETING PLAN
Tourism plays a vital role in the Newport Beach economy. Visitors spend significant dollars at hotels, restaurants, attractions and local businesses. The seven million visitors infuse $1 billion into Newport Beach, supporting over 9,500 jobs each year making tourism one of the purest and most lucrative forms of economic development. Last year, Newport Beach & Company began a rigorous process to track and evaluate the effectiveness and return-on-investment for all of its leisure marketing initiatives. Thirdparty research vendors tracked incremental trips to the destination, visitor spending in the destination, hotel-room nights and overall ROI of each integrated-marketing campaign. Visitors come into Newport Beach; spend significant dollars locally; use few, if little public resources like schools and hospitals; and then they return to their home cities. In the next two fiscal years, Newport Beach & Company plans to continue thorough marketing-campaign tracking
and benchmarking studies to further refine and direct marketing funds and staff resources on media markets, media channels and visitors who are most likely to visit Newport Beach, spend more dollars in the destination, stay longer and visit Newport Beach more often.
The Newport Beach & Company Marketing Team will fully utilize its three teams to accomplish the objectives set forth in this plan. Digital Marketing & New Media, Marketing & Strategic Partnerships and Media Relations & Brand Management will work together to keep Newport Beach at the forefront of travel trends and drive incremental visitation to Newport Beach.
Newport Beach & Company plans to build integrated-marketing campaigns based on the new comprehensive, values-based brand-positioning platform developed in 2015. The new brand-positioning value proposition, brand pillars and brand personas built around an enriching brandarchitecture strategy will help direct an over-arching brand strategy and integrated marketing campaigns to better target and reach the Newport Beach leisure traveler. With the internal mantra, “Be Big. Be Smart. Be Emotionally Impactful,” Newport Beach & Company plans to think in iconic ways to take the Newport Beach brand global and drive worldwide name recognition and brand awareness to even greater heights.
With record marketing goals, the Newport Beach & Company leisure-marketing and meetingservices teams collaborated across all functional areas to develop an integrated approach. By leveraging all of the teams’ resources, the cross-functional, services-andmarketing team developed this integrated-marketing plan for the leisure-traveler customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form strategic approaches to reaching the objectives, and tactics are projects that support overarching strategies.
LEISURE TRAVELER CUSTOMER-BASED PLANNING TEAM TEAM LEADER Reilly Wilson, Media Relations & Communications Manager
CROSS-DEPARTMENTAL TEAM Doug McClain, CDME Mark Rudyk Brett Erskine SVP & Chief Senior Director of Digital Digital Marketing & Marketing Officer Marketing & New Media Video Coordinator Katy Dennis Senior Director of Marketing & Strategic Partnerships
Colleen Costello Marketing Manager Polly Peak Dine Newport Beach
Amanda Kenning Sales & Services Associate
LEISURE TRAVELER PLANNING TEAM
DIGITAL
MARKETING
GROUP SALES
PUBLIC RELATIONS
DINE NEWPORT BEACH
NEWPORTBEACHANDCO.COM | 43
Leisure Traveler Domestic Feeder Markets To most effectively reach potential visitors, Newport Beach & Company conducted a media-market analysis to see where resources would best be utilized. Newport Beach & Company looked at visitation data to determine visitor markets. Other factors were also taken into consideration including market cost efficiency. •
•
•
SAN FRANCISCO
5TH Total Overnight Visitation 3RD Length of Stay 2ND Number of Trips to NB 1ST Average Annual Room Nights 2ND Average Total Spend per Party
•
•
otal Overnight Visitation - How many visitors from the market stayed T in Newport Beach overnight in the last 12 months ength of Stay- Average number of days overnight visitors spent L in Newport Beach each trip umber of Trips - Average number of trips overnight visitors made N to Newport Beach in the last 12 months verage Annual Room Nights - Total number of nights overnight A visitors stayed in Newport Beach over 12 months verage total spend per Party - Amount spent in Newport Beach A over all visits over the course of 12 months
LOS ANGELES
1ST Total Overnight Visitation 4x higher than #2 market
6TH Length of Stay 4TH Number of Trips to NB 6TH Average Annual Room Nights 5TH Average Total Spend per Party
4TH Total Overnight Visitation 1ST Length of Stay
SOURCES: DESTINATION ANALYSTS, INC.; BVK
44 | 2016-17/2017-18 MARKETING PLAN
SECOND TIER MARKETS
5TH Number of Trips to NB 2ND Average Annual Room Nights 1ST Average Total Spend per Party PHOENIX
3RD Total Overnight Visitation 2ND Length of Stay 6TH Number of Trips to NB 4TH Average Annual Room Nights 3RD Average Total Spend per Party
PALM SPRINGS
6TH Total Overnight Visitation 5TH Length of Stay 3RD Number of Trips to NB 5TH Average Annual Room Nights 6TH Average Total Spend per Party
TOP TIER MARKETS
LAS VEGAS
SAN DIEGO
2ND Total Overnight Visitation 4TH Length of Stay 1ST Number of Trips to NB 3RD Average Annual Room Nights 4TH Average Total Spend per Party
Domestic Competitive Set
After a thorough competitive analysis, the four destinations have many common elements. They all offer high-quality dining experiences, great shopping, upscale lifestyle and a relaxing escape. Newport Beach shares coastal charm with La Jolla and Santa Barbara, and all with the addition of Palm Springs offer scenic outdoor beauty. Beverly Hills and Santa Barbara share the super-affluent lifestyle with Newport Beach, but Newport Beach is alone in positioning itself around a consumer value. All other leisure competitive set destinations are positioning themselves around physical attributes vs. consumer values-based positioning.
2015 HOTEL OCCUPANCY RATE (%)
80
75.9
70 60 50
77.3
78.4
79.2
59.5
40
0
PALM SPRINGS
BEVERLY HILLS
+2.9
10
+2.9
20
+2.9
30
+0.3
Newport Beach & Company has identified four top competitive leisure-traveler markets: Santa Barbara, Beverly Hills, Palm Springs and La Jolla. All of the destinations are Southern California, small- to mid-sized markets with an emphasis on upper-middle to luxury accommodations.
90
-4.2
Newport Beach offers a unique vacation destination to travelers—a beautiful coastal retreat providing the perfect combination of affluence, quaintness, casual glamour and attention to detail. Though nowhere else is Newport Beach, it is important to understand the competitive landscape.
YOY % change
SANTA NEWPORT LA JOLLA BARBARA BEACH
Source: STR, Inc.
6000
2015 AVAILABLE HOTEL ROOMS
5000
5097
4000 3000 2000
2800
2272
3201
3786
1000 0
PALM BEVERLY LA JOLLA NEWPORT SANTA HILLS BEACH BARBARA SPRINGS Source: STR, Inc.
VISITGREATERPALMSPRINGS.COM
SANTA BARBARA ADVERTISING
2015 HOTEL AVERAGE DAILY RATE ($)
600 500
489
400 300
246 +7.9
236
+4.9
+7.4
0
138
+2.9
100
204
+4.3
200
YOY % change
LA JOLLA NEWPORT SANTA PALM BEVERLY BEACH BARBARA SPRINGS HILLS Source: STR, Inc.
TOP COMPETITIVE MARKETS
NEWPORTBEACHANDCO.COM | 45
Leisure Traveler Economic Forecast & Research Leisure travel and tourism projections rely heavily on the overall economic condition of international, national and local markets. By looking at economic factors, particularly gross-domestic product (GDP) and economic growth, inferences can be made on future-travel behaviors. Analyzing research and travel trends guides Newport Beach & Company and Visit Newport Beach, Inc., when planning initiatives. With the assistance of Tourism Economics, a leading tourism economic-research firm, and other key research tools, Newport Beach & Company has analyzed the economic situations and travel trends of domestic and key international markets. Newport Beach & Company examines economic situations and travel trends for four critical international feeder markets into Newport Beach from the following countries or regions of the world: Canada, China, United Kingdom, and the Middle East. International travelers are vital drivers of economic impact and visitor spending to Newport Beach, because of their longer lengths of stay and disproportionately higher spending. Domestic travelers make up the majority of Newport Beach’s visitation. National economic patterns reflect the traveler behavior as well as Newport Beach & Company’s business functions. The largest faction of domestic travelers to Newport Beach comes from within California. Visit California,
the state destination-marketing organization, invests in valuable research when looking at statewide-travel patterns and impact of visitors within the state. Knowing how travelers behave in the destination is paramount. Newport Beach & Company invests in analyzing these patterns to make more informed business decisions on where to invest marketing dollars; staff resources; and international mediarelations- and travel-trade initiatives. Every other year, Newport Beach & Company contracts with Destination Analysts, Inc., to study the economic impact of tourism to Newport Beach. In fiscal-year 2014, seven million visitors came to Newport Beach directly spending more than $1 billion. INTERNATIONAL Newport Beach & Company understands the value of international travel to Newport Beach. With higher spending and longer lengths of stays, international travelers provide a significant visitor sector. Newport Beach has four primary international markets: Canada, China, United Kingdom and the Middle East. Of those markets, Newport Beach & Company directly invests in marketing, media relations and travel-trade with an office in the United Kingdom. For China and Middle East, Newport Beach & Company partners with Orange County Visitors Association (OCVA) to market and promote Newport Beach and other participating destinations in those markets.
2009-2014: TOP INBOUND MARKETS TO THE U.S. Historic Arrivals by Market 2014 RANK
ORIGIN COUNTRY
2009 ARRIVALS (000’S)
2014 ARRIVALS (000’S)
1
Canada
17,973
23,003
2
Mexico
13,373
17,070
3
U.K.
3,899
4,149
4
Japan
2,918
3,620
5
Brazil
893
2,264
6
China
525
2,190
7
Germany
1,687
2,056
8
France
1,204
1,658
9
South Korea
744
1,460
10
Australia World Overseas
(does not include Mexico and Canada) Source: U.S. Department of Commerce via U.S. Travel Association
46 | 2016-17/2017-18 MARKETING PLAN
724
1,304
55,103
75,011
23,756
34,938
2014-2020: TOP INBOUND MARKETS TO THE U.S. Forecasted Arrivals by Market 2020F RANK
ORIGIN COUNTRY
2014 ARRIVALS (000’S)
2020F ARRIVALS (000’S)
2020/14 % CHANGE
1
Canada
23,003
23,807
3.5%
2
Mexico
17,070
21,183
24.1%
3
China
2,190
5,019
129.2%
4
U.K.
4,149
4,949
19.3%
5
Japan
3,620
3,655
1.0%
6
Brazil
2,264
2,671
18.0%
7
Germany
2,056
2,293
11.5%
8
South Korea
1,460
1,986
36.0%
9
France
1,658
1,903
14.8%
10
Australia
1,304
1,650
26.5%
World
75,011
90,267
20.3%
Overseas F = Forecast
34,938
45,276
29.6%
Source: U.S. Department of Commerce via U.S. Travel Association
2009-2014: TOP TRAVEL-EXPORT MARKETS TO THE U.S. Historical Spending 2014 RANK
ORIGIN COUNTRY
2009 $ MILLION
2014 $ MILLION
2014/09 % CHANGE
1
Canada
$17,493
$26,282
50.2%
2
China
$6,869
$24,019
249.7%
3
Mexico
$14,553
$18,665
28.3%
4
Japan
$12,636
$17,676
39.9%
5
U.K.
$11,581
$13,496
16.5%
6
Brazil
$5,235
$13,429
156.5%
7
India
$6,712
$9,842
46.6%
8
South Korea
$4,624
$7,799
68.7%
9
Germany
$5,792
$7,360
27.1%
10
Australia
$4,393
$6,180
40.7%
World
$146,005
$220,757
51.2%
Overseas
$113,959
$175,810
54.3%
Source: U.S. Department of Commerce via U.S. Travel Association
NEWPORTBEACHANDCO.COM | 47
United Kingdom Market Profile The United Kingdom has been the mainstay of Newport Beach’s international traveler, continuing to hold strong in visitor representation. In 2015, approximately 50,000 U.K. travelers spent their holiday in Newport Beach, making the United Kingdom one of the top overseas visitor markets traveling to Newport Beach. KEY TAKEAWAYS • Gross-domestic product (GDP) growth in fourth quarter of 2015 stayed at 0.5 percent. •
he referendum on European-Union (E.U.) T membership has placed the value of the British Pound Sterling in flux.
ECONOMIC OUTLOOK The second estimate for quarterly GDP growth in the fourth quarter of 2015 was unrevised at 0.5 percent. This came as a pleasant surprise since the weaker monthly production and construction data had flagged the possibility of a downgrade. That said, 2015 was a year of sub-par growth, which was particularly disappointing given the extent of the support from low inflation.
The U.K. Prime Minister has announced that the referendum on the United Kingdom’s membership in the European Union will be held on June 23, 2016. Tourism Economics’ baseline forecast assumes that the United Kingdom remains a member of the European Union. Markets have reacted nervously with the British Pound sinking to a seven-year low against the U.S. Dollar. But after the initial hysteria it is expected that markets become calmer and, should the ‘remain’ camp establish a clear lead in the opinion polls, then it is quite possible that the British Pound Sterling will regain some of its recent losses. The February Inflation Report saw the Monetary Policy Committee (MPC) strike a more dovish tone than in previous reports, but a more hawkish view than financial markets. On the dovish side, the forecasts for wages, inflation and GDP growth were revised down compared with November. But the forecast for inflation – based upon market expectations, which assumed a first interest-rate hike in the second half of 2017 – was way above the two-percent target at the end of the forecast horizon, which was a signal that the MPC thought that markets were too dovish.
U.K.: CONSUMER SPENDING & INCOME
% year
6 4
Real disposable income
Forecast
2 0 -2 -4 Consumer spending
-6 2004 2006 2008 2010 2012 2014 2016 2018
48 | 2016-17/2017-18 MARKETING PLAN
Source: Oxford Economics
NUMBER OF VISITORS FROM THE U.K. TO CA
700 680
(in 000s)
TRAVELER RESEARCH The United Kingdom was California’s second-largest overseas market, with an estimated 686,000 visitors arriving in 2014 and the largest overseas market to the United States overall.
Travel for the purpose of vacation/holidays
•
Plan and book their air trip directly with the airline
•
ave a decidedly longer trip-planning and advance H airline-booking horizon
656
640
635
620 600
591
580
652
610
560
Visit California has detailed the characteristics of U.K. traveler behaviors. Compared to all overseas visitors to California, travelers from the United Kingdom are more likely to: •
686
660
540
2009
2010
2011
2012
2013
2014
Source: U.S. Department of Commerce, National Travel & Tourism Office Revised by Tourism Economics for Visit California
COMPARISON OF ALL OVERSEAS VISITORS VS. ALL VISITORS FROM U.K. ALL OVERSEAS VISITORS
ALL VISITORS FROM U.K.
Vacation/Holidays
66%
75%
Visit Friends/Relatives
34%
35%
Business
18%
12%
12%
7%
Purpose of Trip
•
Sit in premium-economy class
•
Travel with a spouse/partner
Convention/Conference
•
Stay less time in the United States
Airline
43%
54%
•
Spend a higher proportion of their time in California
Online Travel Agency
32%
36%
25%
19%
•
Go on guided tours while in the United States
Travel Agency Office Personal Recommendation
29%
23%
•
Spend their travel money on food/beverages
Travel Guide
15%
14%
Corporate Travel Department
12%
10%
•
Have a higher annual-household income
Tour Operator/ Travel Club
10%
15%
National/State/City Travel Office
8%
5%
Conversely, visitors from the United Kingdom are less likely to:
Sources Used to Plan Trip
Visitor Spending CA Visitor Spending in the U.S. per Visitor
$3,590
$2,141
$153
$121
Per Visitor/Trip (CA)
$1,872
$1,319
1.7
1.7
Hotel/Motel
76%
76%
•
Book their air trip via a travel agency office
Per Visitor/Day (CA)
•
Be on their first trip to the United States
Average Travel Party Size
•
Visit Los Angeles or New York City as part of their trip
•
Visit amusement/theme parks
Private Home
30%
32%
Use air travel for transportation between U.S. cities
Other
6%
4%
•
Length of Stay
Type of Lodging
pend their travel funds in the United States as well S as in California
Mean Nights in the U.S.
23.4 nights
17.7 nights
Mean Nights in California
12.2 nights
10.9 nights
Spend their travel funds on gifts or souvenirs
52%
62%
•
Activities Experienced in U.S.
•
Use a credit card for trip expenses
Shopping
89%
90%
Sightseeing
83%
89%
Experience Fine Dining
44%
39%
Historical Locations
35%
43%
Guided Tours
33%
45%
•
% of California Nights
Source: U.S. Dept. of Commerce, National Travel and Tourism Office, “Survey of International Air Travelers.” via Visit California
NEWPORTBEACHANDCO.COM | 49
China Market Profile Travelers from China have been flocking to the United States. Since the simplification of the tourist visa was implemented, travel from China has increased by double-digit percentages. Newport Beach & Company in partnership with the Orange County Visitors Association is eager to entice this lucrative market to visit Newport Beach. KEY TAKEAWAYS • The National People’s Congress set the growth target for 2016 at 6.5 percent to seven percent. •
orecasters predict the gross-domestic product (GDP) F to actually grow 6.2 percent in 2016.
ECONOMIC OUTLOOK The Government Work Report presented to the National People’s Congress in early March confirms that economic growth remains the government’s key objective. The report
stressed that the aim to double GDP and per-capita income by 2020, set in 2010, calls for average growth of at least 6.5 percent in 2016-20. The growth target for 2016 was set at 6.5 percent to seven percent. However, downward pressure on growth persisted at the start of 2016. Retail sales volumes growth eased amid weaker wage growth and increased uncertainty. Tourism Economics estimates volumes grew by around 9.5 percent year-on-year compared to 10.8 percent in the fourth quarter. The ambitious growth target for this year requires the government policies that have been implemented to support policy stimulus. However, given the challenging external and domestic environment, Tourism Economics expects GDP growth of 6.2 percent this year. Continued implementation of supply-side reforms is vital to enable robust organic growth over the medium term and to achieve the targeted level of income.
CHINA: REAL CONSUMPTION & INVESTMENT % year
12
Forecast
11 10 9 8 7 6
GDP
Household consumption
5 4 3
Fixed investment
2 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
50 | 2016-17/2017-18 MARKETING PLAN
Source: Oxford Economics
# OF VISITORS FROM CHINA TO CA
1200 1000
Visit California has detailed the characteristics of Chinese-traveler behaviors. Compared to all overseas visitors to California, travelers from China are more likely to: •
•
(in 000s)
TRAVELER RESEARCH Chinese travelers are now the largest overseas travel market to California as of 2012 with 996,000 visitors to California in 2014. Visitors from China are forecasted to surpass Brazil, Japan and the United Kingdom to become the largest market to the United States in 2020; 2014 saw over two million Chinese visitors to the United States.
996
800
818 671
600 400
470
382
200
243
0
2009
2010
2011
2013
2012
2014
Source: U.S. Department of Commerce, National Travel & Tourism Office Revised by Tourism Economics for Visit California
COMPARISON OF ALL OVERSEAS VISITORS VS. ALL VISITORS FROM CHINA ALL OVERSEAS VISITORS
ALL VISITORS FROM CHINA
ave a decidedly shorter trip-planning and advance H airline-booking horizon
Purpose of Trip Vacation/Holidays
66%
54%
ake use of an inclusive-travel package including M attractions, events and entertainment
Visit Friends/Relatives
34%
32%
Business
18%
22%
Convention/Conference
12%
16%
ave a longer stay in the United States as well H as in California
Sources Used to Plan Trip Airline
43%
39%
•
Be on their first trip to the United States
Online Travel Agency
32%
24%
•
Visit Los Angeles as part of their trip
Travel Agency Office
25%
15%
•
•
•
• •
xperience fine-dining and visit art galleries E and museums while in the United States
Personal Recommendation
29%
32%
Travel Guide
15%
15%
Corporate Travel Department
12%
16%
se a private or company auto for transportation U in the United States
Tour Operator/ Travel Club
10%
13%
National/State/City Travel Office
8%
5%
Average Travel Party Size
1.7
2
Spend more while in the United States and California
Visitor Spending
pend a higher percentage of their travel funds S on gifts and souvenirs in the United States
$3,590
$4,092
Per Visitor/Day (CA)
$153
$138
Per Visitor/Trip (CA)
$1,872
$2,253
CA Visitor Spending in the U.S. per Visitor
•
Use a credit card to make purchases
Type of Lodging
Have a lower average annual-household income
Hotel/Motel
76%
68%
•
Private Home
30%
36%
Other
6%
6%
Mean Nights in the U.S.
23.4 nights
29.6 nights
Mean Nights in California
12.2 nights
16.3 nights
52%
55%
Shopping
89%
95%
Sightseeing
83%
85%
Conversely, visitors from China are less likely to: • •
• •
Travel to California for vacation/holiday purposes se a travel-agency office as a trip-planning source U or means of booking air-trip Visit historical locations se a taxicab/limousine for transportation in U the United States
Length of Stay
% of California Nights Activities Experienced in U.S.
Experience Fine Dining
44%
55%
Historical Locations
35%
25%
Guided Tours
33%
27%
Source: U.S. Dept. of Commerce, National Travel and Tourism Office, “Survey of International Air Travelers.” via Visit California
NEWPORTBEACHANDCO.COM | 51
Middle-East Market Profile Newport Beach & Company and Orange County Visitors Association have identified the Middle East as the next major international opportunity market, with high in-market spending and a desire to experience luxury lifestyles. Newport Beach & Company and Orange County Visitors Association have targeted the United Arab Emirates, Saudi Arabia and Qatar as the primary Middle-East country markets. KEY TAKEAWAYS • The Persian Gulf economies experienced their weakest economic growth since 2009 at three percent in 2015 due to decreased oil costs. •
ersian Gulf economies are in a more stable place than P they were prior to the economic downturn of 2008
ECONOMIC FORECAST Falling oil prices have triggered a tightening of liquidity in financial markets across the Gulf Cooperation Council (GCC) in recent months, reflected in a sharp deceleration in monetary growth, tighter bank-finding conditions, ratingagency downgrades, rising-market interest rates and stock-
52 | 2016-17/2017-18 MARKETING PLAN
market declines. If unchecked, this risks reducing access to credit for firms and households and ultimately a more serious economic downturn than to date. So far, credit growth has held up well thanks to a steady pipeline of infrastructure projects and solid household sector demand. But banks are showing increasing signs of stress, corporate bond issuance has dried up and various governments have suffered credit rating downgrades, raising the cost of funding further. The collapse in oil prices has brought a significant economic slowdown in the oil-exporting Gulf economies, with growth estimated at just three percent last year – its weakest since 2009. But there are growing signs that things could be getting worse as the ease of access to funds in the financial system continues to tighten. The plunge in oil prices since mid-2014, however, has triggered a steady tightening in monetary conditions that recently appears to have kicked up a gear. This has been evident across a number of channels. The tightening of liquidity conditions across the GCC region may have further to go. Oil prices are forecast to remain weak into the long term, implying no quick improvement in economic conditions or confidence. Although conditions in the regional-banking sector could get tougher, a fullblown credit crunch comparable to that of 2009 still looks some way off. For a start, although there are clear risks, the chances of a synchronized global downturn of the intensity that sparked the global-financial crisis of 2008/2009 look slim. And even if the global economy does turn down, the GCC region looks considerably less vulnerable than it was then: growth has already slowed from its unsustainably-fast pre-crisis speed and bubbles in stock and property markets have been purged.
# OF VISITORS FROM THE MIDDLE EAST TO CA
300
Travel to California to visit friends/relatives
•
Plan and book their trip using the airlines
•
Plan their trip using a personal recommendation
•
• •
• •
•
•
•
•
•
• •
•
200
198
150
120
100
131
Travel alone ave a longer stay in the United States and H California Visit New York City while in the United States isit amusement/theme parks while in the United V States ake use of air travel between cities as a means M of transportation while in the United States pend per-visitor per-trip in the United States as S well as in California e in management, business, science and arts B occupations
Make use of a pre-paid package isit San Francisco or Las Vegas while in the V United States isit National Parks/monuments or historical V locations while in the United States Go on guided tours ake use of taxicab/limousines as a means of M transportation while in the United States Be in service occupations
225
156
50 0
2009
2010
2011
2012
2013
2014
Source: U.S. Department of Commerce, National Travel & Tourism Office Revised by Tourism Economics for Visit California
COMPARISON OF ALL OVERSEAS VISITORS VS. ALL VISITORS FROM THE MIDDLE EAST
ave a decidedly shorter trip-planning and H advance airline-booking horizon
Conversely, visitors from the Middle East are less likely to: •
(in 000s)
TRAVELER RESEARCH Visit California has detailed the characteristics of Middle Eastern traveler behaviors. Compared to all overseas visitors to California, travelers from the Middle East are more likely to: •
274
250
ALL OVERSEAS VISITORS
ALL VISITORS FROM THE MIDDLE EAST
Vacation/Holidays
66%
66%
Visit Friends/Relatives
34%
45%
Business
18%
21%
Convention/Conference
12%
10%
Airline
43%
56%
Online Travel Agency
32%
40%
Purpose of Trip
Sources Used to Plan Trip
Travel Agency Office
25%
17%
Personal Recommendation
29%
38%
Travel Guide
15%
10%
Corporate Travel Department
12%
14%
Tour Operator/ Travel Club
10%
50%
National/State/City Travel Office
80%
10%
Average Travel Party Size
1.7
1.5
$3,590
$4,750
Per Visitor/Day (CA)
$153
$155
Per Visitor/Trip (CA)
$1,872
$2,349
Hotel/Motel
76%
71%
Private Home
30%
36%
Other
6%
8%
Mean Nights in the U.S.
23.4 nights
29.8 nights
Mean Nights in California
12.2 nights
15.2 nights
52%
51%
Shopping
89%
96%
Sightseeing
83%
82%
Visitor Spending CA Visitor Spending in the U.S. per Visitor
Type of Lodging
Length of Stay
% of California Nights Activities Experienced in U.S.
Experience Fine Dining
44%
47%
Historical Locations
35%
25%
Guided Tours
33%
27%
Source: U.S. Dept. of Commerce, National Travel and Tourism Office, “Survey of International Air Travelers.” via Visit California
NEWPORTBEACHANDCO.COM | 53
Canada Market Profile Canada is a major visitor market to the United States and California. In 2015, 1.5 million Canadian visitors are expected to arrive in California. Looking for warm-weather destinations and direct flights operating between John Wayne Airport, Orange County and Vancouver, British Columbia, Canada is an opportunity market for Newport Beach & Company to expand international marketing. KEY TAKEAWAYS • Canada’s real gross-domestic product (GDP) grew 1.2 percent in 2015. •
The economy is expected to keep at a similar pace in the coming year.
ECONOMIC FORECAST Canada’s economy surprised to the upside in the fourth quarter of 2015 as real GDP grew by 0.8 percent annualized. However, the details of the report are not inspiring. The positive growth rate came largely from a collapse in
CANADA: UNEMPLOYMENT AND THE NAIRU* % year
12
Forecast
11
Actual unemployment
10 9 8 7
NAIRU
6 5 1990
1994
1998
2002
2006
2010
2014
2018
Source: Oxford Economics *NAIRU = Non-Accelerating Inflation Rate of Unemployment
54 | 2016-17/2017-18 MARKETING PLAN
imports, which, though it helps support headline real GDP, signals weak domestic demand. Business investment continued to spiral, down 12.5 percent while consumer spending growth slowed to just one percent. Real GDP grew a modest 1.2 percent on average in 2015, and Tourism Economics believes real activity will fail to accelerate much this year. The oil price collapse will continue to cast its shadow over the economy, constraining business investment and energy exports. Non-energy activity will mitigate the impact of the oil-price shock, but the offset will be fairly weak. With these factors in mind, Tourism Economics forecasts real GDP growth this year of only 0.9 percent. The Bank of Canada delivered no surprises at its March policy meeting as it kept the overnight rate steady at 0.5 percent, judging that the current policy rate was appropriate given the balance of risks. Though low oil prices remain a major downside risk to the outlook, the central bank sees economic activity and inflation progressing in line with its January forecast. The forthcoming Prime Minister Trudeau spending package is certain to drive federal finances further into the red in coming years. It is unclear how much additional spending, particularly in infrastructure investment, the government will undertake. The debt burden will rise as a consequence but action is being taken in an attempt to counter the oil-price drag.
1,800
# OF VISITORS FROM THE CANADA TO CA
1,600
(in 000s)
1,400 1,200 1,000
1,257
1,233
2008
2009
1,451
1,476
1,543
1,567
2010
2011
2012
2013
800 600 400 200
Source: U.S. Department of Commerce, National Travel & Tourism Office Revised by Tourism Economics for Visit California
CANADIAN VISITOR TRAVELER HIGHLIGHTS Canadian Visitors to the United States (2013): •
Total Visitors: 23.4 million
•
Total Spend: $21.6 billion
•
Average spend per visitor: $923
Canadian Visitors to California (2013): •
Total Visitors: 1.6 million
•
Total Spend: $2.2 billion
•
•
•
verage spend per visitor: A $1,396 Air Traveler Length of Stay: 5 nights Average Group Size: 2 people
ICONIC BALBOA BARS During a warm afternoon on Balboa Island, visitors and residents enjoy the signature sweet treat – the famous Balboa Bar, ice cream dipped in chocolate and sprinkled with your favorite topping!
SOURCE: FORWARD KEYS VIA VISIT CALIFORNIA
NEWPORTBEACHANDCO.COM | 55
U.S. Domestic-Market Profile The majority of travel to Newport Beach is from the domestic United States. Understanding the economic situation at a national level is essential to identifying traveler patterns. KEY TAKEAWAYS • The U.S. economy is expected to grow around two percent to 2.5 percent in the coming years, and then slow toward two percent. •
•
•
trong income growth should support robust S spending and housing activity DP was up 2.1 percent in 2016, and is expected G to increase 2.4 percent in 2017 onsumer-spending growth should average 2.6 C percent in 2016-2017
56 | 2016-17/2017-18 MARKETING PLAN
ECONOMIC OUTLOOK A strong U.S. dollar, sluggish global growth and reduced oil and gas investment will continue to constrain activity. Domestically, however, strong-income growth should support robust spending and housing activity while the U.S. Federal Reserve Bank will tighten policy only very gradually. Tourism Economics revised its 2016 gross-domestic product (GDP) up a tick to 2.1 percent while 2017 growth was shaved to 2.4 percent on weaker net exports and business investment. The picture remains one of solid domestic fundamentals constrained by global headwinds. Real GDP growth was revised up to one percent in fourth quarter 2015 with final sales rising 1.2 percent. Consumer spending advanced modestly, up two percent, while residential investment capped off a strong year with a 7.9-percent advance. The major drags on growth came from net trade and business investment.
Key forecast drivers include: •
•
•
•
usiness investment constrained - business investment will B remain constrained by the strong U.S. dollar, weak global growth and depressed oil prices.
olid labor-market gains - nonfarm payrolls rose S 242,000 in February, while the unemployment rate fell to 4.9 percent, the participation rate rose to 62.9 percent and wage growth slipped to 2.2 percent year-over-year.
•
S tronger consumer spending - boosted by buoyant private-sector confidence, steady increases in employment and faster wage growth, consumerspending growth should average 2.6 percent in 2016-2017.
The U.S. economy is expected to grow at an annual pace just around 2 percent to 2.5 percent in the coming years, before slowing towards 2 percent. In part, this reflects a reduction in the output gap, which is currently estimated to be around 2 percent of GDP.
luggish global trade – U.S. exports are anticipated to pick S up modestly in 2016, albeit they will continue to be hindered by the strong U.S. dollar and weak global growth.
inancial conditions – financial-market strains will F weigh on confidence and marginally affect the momentum in private-sector outlays.
FORCAST FOR U.S. (Annual percentage changes unless specified) 2014
2015
2016F
2017F
2018F
2019F
2.4
2.4
2.1
2.4
2.3
2.1
2.7
3.1
2.7
2.5
2.3
2.1
Fixed Investment
4.1
3.7
2.9
3.9
3.9
3.5
Government Consumption
-0.5
0.4
0.7
0.4
0.4
0.4
Exports of Goods and Services
3.4
1.1
0.5
2.7
3.8
4.3
Imports of Goods and Services
3.8
4.9
0.9
2.7
3.9
4.3
Stockbuilding (% of GDP)
0.4
0.6
0.3
0.2
0.2
0.2
3.7
1.3
0.4
2.6
2.5
2.2
GDP Private Consumption
Industrial Production Consumer Prices
1.6
0.1
1.1
1.8
2.2
2.3
Current Balance (% of GDP)
-2.2
-2.7
-2.4
-2.4
-2.4
-2.5
Federal Budget (% of GDP)
-2.8
-2.4
-2.6
-2.7
-2.9
-3.1
Short-Term Interest Rates (%)
0.23
0.32
0.78
1.65
2.40
3.00
Long-Term Interest Rates (%)
2.54
2.14
2.08
2.51
2.94
3.31
Exchange Rate (US$ per Euro)
1.33
1.11
1.07
1.06
1.09
1.12
Exchange Rate (Yen per US$)
105.9
121.0
118.2
124.5
125.2
125.0
Source: Tourism Economics F= Forecast
NEWPORTBEACHANDCO.COM | 57
FEBRUARY TRAVEL TRENDS INDEX
U.S. TRAVEL-TRENDS INDEX On a monthly basis, the U.S. Travel Association releases the Travel-Trends Index (TTI), providing an analysis conducted by Oxford Economics of current trends in travel demand, as well as a near-term outlook for the direction and pace of travel to and within the United States. As reported in the February 2016 Travel Trends Index, U.S. travel volume grew in February 2016 at a slightly slower rate than in January. The expansion in domestic-leisure travel eased as domestic-business travel fell. International-inbound travel grew more slowly than domestic travel for the eighth month in a row, and domestic travel is expected to maintain its lead over the next six months.
54 53 52
•
•
•
3-mo, 51.3
51
6-mo, 51.2
50
Jul-16
Aug-16
Jun-16
Apr-16
May-16
Mar-16
Jan-16
Feb-16
Dec-15
Oct-15
Nov-15
Sep-15
Jul-15
Aug-15
Jun-15
Apr-15
May-15
Feb-15
48
Mar-15
49
Source: Oxford Economics, U.S. Travel Association 1. U.S. Travel Association (February 2016), Travel Trends Index: https://www.ustravel.org/research/travel-trends-index
The following are some key highlights from the February 2016 report: •
Index (>50=exxpansion, <50=decline)
55
2. Defined as: person trips to or within the United States involving a hotel stay or air travel
he Current Travel Index (CTI) read 51.1, a 2.2 percent T year-over-year increase, in February, dipping below the 6-month moving average of 51.8 while marking the 74th straight month that the U.S. travel industry has expanded.
4.0
PERSON TRIPS
% growth
Forecast
3.5
M odest growth in international inbound travel continues as the strong U.S. dollar weighs on foreign buying power in the United States.
3.0
Leisure Person Trips
2.5 2.0 1.5
omestic leisure will remain the leading U.S. travel D segment, while domestic-business travel is expected to decline through the summer.
Business Person Trips
1.0 0.5 0.0 -0.5 2013.1
hrough August 2016, U.S. travel volume will average T two-percent growth.
2014.1
2015.1
Source: Tourism Economics
2016.1
2017.1
DOMESTIC PERSON TRIPS IN THE U.S. (Millions) 2009
Total % change By purpose Business
% change Leisure % change Hotel room demand Room nights
% change
2010
2011
2012
2013
2014
2015F
2016F
2017F
2018F
2019F
2020F
1900.1 1963.7 1997.5 2030.3 2059.6 2109.3 2160.4 2202.7 2236.1 2273.3 2309.5 2348.7 -3.3
3.3
1.7
1.6
1.4
2.4
2.4
2.0
1.5
1.7
1.6
1.7
434.3
446.6
440.7
439.4
444.9
451.0
459.9
466.2
472.2
478.7
485.1
491.2
-5.8
2.8
-1.3
-0.3
1.3
1.4
2.0
1.4
1.3
1.4
1.3
1.3
1465.9 1517.1 1556.8 1590.9 1614.7 1658.3 1700.5 1736.5 1763.9 1794.6 1824.5 1857.4 -2.5
940.7 -6.2
3.5
2.6
2.2
1.5
2.7
2.5
2.1
1.6
1.7
1.7
1.8
1008.1 1057.5 1086.8 1108.6 1157.7 1188.4 1215.0 1241.5 1268.6 1292.3 1316.4 7.2
4.9
Forecast prepared November 2015 Source: Tourism Economics F= Forecast
58 | 2016-17/2017-18 MARKETING PLAN
2.8
2.0
4.4
2.6
2.2
2.2
2.2
1.9
1.9
Though expected to lead the industry, domestic leisure travel may be headed for some moderation in coming months. Growth in vacation intentions by U.S. consumers appears to be softening, along with forward-looking travel searches and bookings. The recent turmoil in financial markets, while influenced by rising concerns about global-growth prospects, is indicative of faltering business sentiment, which will continue to weigh on domestic business-travel volumes into mid-2016. The drag on foreign buying power from a strong U.S. dollar remains the primary weight on inbound travel volumes, which are forecast to grow around one percent through the second quarter. Future airline bookings for travel from overseas have declined from the same time last year, but more robust gains in recent months support a more moderate, near-term growth outlook than one of declines in visitors from abroad. U.S. TRAVEL FORECAST Despite a bumpy ride for the U.S. economy, the domestic-travel forecast is smooth. 2015 marks the sixth straight year of visitation growth and the outlook has been improving as tourism-related economic conditions remain strong and the appetite for travel grows. International visitation is struggling as exchange rate changes and individual countries’ economic performances have a strong effect on international travel. Few weather disruptions benefitted 2015 travel – winter storms were mainly to the north (and, yes, Boston might disagree with the weather disruptions) and hurricanes stayed mainly offshore. Add in strong consumer optimism, growing incomes and employment– and travel consumption is up along with overall consumption. The short-term view remains favorable. Despite bumpy economic indicators, economic growth in the United States is on a strong trend line, and the second half of
STATE OF THE AMERICAN TRAVELER
34.2%
34.4%
57.6 % SAME
54.8 % SAME
8.2%
10.8%
AMOUNT OF TRAVEL THIS YEAR OVER LAST
SPEND OF TRAVEL THIS YEAR OVER LAST
MORE
LESS
*SOURCE: DESTINATION ANALYSTS, INC.
MORE
LESS
2015 should continue that trend. There are some risks to the forecast – global growth is sluggish at best and, while the drop in gas prices helps consumers, it has impacted oil companies negatively, affecting capital expenditures in that industry. But the expectation is for travel to continue to out perform; ending 2015 up 2.4 percent with continued two-percent growth in 2016. Among the surprises has been air travel. Air travel has increased by more than 3.5 percent in the 12 months ending in June 2015 – and remaining summer months of 2015 air-travel growth was forecasted to be even higher. A combination of farther distances and the impact of more millennial travel (more likely to be using group forms of transportation) are two drivers of air travel. Both overnight and day travel are registering above-par growth rates. The healthy economy continues to support higher room demand and overnight travel. Lower travel costs supports travel in both the day and overnight sectors. For the first time in a couple of years, growth in domestic travel is outpacing international travel. International travel has, in general, been impacted by the strong U.S. dollar – making it more expensive for travelers to visit the United States. Along with that, individual country economic performances have added downward pressure on visitation. International visitation of some key markets, including Canada, Brazil and China, is trending downward with the struggles of those economies. Overall, the travel outlook is taking off – both literally and figuratively. Economic factors such as wage and job growth, optimistic consumers, funds available to travel and lower prices are driving travel demand up, up and away. And, literally, the data is showing Americans taking to the skies to get to their destinations.
AMERICAN TRAVELER NEWPORT BEACH APPEAL
30.1% 12.9%
APPEALING OR EXTREMELY APPEALING
LIKELY TO VISIT IN THE NEXT 3 YEARS
NEWPORTBEACHANDCO.COM | 59
California Market Profile The California Travel & Tourism Outlook produced by Tourism Economics for Visit California in February 2016 projects 2.3-percent growth in total visitation to California in 2016, following a 2.6-percent increase in 2015. Overseas visits to California will grow by 4.9 percent in 2016, continuing to slow from stronger rates seen during much of the recovery. Domestic visitation is expected to rise 2.2 percent in 2016, following a 2.6 percent increase in 2015, as robust domestic day- and leisure-travel gains offset weaker gains in domestic-overnight visitation and mediocre growth in domestic-business visits. Growth in California-visitor volume is easing after a strong post-recession rebound. Domestic-economic fundamentals remain on a firm footing, but more muted gains in demand for travel to California from U.S. origins are expected through 2020 as growth approaches historical averages. The recent boost to domestic visits from lower travel costs will also ease as fuel prices normalize, with domestic-visitor growth in range of two percent anticipated over the forecast horizon.
60 | 2016-17/2017-18 MARKETING PLAN
On the international inbound side, a strong U.S. dollar and weaker demand drivers in key California source markets, such as Canada, China and parts of Europe, are driving softer growth in visitation. Weakness in Canada and the lack of a steady, broad-based recovery in Europe are also driving a more modest inbound travel outlook for California, with growth in total inbound visits expected to settle around 3.8 percent by 2020. Despite some near-term easing, California visitor-spending growth is expected to firm over the forecast horizon. The advance of food and lodging prices in 2015 was offset by a drop in transportation costs, holding travel-price inflation at bay, and causing spending growth to moderate at 2.8 percent. These pressures, along with a strong dollar, will persist into 2016, with expected growth in visitor spending at 2.7 percent. Longer-term, the projected rise in gas prices, stronger consumer price inflation, and improvements in foreign-buying power will drive total visitor-expenditure growth in California north of four percent.
ANNUAL PERSON TRIPS TO CALIFORNIA (Annual % change) 2010
2011
2012
2013
2014
2015
2016F
2017F
2018F
Total
9.0%
Business
-0.9%
4.7%
3.1%
5.6%
3.4%
2.6%
2.2%
2.3%
2.1%
0.9%
-3.8%
0.8%
0.3%
1.1%
1.9%
1.7%
1.4%
Leisure
12.2%
5.7%
4.9%
6.8%
4.1%
2.9%
2.3%
2.4%
2.2%
Day
9.8%
5.2%
3.4%
6.1%
3.6%
3.0%
2.2%
2.4%
2.1%
Overnight
8.2%
4.1%
2.8%
5.2%
3.2%
2.1%
2.2%
2.3%
2.1%
Domestic
Source: Tourism Economics; DKSA, TNS Global (domestic); CIC Research, OTTI (international); Dean Runyan, (Expenditures) F = Forecast
CALIFORNIA TOURISM SUMMARY (Annual % change) 2010
2011
2012
2013
2014
2015
2016F
2017F
2018F
9.0%
4.9%
3.1%
5.6%
3.5%
2.6%
2.3%
2.4%
2.2%
Total Visits
9.0%
4.7%
3.1%
5.6%
3.4%
2.6%
2.2%
2.3%
2.1%
Leisure Visits
12.2%
5.7%
4.9%
6.8%
4.1%
2.9%
2.3%
2.4%
2.2%
9.4%
8.8%
3.5%
4.5%
5.1%
3.0%
3.5%
4.0%
3.6%
100.4
107.4
110.6
113.4
117.5
120.8
124.1
129.0
134.4
% change
8.9%
7.0%
3.0%
2.5%
3.6%
2.8%
2.7%
3.9%
4.2%
Domestic
83.4
88.3
90.7
91.3
94.2
96.4
98.6
102.0
106.0
& change
8.9%
5.9%
2.7%
0.7%
3.1%
2.3%
2.3%
3.5%
3.9%
International
17.0
19.1
19.9
22.1
23.3
24.4
25.6
27.0
28.5
8.9%
11.7%
4.1%
11.1%
5.7%
4.6%
4.7%
5.6%
5.5%
Total Visits Domestic
International Total Total Expenditures ($B)
% change
Source: Tourism Economics; DKSA, TNS Global (domestic); CIC Research, OTTI (international); Dean Runyan, (Expenditures) F = Forecast
ANNUAL PERSON TRIPS TO CALIFORNIA (Millions)
Total
2010
2011
2012
2013
2014
2015
2016F
2017F
2018F
212.6
223.1
230.0
242.8
251.3
257.9
263.8
270.2
276.1
Business
47.4
48.1
46.6
47.1
47.5
48.1
49.2
50.2
51.5
Leisure
165.2
175.0
183.4
195.7
203.8
209.8
214.6
220.0
225.0
Total
199.3
208.6
215.1
227.2
234.8
240.9
246.2
251.9
257.2
Business
43.8
44.2
42.6
42.9
43.0
43.5
44.4
45.1
45.8
Leisure
155.5
164.4
172.5
184.2
191.8
197.4
201.9
206.8
211.4
Day
104.1
109.6
113.3
120.1
124.4
128.1
131.0
134.1
136.9
Overnight
95.1
99.1
101.8
107.1
110.5
112.8
115.3
117.9
120.3
13.3
14.5
15.0
15.7
16.5
17.0
17.6
18.3
18.9
Domestic
International Total
Source: Tourism Economics; DKSA, TNS Gloval (domestic); CIC Research, OTTI (international); Dean Runyan, CIC Research (Expenditures) F= Forecast
NEWPORTBEACHANDCO.COM | 61
Orange County Market Profile
JOHN WAYNE AIRPORT, ORANGE COUNTY ARRIVALS 5,500,000
5,097,797
5,000,000
Orange County continues to be a top visitor destination. With major visitor attractions, scenic beaches and worldclass shopping, visitors from across the country and around the world choose Orange County for their vacations.
4,500,000
4,632,597 4,369,031
4,321,053 4,353,282
4,000,000 3,500,000 3,000,000
The PKF Southern California Lodging Forecast examines visitor information throughout Southern California, and economic factors that impact travel.
2009
2010
2011
2013
2014
2015
2016 ORANGE COUNTY HOTEL FORECAST
+4.4%
MILLION VISITORS TO ORANGE COUNTY IN 2014
$
SUPPLY
77.2%+3% OCCUPANCY
164.80 +5.1%
$ BILLION DIRECT VISITOR SPENDING IN ORANGE COUNTY IN 2014 +11.2%YOY
62 | 2016-17/2017-18 MARKETING PLAN
2012
Source: John Wayne Airport, Orange County
Orange County is in a very stable destination, recovering from the recent economic downturn. Unemployment is down to 4.7 percent; lower that the State of California’s 6.2 percent and national unemployment at 5.3 percent. Newport Beach is fortunate to have one of the country’s most efficient airports just outside its borders. John Wayne Airport, Orange County is the major gateway for non-regional visitors to Orange County and Newport Beach with more than 20 non-stop destinations serviced.
4,704,741 4,440,345
Source: PKF Southern California Lodging Forecast
AVERAGE DAILY RATE
THE ICONIC “WEDGE” The Wedge is a hot spot for powerful and awesome surf. An area known for its shore-breaking waves, the Wedge is more a place to admire than to engage. Either way, this spot with the biggest swell, sometimes with waves up to 30 feet, is a must see in Southern California.
NEWPORTBEACHANDCO.COM | 63
Newport Beach Market Profile The Newport Beach hotel sector has enjoyed strong performance over the past five years. The industry sold 18 percent more rooms in 2015 than in 2011 and charged an average of 43 percent more per hotel room night. Occupancy rates averaged 78 percent for the year in 2015. Following national and regional trends, the pace of Newport Beach hotel-demand growth is expected to slow in 2016. This is a function of continued economic headwinds as well as high occupancy rates, which will constrain demand in the peak summer-travel season.
Still, economic fundamentals indicate further growth potential through the 2018 forecast horizon with occupancy rates exceeding 80 percent by 2017. By 2018, hotel demand is predicted to reach 965,475 room-nights sold. RevPAR (revenue-per-available room) will be driven primarily by ADR (average daily rate), which will continue to grow between three percent and four percent per annum over the next three years.
NEWPORT BEACH HOTEL OUTLOOK SUPPLY
DEMAND
OCCUPANCY
REVENUE
ADR
REVPAR
2010
1,153,213
774,488
67%
$127,869,420
$165
$111
2011
1,161,065
825,367
71%
$148,556,223
$180
$128
2012
1,164,500
848,319
73%
$166,009,305
$196
$143
2013
1,168,641
857,784
73%
$181,372,477
$211
$155
2014
1,168,455
890,181
76%
$202,062,811
$227
$173
2015
1,168,365
916,067
78%
$216,872,711
$237
$186
2016F
1,170,702
929,808
79%
$226,729,576
$244
$194
2017F
1,173,043
946,545
81%
$238,427,461
$252
$203
2018F
1,175,389
965,475
82%
$251,707,871
$261
$214
Source: STR, Inc.; Tourism Economics F= Forecast ADR= Average Daily Rate REVPAR= Revenue per available room
64 | 2016-17/2017-18 MARKETING PLAN
NEWPORT BEACH HOTEL PERFORMANCE The most obvious indicator of visitors to the city is hotel performance. Newport Beach & Company tracks monthly hotel data through STR, Inc., comparing year-over-year numbers as well as looking at competitorsâ&#x20AC;&#x2122; behaviors to see how Newport Beach is pacing.
NEWPORT BEACH HOTEL PERFORMANCE 2015
78.4% +2.9% $ 236.14 +4.3% AVERAGE OCCUPANCY
AVERAGE DAILY RATE
185.13 +7.3%
$
REVPAR*
916,019 +2.9% $ 216,304,649 +7.3% DEMAND (ROOMS SOLD)
REVENUE
*REVPAR= Revenue per available room
NEWPORT BEACH HOTEL OUTLOOK, % CHANGE
2011
SUPPLY
DEMAND
OCCUPANCY
REVENUE
ADR
REVPAR
0.7%
6.6%
5.8%
16.2%
9.0%
15.4%
2012
0.3%
2.8%
2.5%
11.7%
8.7%
11.4%
2013
0.4%
1.1%
0.8%
9.3%
8.0%
8.9%
2014
-0.02%
3.8%
3.8%
11.4%
7.4%
11.4%
2015
-0.01%
2.9%
2.9%
7.3%
4.3%
7.3%
2016F
0.2%
1.5%
1.3%
4.5%
3.0%
4.3%
2017F
0.2%
1.8%
1.6%
5.2%
3.3%
4.9%
2018F
0.2%
2.0%
1.8%
5.6%
3.5%
5.4%
Source: STR, Inc.; Tourism Economics F= Forecast ADR= Average Daily Rate REVPAR= Revenue per available room
NEWPORTBEACHANDCO.COM | 65
Newport Beach Visitor Information Knowing who the current Newport Beach visitor is helps identify new potential visitors and encourage repeat visitation. In 2015, Newport Beach & Company conducted a visitor profile to understand who the visitors to the city are and what they do while they are in the city. This study helps target key markets, travel patterns and top metrics.
$
7 MILLION TOTAL VISITOR VOLUME 1 BILLION
$
TOTAL VISITOR SPENDING
10TOTAL MILLION VISITOR DAYS
95% VISITORS SATISFIED WITH THEIR EXPERIENCE
3.2
AVERAGE # OF TRIPS
310 AVERAGE SPEND/DAY/ $
TRAVELER DEMOGRAPHICS:
40.6 AVERAGE AGE
52.5% MARRIED
110K 23.6% HAVE
$
HHI
CHILDREN
TRAVEL PARTY
TOP TRIP-PLANNING RESOURCES:
38%
OPINIONS OF FRIENDS AND RELATIVES
17%
14 % USER-
GENERATED CONTENT OR REVIEW WEBSITES
FACEBOOK CONTENT 66 | 2016-17/2017-18 MARKETING PLAN
TOP NEWPORT BEACH ACTIVITIES:
74 % DINING
50%
OUTDOOR ACTIVITIES
40%
SHOPPING
METHOD OF BOOKING LODGING:
45%
HOTEL WEBSITE
24%
TRAVEL WEBSITE
Leisure Traveler Future Map EXPLOIT STRENGTHS Natural Resources • •
State Beach
Back Bay – local estuary
•
Clean beaches
Year-Round Outdoor Weather •
Biking/Hiking
•
Boating/Kayaking
Visitor Offerings •
Diverse accommodations
•
Engaging activities
Award-winning hotels and resorts
•
World-renowned events
•
Supportive Hotel Partners
• •
•
•
Safe community
lean, efficient airport C (SNA)
Relatively close to LAX airport
Infrastructure maintained
Expanded visitor markets
•
Length of stay
•
Daytrip to overnight ratio
•
Low winter occupancy
Limited waterfront hotels
Central Southern California location
arking and public P transportation options
Restaurants
Service level
Retail/Shopping
Sharing economy
Diverse neighborhoods
Brand-defined destination
Newport Beach & Company in-house talent
•
Niche audiences
•
International efforts
Transportation Relationships
usiness/Frequent B Individual Traveler (FIT)
•
econd- and third-tier S markets
•
•
Traveler patterns
MONITOR OPPORTUNITIES
•
MITIGATE WEAKNESSES
SW OT
Newport Harbor/Beaches
•
•
Government & Community Development
Limited in-city attractions
PREPARE FOR CONTINGENCIES OR THREATS
Weather and environmental hazards
Airline opportunities and airport
Economy
etro and public M transportation
Coastal competition
Varying political situations
Leisure sales partnerships
International currency flux
Fostering recognized events
Sharing economy
Lido Marina Village revitalization •
Lido Marina Village
•
Lido House Hotel
NEWPORTBEACHANDCO.COM | 67
OBJECTIVE 1
STRATEGY Launch Targeted, Integrated-Marketing Campaigns Develop fully integrated, targeted-marketing campaigns to attract visitors to Newport Beach during slow periods (need periods) for tourism-related Newport Beach businesses (hotels, retail, attractions and restaurants.) TACTICS • P lace strategic, paid-media buys to promote Newport Beach on channels relevant to potential travelers in targeted media markets to drive incremental visitation, spending and repeat business. •
•
•
•
•
•
STRATEGY International Influencers 101 Educate international travel influencers on the Newport Beach attributes that are most applicable to the target market. TACTICS • Develop integrated-marketing, media -relations and travel-trade programs in the United Kingdom. •
tilize digital resources to push messaging to existing U Newport Beach audiences. xplore target audiences who are apt to travel during E need periods such as a couple’s getaway in late August and families on spring break in March and April.
•
evelop packages with hotel, retail, activities and dining D partners to offer vacation options during need-periods. se media relations to spread message through trustedU media sources while promoting participating partners. I nvestigate a loyalty program to entice repeat visitors and reward need-period visitation. lan a quarterly events calendar to guide messaging, P timing and placements.
•
•
•
•
68 | 2016-17/2017-18 MARKETING PLAN
ork with Orange County Visitors Association (OCVA) W and its offices in China and the Middle East to reach travel agents, tour operators and travel media who influence travel-planning decisions for consumers in each region. ring international travel agents, tour operators and B travel media to Newport Beach for familiarization (FAM) tours to fully understand the destination and establish a personal connection when selling to travel clients and travel media. reate in-language Newport Beach collateral pieces C and videos for non-English-speaking markets. xplore international in-market travel-agent training E and press visit options to best utilize resources to reach as many influencers as possible. evelop a travel-agent training presentation to best D represent Newport Beach to agents who have not experienced the destination. evelop website-landing page, travel-agent Web D content and an e-newsletter for the travel-trade market.
Generate 60,000 incremental leisure hotel-room nights and $ 40 million in incremental leisure-travel (visitor) spending to Newport Beach. STRATEGY Convert Event Attendees to Overnight Visitors Increase brand awareness and economic impact of signature Newport Beach events, and entice event visitors to stay overnight.
STRATEGY Act Global. Be local. Target leisure travelers and travel influencers in international and fly markets who have longer lengths of stay and spend more while in the destination. TACTICS • Continue partnership with Orange County Visitors Association to market to domestic markets that are financially out-of-reach when marketed to independently. •
•
ollaborate with Black Diamond in the United Kingdom C and Orange County Visitors Association in China and the Middle East to continue press and travel-trade outreach in each market. I nvestigate opportunities to expand international reach into Canada, a high-volume market.
STRATEGY Convert Daytrippers to Overnight Visitors Convert day-trippers to overnight visitors to increase incremental leisure travel to Newport Beach. TACTICS Develop drive-market campaign focused on overnight visitation for local audiences.
•
•
•
•
Investigate incentive-based drive market campaign to add additional benefits to visit. reate packages with hotel partners including a focus C on activities that draw daytrippers. Educate locals on new destination features such as Lido Marina Village and Lido House Hotel to encourage overnight stay.
TACTICS • Promote Newport Beach signature event partners through marketing efforts to reach potential visitors focusing on drive and fly markets based on the event’s scope. •
•
•
•
•
xpand overall revenue with increased sponsorship E opportunities to support events and Visit Newport Beach, Inc. ontinue growth of Newport Beach’s most iconic C signature event, the Newport Beach Christmas Boat parade through strategic marketing, sponsorships and expanded parade enhancements. romote public events hosted at hotels with associated P overnight accommodations. evelop packages around signature events that D include hotel packages. artner with Newport Beach TV for all signature events P to share with wider audience, with the intent to create a draw to Newport Beach for future events.
STRATEGY Encourage Meetings Attendees to Extend Stay Increase attendance at meetings held and booked in Newport Beach at tourism business-improvement district (TBID) hotel partners and promote extended stays by promoting Newport Beach’s appeal as a leisure getaway destination. TACTICS • Develop pre- and post-meeting leisure hotel packages to encourage meetings attendees to attend their Newport Beach meeting and extend their stay in the destination as a leisure vacation by combining a business trip with a leisure getaway. •
uild a meeting-planner toolkit that includes a B refreshed photo and video library, logos, pre-written destination copy blocks, e-mail banner templates and social-media graphics, so meeting planners can promote their upcoming meeting in Newport Beach and in-turn build attendance. NEWPORTBEACHANDCO.COM | 69
OBJECTIVE 2
STRATEGY Be Emotionally Impactful via Enhanced Visitor Experiences Connect with leisure travelers, meeting attendees and all visitors while they are in Newport Beach via one-toone, personalized experiences to improve the visitor experience, which in turn results in repeat visitation and positive, word-of-mouth endorsements of Newport Beach. TACTICS • Utilize Newport Beach & Company-owned digital assets by developing in-market resources and sharing stimulating and useful content.
- Manage and update the visitor kiosk, which provides information, printed maps and attraction tickets. •
reate engaging, up-to-date collateral pieces that help C visitors plan their trip and guide them in-market, while also promoting Newport Beach tourism partners
- Create the annual Inspiration Guide, a trip planning and memento piece distributed to future travelers by request and in Newport Beach hotel rooms. - Create annual Mini-Guide, an in-market piece focused on the Newport Beach neighborhoods with a detailed map.
- Develop and deploy an enhanced mobile experience customized to each visitors’ unique desires and interests.
- Provide opportunities for Newport Beach partners to advertise in Visit Newport Beach collateral.
- Share and post visitor-generated content on Facebook, Twitter, Instagram, Google+, Pinterest, YouTube and other social-media channels.
- Distribute collateral to prospective visitors through fulfillment services, in-market displays and local concierges.
- Provide visitors timely responses to social media inquiries. - Post up-to-date events, content, videos, blogs and special offers on VisitNewportBeach.com. - Create website-landing pages with content that meet current visitor needs. •
aintain the Fashion Island Visitor Center to provide M personalized Newport Beach experiences
- Provide in-person assistance from the Visit Newport Beach Visitor Concierge Team. - Stay informed on Newport Beach tourism activities, retail stores, attractions and restaurants to provide the best recommendations to visitors.
70 | 2016-17/2017-18 MARKETING PLAN
INSPIRATION GUIDE CONCEPT
Increase the leisure traveler’s overall destination experience and guest-satisfaction levels while they are planning a trip to Newport Beach or in Newport Beach for a leisure vacation or getaway.
STRATEGY Maintain Dine Newport Beach as the premiere visitor dining resource highlighting Newport Beach restaurants TACTICS • Develop an integrated digital strategy to inform diners that utilizes DineNB.com, the Dine Newport Beach Blog, e-newsletters and social channels. •
•
eep DineNB.com listings and events up-to-date to K best inform visitors, while in Newport Beach. Leverage existing relationships with industry and local partners.
DINE NEWPORT BEACH FACEBOOK PAGE
NEWPORTBEACHANDCO.COM | 71
OBJECTIVE 3
STRATEGY Be Big. Be Iconic. Increase brand awareness for Newport Beach through bold, iconic brand-building initiatives on a global scale. TACTICS • Develop a guerilla-marketing campaign, publicrelations stunt or some other sustained, attentiongetting media relations and brand-building tactic. •
•
Develop a “big idea” guerilla-marketing tactic that will increase global brand awareness and generate far-reaching media interest in Newport Beach. ire external agency to assist with developing the “big H iconic idea” to put Newport Beach on the map as a global collection of luxury resort destinations, e.g. Cannes, Monaco, etc.
EXAMPLE OF A BRAND-BUILDING TACTIC
72 | 2016-17/2017-18 MARKETING PLAN
Bring Newport Beach Brand to Life Integrate new brand-architecture platform (brand positioning, pillars and personas) and imagery into integrated-marketing campaigns and all marketing initiatives, business units and throughout the destination. TACTICS • Develop campaigns targeting Newport Beach-market personas. •
•
•
lan to engage micro-segments through strategicP media placements and content development. ontinue to build library of imagery, video assets and C messaging to support the new values-based brand positioning, pillars and personas. I ntegrate and leverage new destination assets in communications, particularly Lido Marina Village and the Lido House Hotel.
LIDO MARINA VILLAGE
Spark global passion for Newport Beach.
STRATEGY Earned Media = Free Media Increase global brand awareness of Newport Beach as a tourism destination via positive earned-media coverage showcasing the destination’s values-based brand positioning, pillars and attributes with an emphasis on garnering high-profile media placements vs. media impressions. TACTICS • Educate journalists, travel writers and bloggers about Newport Beach through in-destination familiarization (FAM) tours. •
•
uild upon the success of the Newport Beach U.K. B Holiday Promotion to continue guerilla-marketing campaigns and celebrity pre-BAFTA Award reception to generate local and international media coverage. chieve rankings, accolades and awards for Newport A Beach as a tourism destination in influential publications through pro-active outreach.
NEWPORTBEACHANDCO.COM | 73
Leisure Traveler Marketing Calendar Q1
Advertising
TV, Radio, OOH, Print SUMMER CONCERT SERIES CHRISTMAS BOAT PARADE NEWPORT BEACH U.K. HOLIDAY PROMO NEWPORT BEACH RESTAURANT WEEK NEWPORT BEACH WINE & FOOD FESTIVAL NEWPORT BEACH FILM FESTIVAL VISIT NEWPORT BEACH SEASONAL CAMPAIGNS BALBOA ISLAND CENTENNIAL NEWPORT TO ENSENADA HYATT REGENCY JAZZ FESTIVAL LIGHTING OF THE BAY/POLAR PARADISE ANNUAL MARKETING OUTLOOK DINNER
Digital
Digital, Mobile, Social SUMMER CONCERT SERIES CHRISTMAS BOAT PARADE NEWPORT BEACH U.K. HOLIDAY PROMO NEWPORT BEACH RESTAURANT WEEK NEWPORT BEACH WINE & FOOD FESTIVAL NEWPORT BEACH FILM FESTIVAL VISIT NEWPORT BEACH SEASONAL CAMPAIGNS BALBOA ISLAND CENTENNIAL NEWPORT TO ENSENADA HYATT REGENCY JAZZ FESTIVAL LIGHTING OF THE BAY/POLAR PARADISE ANNUAL MARKETING OUTLOOK DINNER
74 | 2016-17/2017-18 MARKETING PLAN
July 4th of July
August
Q2 September
October
November
Labor Day
Halloween
Thanksgiving
Q3
Q4
December
January
February
March
April
May
June
Hannukkah/ Christmas/ NYE
Martin Luther King’s Birthday
Valentines Day
Spring Break
Easter
Mother’s Day
Father’s Day
NEWPORTBEACHANDCO.COM | 75
Leisure Traveler Marketing Calendar (continued) Q1
Public Relations
Press Release, Newsletter, Media Visits SUMMER CONCERT SERIES CHRISTMAS BOAT PARADE NEWPORT BEACH U.K. HOLIDAY PROMO NEWPORT BEACH RESTAURANT WEEK NEWPORT BEACH WINE & FOOD FESTIVAL NEWPORT BEACH FILM FESTIVAL VISIT NEWPORT BEACH SEASONAL CAMPAIGNS BALBOA ISLAND CENTENNIAL NEWPORT TO ENSENADA HYATT REGENCY JAZZ FESTIVAL LIGHTING OF THE BAY/POLAR PARADISE ANNUAL MARKETING OUTLOOK DINNER
Travel Trade INTERNATIONAL FAMS DOMESTIC FAMS
Research VISITOR PROFILE SURVEY AD EFFECTIVENESS STUDIES SMITH TRAVEL RESEARCH REPORT EVENT ECONOMIC - IMPACT STUDIES Event Economic Impact Studies (Dec, Jan)
76 | 2016-17/2017-18 MARKETING PLAN
July 4th of July
August
Q2 September
October
November
Labor Day
Halloween
Thanksgiving
Q3
Q4
December
January
February
March
April
May
June
Hannukkah/ Christmas/ NYE
Martin Luther King’s Birthday
Valentines Day
Spring Break
Easter
Mother’s Day
Father’s Day
NEWPORTBEACHANDCO.COM | 77
ICONIC BARBARA HERSHEY AND BETTE MIDLER IN “BEACHES” The beach scenes in this 1988 film were filmed at Crystal Cove, using the historic cottages that have now been remodeled for visitor rentals.
Meeting Planner Customer-Based
Destination Marketing Plan Newport Beach & Company and Visit Newport Beach, Inc., jointly present this integrated group-sales, marketing, digital-marketing, public-relations and communications plan to attract a record number of meetings to Newport Beach and its Tourism-BusinessImprovement-District (TBID) hotel partners for the 2017 and 2018 fiscal years. With the highest meetings room-night goal in the company’s history, Newport Beach & Company’s Marketing Team and Visit Newport Beach, Inc.’s Group Sales Team worked as a unified, customer-focused, cross-functional team to develop this integrated-marketing plan to meet or exceed this and other benchmark goals. With the internal mantra, “Be Big. Be Smart. Be Emotionally Impactful,” Newport Beach & Company and Visit Newport Beach, Inc. plan to think in iconic ways to take the Newport Beach brand as a premier meetings destination to even greater heights. The cross-functional, sales-and-marketing team developed this integrated-marketing plan for the meeting-planner customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form strategic approaches to reaching the objectives, and tactics are projects that support overarching strategies.
78 | 2016-17/2017-18 MARKETING PLAN
MEETING PLANNER CUSTOMER-BASED PLANNING TEAM TEAM LEADERS Michelle Donahue, CDME, SVP of Group Sales Doug McClain, CDME, SVP & Chief Marketing Officer CROSS-DEPARTMENTAL TEAM Jenny Wedge Enrique Paulo Brianna Grimaldi Senior Director of Media National Account Digital Marketing Relations & Brand Director Manager Management Michelle Devine Colleen Costello Katy Dennis National Account Marketing & Analytics Senior Director of Director Manager Marketing & Strategic Partnerships Jane Dryden Kim Thompson Director of Brand Manager of Special Amanda Kliem Management & Design Events Director of Sales MEETING PLANNER PLANNING TEAM
DIGITAL
MARKETING
GROUP SALES
PUBLIC RELATIONS
NEWPORTBEACHANDCO.COM | 79
UNITED STATES MEETING PERFORMANCE
Meeting-Planner Research Meetings and conferences (groups) provide an important source of revenue both nationally and to Newport Beach. A significant portion of the meetings business is generated by destinationmarketing organizations. Looking at trends and forecasts helps guide meeting planners when choosing a destination; hotels to accommodate planner preferences; and destinationand hotel-sales teams when attracting clients. Group business brings valuable revenue to the accommodating hotels through room- and meeting-space bookings and to the destinationmarketing organizations through transient-occupancy taxes (TOT) and tourism-business-improvement-district (TBID) assessments. Additionally, groups bring business to local establishments, including restaurants and attractions to provide attendees a memorable experience. GROUP MEETINGS PERFORMANCE: DOMESTIC & NEWPORT BEACH The group market is an important component of hotel room demand in Newport Beach, representing 28-percent of all rooms sold in 2015. Demand is expected to continue to grow through the forecasted period, but at a more modest pace than the overall market due to space limitations and the relative strength of transient (individual traveler) demand. The group market represents an important part of the overall visitor economy. In terms of hotel room demand (rooms sold), the group market generated 28.2-percent of all hotel room nights in 2015. While this was down from its peak of 29.8-percent in 2014, group-room demand is expected to level off at just below 28-percent of the market over the next few years.
80 | 2016-17/2017-18 MARKETING PLAN
280.4 BILLION
$
$
$
DIRECT SPENDING FROM THE U.S. MEETINGS INDUSTRY IN 2012
$
28 BILLION
$
TOTAL FEDERAL, STATE AND LOCAL TAXES
1.8 MILLION
NUMBER OF U.S. MEETINGS
225 MILLION MEETING PARTICIPANTS
$
Source: Convention Industry Council/ PricewaterhouseCoopers, LLC, “Economic Significance of Meetings to the U.S. Economy.”
NEWPORT BEACH GROUP OUTLOOK ROOM DEMAND
ADR
REVENUE
2010
223,466
$170
$38,067,056
2011
230,707
$174
$40,179,923
2012
248,352
$183
$45,506,974
2013
255,458
$190
$48,582,076
2014
251,137
$201
$50,370,799
2015
255,393
$211
$53,796,967
2016F
258,458
$216
$55,912,478
2017F
262,180
$223
$58,402,131
2018F
266,375
$230
$61,205,667
Source: STR, Inc.; Tourism Economics F= Forecast ADR= Average Daily Rate
NEWPORT BEACH GROUP OUTLOOK, % CHANGE ROOM DEMAND
ADR
REVENUE
2011
3.2%
2.2%
5.6%
2012
7.6%
5.2%
13.3%
2013
2.9%
3.8%
6.8%
2014
-1.7%
5.5%
3.7%
2015
1.7%
5.0%
6.8%
2016F
1.2%
2.7%
3.9%
2017F
1.4%
3.0%
4.5%
2018F
1.6%
3.2%
4.8%
Source: STR, Inc.; Tourism Economics F= Forecast ADR= Average Daily Rate
35%
GROUP SHARE OF TOTAL MARKET In terms of hotel revenue, group demand represents a somewhat smaller share (25-percent in 2015) as transient (individual traveler) hotel demand tends to command a stronger-rate premium.
30% 25% 20% 15% 10%
This has been evident over the past seven years, with group average daily rates nearly 12-percent less than the overall market. This is consistent with national trends. In 2015, U.S. group average daily rates ($185) averaged 13-percent lower than transient ($213) within the luxury and upper-upscale classes.
5% 0%
2012
2011
2013
2014
2015 2016F 2017F 2018F
F = Forecast Source: STR, Inc., Tourism Economics
Demand
Revenue
NEWPORT BEACH GROUP AVERAGE DAILY RATE FORECAST
Average Daily Rate ($)
280 230 180
170
174
183
2011
2012
190
201
211
216
223
230
2015
2016F
2017F
2018F
130 80 30
2010 F = Forecast
2013
2014
Source: Tourism Economics, STR, Inc.
NEWPORT BEACH GROUP ROOMNIGHT DEMAND FORECAST
Demand (Rooms Sold)
290,000 270,000 250,000 230,000
248,352 255,458
223,466
The seasonal benefits are clear when examining transient and group-room demand over the course of the year. Group demand is strongest during the lowest-transient demand months of the year. Group demand has averaged 38-percent of January and February total room demand over the past three yearsâ&#x20AC;&#x201D;significantly higher than its 29-percent share for the entire period. The same is true in September and October, where group has averaged 31 percent of demand across 2014 and 2015. And in the peak summer months for transient visits, group demand softens. All of this helps to fill hotel rooms over the course of the year.
266,375
258,458
251,137
The Newport Beach group market is nevertheless critical to balancing out seasonality and stabilizing the market, which is apparent in 2011when group rates exceeded transient by three percent.
262,180
255,393
230,707
210,000 190,000 170,000 150,000
2010 F = Forecast
2011
2012
2013
2014
2015
2016F
2017F
2018F
Source: Tourism Economics, STR, Inc.
NEWPORTBEACHANDCO.COM | 81
NEWPORT BEACH GROUP HOTEL DATA 250
ADR ($)
200
According to a Fulcrum/Kliman Group survey of meeting planners, almost half of all meeting planners have increased their engagement with destination-marketing organizations.
• •
•
Hotel room-block sourcing ponsorship identification and S solicitation ntertainment- and cultural-activities E sourcing
The most effective destinationmarketing engagement tactics are: • Site inspections or familiarization (FAM) tours (with over a third of all meeting-planner respondents stating that was the most informative) •
ace-to-face meetings or tradeshow F appointments and networking events
The least effective tactics were print advertising and phone calls, with over 60-percent of respondents choosing one of those options.
210.64
150
0
60 50 40 30
100
20
50
10 2010
2011
2012
2013
2014
2015
0
Source: Tourism Economics, STR, Inc.
Lodging accommodations and air access continue to be the most appealing factors of a destination, with meeting assets and Internet capacity closely following. These meeting planners intend to utilize destination-marketing organizations most for the following over the coming years: • Meeting-attendee marketing
53.7
Revenue ($Millions)
GROUP MEETINGS TRENDS Understanding what meeting planners want from a destination-marketing organization allows destination-sales teams to best work to meet their needs and make the sale.
Average Daily Rate: +24%
Revenue: +41%
NEWPORT BEACH GROUP SHARE OF HOTEL MARKET DEMAND
ADR PREMIUM/DISCOUNT
REVENUE
2011
28.9%
3.2%
29.8%
2012
28.0%
-3.2%
27.0%
2013
29.3%
-6.4%
27.4%
2014
29.8%
-10.1%
26.8%
2015
29.2%
-11.6%
24.9%
2016F
27.9%
-11.0%
24.8%
2017F
27.8%
-11.3%
24.7%
2018F
27.7%
-11.6%
24.5%
F = Forecast Source: Tourism Economics, STR, Inc. ADR= Average Daily Rate
MEETING TRENDS 1. H otels have the upper hand in negotiations. High demand gives hotels power. 2. Lead time becomes scarcer. Average lead time in 2016 is 18 weeks. 3. F ollowing Foodie trends for a price. Healthy, trendy food important but keeps costs up. 4. E xperience matters. Meeting planners looking to create compelling meeting experiences. 5. M obile Apps. Integrated, mobile applications connect attendees and share content. 6. M eetings Go Virtual and Hybrid. Virtual-meeting technology popular way to reach more people. Source: Successful Meetings
82 | 2016-17/2017-18 MARKETING PLAN
NEWPORT BEACH MEETING MIX The Visit Newport Beach, Inc. Group Sales team actively seeks out new business for Newport Beach Tourism-Business-Improvement-District (TBID) partner hotels. Though most of Visit Newport Beach, Inc.â&#x20AC;&#x2122;s business is in California, out-of-state markets are increasingly important and beginning to make up a larger share of the market, particularly since these groups tend to have longer lengths of stay.
ROOM NIGHTS BY REGION 2013 - 2015 Los Angeles 12%
Orange County 20%
Sacramento 17%
International 2% San Diego 4%
Northern California/ Pacific Northwest 6%
Mid-Atlantic 6%
Midwest 11%
Southeast 7% Northeast 7%
West/Southwest 8%
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Meeting Planner Future Map EXPLOIT STRENGTHS Experienced internal sales staff
SW OT
Destination appeal
Boutique-destination trend Small- to medium-sized group importance
Mild year-round weather Airport accessibility Newport Harbor Beaches Ocean
MITIGATE WEAKNESSES
MONITOR OPPORTUNITIES Emerging new TBID partners
Limited meeting and Lack of variety of hotel ballroom space at hotels properties- both in terms of brand flags and also No conference center type of property (no highend, incentive property, No central, walkable beachfront, economy nightlife directly group hotel) accessible from meeting space Limited number of unique, offsite venues Limited Orange County for large groups air access to some major markets Perception of being too expensive Limited hotel variety
PREPARE FOR CONTINGENCIES OR THREATS
Increased customer understanding of destination location
Local competition hotel upgrades, new hotels and meeting venues
Expanded airlift
Higher hotel occupancies driving out group availability
Amplified Group Marketing â&#x20AC;˘
igital marketing, D improved brand messaging, audiencespecific messaging
Rising group rates
Sourcing platforms make it easy to circumvent DMO Maintaining strong partner engagement
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ICONIC CHRISTMAS BOAT PARADE Hailed as one of the “World’s Best Christmas Parades” by Condé Nast Traveler and one of “Top Ten Christmas Happenings in the Nation” by The New York Times, Newport Harbor transforms into an illuminated wonderland with the annual Christmas Boat Parade.
NEWPORTBEACHANDCO.COM | 85
OBJECTIVE STRATEGY Pursue High-Impact Businesss Pursue high-impact meetings business to deliver higherpriced, longer length-of-stay group meetings prospects to the Visit Newport Beach, Inc., TBID hotel partners. TACTICS • Continue conversation with TBID partners regarding their key customer profile in the group meetings segment. •
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ork with TBID hotel partners on time-of-week, W seasonality of need periods for group meetings business. Proactively pursue account directors’ target accounts. eek prospects that offer longer lengths of stay and S higher revenue, particularly long-haul markets like the eastern seaboard of the United States. xpand efforts to attract high-yield, niche-market E business such as financial- and insurance-conference planners (FICP) and pharmaceutical meetings.
STRATEGY Keep Meeting Planners Engaged With Visit Newport Beach, Inc. Create a group meetings-marketing campaign and marketing tactics to assist the Group Sales team in generating awareness and motivating action with meetingplanner clients at any point in the relationship cycle. TACTICS Develop a strategic, customer-focused marketing campaign to reach meeting planners at all phases of the purchase cycle to:
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ustomize booking incentives to encourage desirable C group arrival and departure patterns.
- Generate positive brand awareness of Newport Beach as a premier meetings destination.
tilize the search parameters in the destinationU marketing industry’s MINT database to find needperiod groups.
- Promote the customer-focused Group Sales team’s excellent services to assist clients with booking and servicing their meetings in Newport Beach.
ost small familiarization tours (FAMs) for accounts with H high-impact programs.
- Motivate meeting planners to:
1. Book meetings in Newport Beach.
everage growing United Kingdom brand awareness to L parlay branding into gaining group meetings bookings.
2. Work with the Visit Newport Beach, Inc. Group Sales Team to book meetings in Newport Beach.
arget tradeshow and other client-facing opportunities T on the eastern seaboard of the United States.
3. Submit requests for proposals (RFPs) for meetings in Newport Beach.
4. Build attendance for meetings in Newport Beach.
I mplement meetings, incentives, conferencing, exhibitions (MICE) program in China with Orange County Visitors Association (OCVA).
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In fiscal-year 2017, increase group meetings definite room-nights booked for TBID hotel partners. In late fiscal-year 2017, the TBID Board of Directors with Visit Newport Beach, Inc.’s Group Sales staff input will establish the fiscal-year 2018 meetings definite room-night goal based on current economic, meetings and hospitality forecasts.
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etool the new marketing campaign for each subset R of the group meetings clientele (third-party meeting planners, pharmaceutical planners, tradeshow contacts, all prospects). ptimize all digital platforms (website, e-mail O marketing system and social media) to influence meeting planners and transition them into Visit Newport Beach, Inc.’s customers; being aware that all customers have “preferred platforms” and the Marketing and Group Sales Teams need to broaden outreach to “meet them where they are”. Keep active presence on social media.
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evelop digital, e-mail and promotional campaign tied D into the overarching new group meetings-marketing campaign to encourage submission of Request for Proposals and convert RFPs into confirmed bookings. xpand public-relations outreach to meetings trade E publications. trengthen Visit Newport Beach, Inc., and the Group S Sales Team’s presence on social-media platforms to engage conference planners.
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evelop a comprehensive, e-mail marketing strategy D to keep Visit Newport Beach top of mind with meetings planners. evelop strategic and consistent digital-marketing D campaign to Visit Newport Beach’s client database in the SimpleView customer-relationship management (CRM) system.
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evelop a new Visit Newport Beach, Inc. meetings D website branded with new marketing campaign graphics and campaign messaging. ather testimonial reviews from meeting planners with G positive experiences in Newport Beach to incorporate in all of the above. I mplement consistent servicing pre- and postactualized meetings (before and after meetings are held in Newport Beach). reate a quarterly e-mail/blog that engages customers C (quizzes, vote on favorite recipes, pick the new spring cocktail, and other engaging topics.) These tactics will bring a more humanistic/active-engagement approach to create a relationship and desire to experience Newport Beach, remembering that engagement is key in retention. tilize the talents and resources of the Newport Beach U & Company Marketing Team to create and integrate short videos into all digital marketing efforts. uild a meeting-planner toolkit that includes a B refreshed photo and video library, logos, pre-written destination copy blocks, e-mail banner templates and social-media graphics, to assist meeting planners in promoting upcoming meetings in Newport Beach and in-turn build attendance. ducate planners on new destination features including E the opening of the newest TBID Property, the Lido House Hotel.
NEWPORTBEACHANDCO.COM | 87
OBJECTIVE STRATEGY Third-Party Meeting Planners Elevate effectiveness of partnerships with preferred thirdparty, meeting-planner organizations to increase definite bookings for TBID hotel partners. TACTICS • Implement early engagement strategy to onboard planners new to their third-party organization highlighting advantages of partnership with Visit Newport Beach, Inc. •
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I nvest in destination partnerships with third-party, meeting-planner organizations such as HelmsBriscoe, ConferenceDirect HPN and Prestige. Commit to leverage all partnership benefits with these destination partnerships (eblast communications, Intranet presence, Pinterest boards, etc.) aintain strong presence at all third-party conferences M and events open to suppliers. ecure third-party programs in the destination where S possible (host third-party conferences in Newport Beach, so the Group Sales Team can showcase the destination to this audience). ponsor third-party programs where possible to further S ingratiate them toward Visit Newport Beach, Inc. aunch promotional-marketing campaign to third-party L meetings organizations that includes direct mail, digital marketing, incentives and visits to the destination when applicable. evelop a campaign to garner nominations/votes from D third-party planners to be awarded top Destination Marketing Organization partner designation(s) at their annual meetings beginning at least four months before their annual meetings. ake photos of associates with the Group Sales Team T and Tourism Business Improvement District (TBID) hotel partners when the third-party meeting planners are in the destination on site visits. Post those photos on their Intranet sites as well as other social media platforms.
88 | 2016-17/2017-18 MARKETING PLAN
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reate Group Sales Team’s personal biographies to C highlight the team’s experience, strengths and strong knowledge base. For example, third-party organizations promote their associates with customized biographies on each associate; Group Sales would develop similar biographies of each Group Sales professional at Visit Newport Beach, Inc. nhance Visit Newport Beach, Inc.’s presence on thirdE party Web portals and Intranet sites. ttend industry events such as Meeting Planners A International (MPI) and Society of Incentive Travel Executives (SITE) in key markets.
In fiscal-year 2017, increase group meetings definite room-nights booked for TBID hotel partners. In late fiscal-year 2017, the TBID Board of Directors with Visit Newport Beach, Inc.’s Group Sales staff input will establish the fiscal-year 2018 meetings definite room-night goal based on current economic, meetings and hospitality forecasts. STRATEGY Get Meeting Planners Working With Group Sales From the Beginning Create an indelible link in minds of meeting planners between involving the team at Visit Newport Beach, Inc., at the very start, and seamlessly accessing all Newport Beach hotel properties/destination support. TACTICS • Share client testimonials through all existing channels to support the claim of being a leading-edge destinationmarketing organization (DMO) to meeting planners. • •
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E arn meetings- and DMO-industry awards and rankings. se experiential tradeshow booth and sponsorships to U elevate tradeshow presence with TBID hotel partners. pdate sales presentations to engage the audience U and reinforce value proposition. urther define and target lucrative niche markets with F customized messaging and marketing.
STRATEGY Preferred-Partnership Program Establish a preferred-partner program with community businesses that can elevate client experiences in the destination. TACTICS Target restaurants, offsite venues, retailers, transportation operators and destination management companies with the capabilities to elevate customers’ experiences.
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evelop current roster of top destination competitors D nationally and update Future Map/SWOT analysis regularly to better address how to lead in that competitive set. Create collateral pieces for target audiences.
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ork through empowerMINT, Cvent and other W channels to deliver relevant content that position Visit Newport Beach, Inc., as experts in the industry.
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se social-media channels to share “who are the Group U Sales team members?” as a way of letting clients know the caliber of their Visit Newport Beach, Inc., Group Sales partners. reate a campaign highlighting “Where is Newport C Beach?” to eliminate confusion with Los Angeles or San Diego. This continued “geography lesson” will provide a good platform to promote the ease of accessibility to Newport Beach, as well.
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reate presentation and collateral materials educating C community partners about the organization, value of group business and meeting planners, economic impact of such business, value the Visit Newport Beach, Inc. Group Sales Team can bring to local businesses through paid events, site visits and added exposure to meeting planners. Create an “application” for interested businesses to be considered as “preferred partner”. reate orientation program for community partners C who want “preferred “ status. Communication regularly with “preferred partners” to keep engagement strong. hare list of preferred partners/contacts with TBID hotel S partners as a shared benefit to both parties (hotels also need to know where they can bring clients for “redcarpet” service!). ook at prospective businesses outside Newport Beach L that would further enhance offerings to groups.
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Group Sales Marketing Calendar
Q1 July
Marketing
August
4th of July
Q2 September
October
November
Labor Day
Halloween
Thanksgiving
September
October
November
Labor Day
Halloween
Thanksgiving
BUILD NEW WEBSITE E-NEWSLETTER E-BLASTS QUARTERLY PRESS RELEASE MEETING PLANNER CELEBRATIONS (Birthdays, Anniversaries) INCENTIVE COMMUNICATIONS TRADESHOWS/EVENTS
Q1 July
Trade Shows/Events LUXURY SUMMIT MEETINGS HELMS BRISCOE CARES CONFERENCE DIRECT CDX INCENTIVE WORKS (Partner Participation) MPI CAROLINAS CHAPTER EDUCATION & BUSINESS EXCHANGE IMEX CALSAE “SEASONAL SPECTACULAR” GLOBAL PHARMACEUTICAL & MEDICAL MEETINGS SUMMIT DMAI DESTINATION SHOWCASE CBI PHARMA FORUM MEETING INDUSTRY COUNCIL
90 | 2016-17/2017-18 MARKETING PLAN
4th of July
August
Q2
Q3
Q4
December
January
February
March
April
May
June
Hannukkah/ Christmas/ NYE
Martin Luther King’s Birthday
Valentines Day
Spring Break
Easter
Mother’s Day
Father’s Day
December
January
February
March
April
May
June
Hannukkah/ Christmas/ NYE
Martin Luther King’s Birthday
Valentines Day
Spring Break
Easter
Mother’s Day
Father’s Day
Q3
Q4
NEWPORTBEACHANDCO.COM | 91
ICONIC ANIMATOR CHUCK JONES A longtime Corona del Mar resident, Jones was the chief animator behind the famous Warner Brothers “Looney Tunes” cartoons featuring Bugs Bunny. Winner of 3 Oscars, he also animated the Christmas Classic “How the Grinch Stole Christmas” with his good friend Dr. Seuss.
Local Community Customer-Based
Destination Marketing Plan This integrated marketing, communications and advocacy plan creates awareness of Newport Beach & Company as a community-marketing agency and demonstrates the value of tourism, meetings industry, destination branding and strategic marketing to local residents, partners, City of Newport Beach, City Council, civic organizations, hotels, business-improvement districts (BIDs), merchant associations, regional destinationmarketing organizations (DMOs), Orange County Visitors Association (OCVA), Orange County government leaders and influential community stakeholders. Additionally, this planning team’s charge is to establish Newport Beach & Company as the community resource for what’s happening in Newport Beach. Newport Beach & Company will create awareness and positive perceptions about tourism, the company, its staff and its board of directors through the following integrated-marketing plan.
92 | 2016-17/2017-18 MARKETING PLAN
This plan encompasses the following three themes to generate awareness of Newport Beach & Company and the economic value of tourism and meetings to Newport Beach: • •
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Partnerships nhance communication with E residents and community leaders ngage and support community E neighborhoods
Additionally, through its unique business-unit structure, Newport
Beach & Company serves as a community-marketing agency providing integrated marketing, sponsorship, event-planning, and brand-building services to drive economic-development for the Newport Beach Restaurant Association, Balboa Village Merchants Association and Balboa Island Marketing, Inc. Newport Beach & Company also serves as a community-marketing agency and provides integrated marketing, public relations, sponsorship, event-planning, and brand-development services to
increase attendance, enhance the customer experience and enhance and promote the overall Newport Beach brand for signature events in Newport Beach. Newport Beach signature events include but may not be limited to: Newport Beach Christmas Boat Parade, Newport Beach Film Festival, Newport Beach Wine & Food Festival, Newport Beach Restaurant Week, Hyatt Regency Newport Beach Summer Concert Series, Hyatt Regency Newport Beach Jazz Festival and Newport-to-Ensenada Yacht Race.
LOCAL COMMUNITY CUSTOMER-BASED PLANNING TEAM TEAM LEADER Jenny Wedge, Senior Director of Media Relations & Brand Management
CROSS-DEPARTMENTAL TEAM Gary C. Sherwin, CDME Amanda Renee Kenning Polly Peak President & CEO Sales & Services Dine Newport Beach Associate Michelle Donahue, Michelle St. Amour CDME Colleen Costello Buisness Development SVP of Group Sales Marketing Manager Manager Lori Hoy National Account Director
Haly Haigh Marketing Coordinator LOCAL COMMUNITY PLANNING TEAM
EXECUTIVE
MARKETING
GROUP SALES
DINE NEWPORT BEACH
NEWPORTBEACHANDCO.COM | 93
Local/Community Team Future Map EXPLOIT STRENGTHS Credible reputation
MITIGATE WEAKNESSES
SW OT
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Local officials
Community involvement
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Industry
Neighborhood stories
Positive financial impact
Product we offer: Restaurants; Harbor; Beach; weather Flagship hotels vs. small inns
Neighborhoods – diversity/ uniqueness NBTV
MONITOR OPPORTUNITIES Community activists
Community tourism education
Explore more venue options – outdoors, city spaces – also benefits the city NBTV
PREPARE FOR CONTINGENCIES OR THREATS
Economic and political changes
Lack of awareness
Traffic/Parking
Limited large event venues
Airport
Multilayered brand identity
94 | 2016-17/2017-18 MARKETING PLAN
ICONIC BALBOA VILLAGE “HOME OF THE FUN ZONE” The Balboa Island ferry connects Balboa Island with historic Balboa Village – Home of the Fun Zone, a shopping, dining and entertainment district that draws millions of visitors each year.
NEWPORTBEACHANDCO.COM | 95
OBJECTIVE 1
STRATEGY Engage with influential community partners and elected officials to ensure an understanding of the benefits of tourism in Newport Beach and the importance of Newport Beach & Company as an economic driver to local residents, businesses and stakeholders. TACTICS • Orange County Board of Supervisors, e.g. Michele Steele. •
Congressional-delegation briefing – invite to Annual Marketing Outlook Dinner.
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Irvine Company (Resort & Retail Divisions).
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J ohn Wayne Airport.
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rovide annual tourism update at City Council about P Newport Beach & Company accomplishments. usiness-improvement districts (BIDs), merchant B associations, small inns.
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Orange County Visitors Association (OCVA).
STRATEGY Develop a community-partnership strategy with influential community partners and leaders to drive awareness for the importance of tourism, meetings and Newport Beach. TACTICS • Identify 10 influential community partners and leaders to further explore partnerships with Newport Beach & Company.
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evelop consistent communication about Newport D Beach & Company to share with partners about the destination and the DMO for those partners to share to their constituencies. istribute Newport Beach & Company partner D e-newsletter quarterly. Host twice-yearly, in-person meet and greet, tourism update. rovide tourism update at open forums in elected officials’ P or influential stakeholders’ environments/meetings. ubmit news articles and blog posts to these groups’ S publications that go to the community. Establish relationship with business/civic reporters for OC Register, Orange County Business Journal and Los Angeles Times for better engagement on community stories. oordinate local news coverage with other DMOs C to offer Newport Beach as an expert in community marketing, tourism and meetings industries.
STRATEGY Identify community issues that may impact tourism. TACTICS •
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onitor community-activist groups for issues impacting M tourism, Newport Beach & Company and Visit Newport Beach, Inc. Monitor Newport Beach City Council agendas.
Increase overall local civic leaders’ and influential community partners’ awareness of the economic value of tourism and meetings to Newport Beach and the importance of Newport Beach & Company and Visit Newport Beach, Inc., as drivers of economic development to the residents, businesses and stakeholders in Newport Beach.
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ttend Newport Beach City Council meetings and A other civic gatherings.
to local audiences, civic leaders, residents and businesses.
eview news clippings about Newport Beach tourism, R Newport Beach & Company and Visit Newport Beach, Inc.
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Check activist blogs regularly.
STRATEGY Create, plan and conduct a high-impact Annual Marketing Outlook Dinner each year to: •
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Promote the accomplishments of Newport Beach & Company.
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n annual basis update the two-year Marketing Plan O with an annual Marketing Plan Addendum, which further refines and updates each two-year Marketing Plan.
elebrate the impact of tourism and meetings C to Newport Beach.
STRATEGY Identify Newport Beach & Company as the voice of tourism and a community-marketing resource.
Recognize the impact of tourism ambassadors and front-line employees.
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TACTICS • Create an annual theme and messaging that conveys the impact and plans of the organization and promote that messaging at a formal, sit-down dinner. •
TACTICS Through a new customer-focused planning approach, Newport Beach & Company and Visit Newport Beach, Inc., jointly produce a cross-departmental two-year Marketing Plan and corresponding budgets for each fiscal year.
reate awards program recognizing tourism C ambassadors and front-line employees. reate an Annual Report showcasing the C accomplishments of Newport Beach & Company and Visit Newport Beach, Inc.
STRATEGY Create a two-year Marketing Plan, two-year budget and Annual Marketing Plan Addendum to showcase future, integrated sales, administration and marketing planning
TACTICS Support civic events through marketing support vs. direct-cash sponsorship support.
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reate a visible, year-round presence of Newport Beach C & Company in the community to create awareness through repetition. rovide programming on Newport Beach TV as a P resource of all City of Newport Beach information for civic leaders, local stakeholders and local residents. Capture video at all major civic events. evelop a speakers’ bureau and present at six Newport D Beach civic events. Attend community events both for networking and to provide destination information.
NEWPORTBEACHANDCO.COM | 97
OBJECTIVE 2
OBJECTIVE 3
Increase local residents’ overall destination brand awareness and destination product knowledge resulting in incremental leisure hotel room nights and incremental economic impact for Newport Beach.
Increase customer-service quality, service standards and destination product knowledge for all Newport Beach front-line tourism-related (airport, transportation, public-safety, retail, restaurant, attraction and hospitality) employees.
STRATEGY Engage with and encourage residents to be ambassadors for the Newport Beach destination and invite friends and relatives to visit through a visiting-friends-and-relatives local marketing campaign.
STRATEGY Create a robust hospitality-training program for frontline employees resulting in community ambassadors for Newport Beach.
TACTICS • Create a fully-integrated, grassroots local marketing campaign targeting local residents. •
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tilize digital and online presence to communicate with U locals about community events, events calendar. urate ongoing video programming about Newport C Beach (for locals).
TACTICS • Develop customer-service curriculum, presentations, handouts and tests for a Newport Beach-specific hospitality-training program. •
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uild on Discover Newport Beach section of website B related to local happenings, neighborhoods. aintain a full calendar of events on Visit Newport M Beach website. evelop a campaign that speaks to residents about why D they love Newport Beach and to invite their friends.
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Video programming on Newport Beach TV. ost guest bloggers from the community H neighborhoods to write about Newport Beach happenings.
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98 | 2016-17/2017-18 MARKETING PLAN
evelop destination branding and product knowledge D curriculum, presentations, handouts and tests for a Newport Beach-specific hospitality-training program. chedule and promote quarterly hospitality-training S group classes at off-site venues for large groups of front-line employees. evelop refresher courses or online tools to keep frontD line employees who have been through the program up-to-date with destination and customer-service knowledge. ffer customized, individual classes for individual O Newport Beach businesses, civic organizations or City of Newport Beach public-safety departments. evelop marketing program to promote new D hospitality-training program. evelop updated, new hospitality-training program D videos for Newport Beach Police Department, Newport Beach Fire Department and Newport Beach Lifeguards.
OBJECTIVE 4
Drive incremental revenue to Newport Beach & Company, its business units and signature events.
STRATEGY Expand Newport Beach & Company’s community-partner and sponsorship programs and acquire additional funding to benefit Newport Beach & Company, its business units and signature events. TACTICS • Create and sell Founding-Partner sponsorships to global, national and regional brands.
1. Contract with IEG to sell overarching FoundingPartner sponsorships to international and domestic brands seeking to align with the Newport Beach brand.
2. Business Development Manager drives $30,000 in incremental Founding-Partner sponsorship revenue through local/regional Founding Partners.
3. Identify benefits that are valuable to Founding Partners.
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Reignite existing Newport Beach Partner Program.
1. Identify 25 community partners to engage via refreshed Partner Program.
2. Develop new Partner Program collateral and forms.
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I ncrease signature-event sponsorships for Christmas Boat Parade and other signature events.
1. Update parade sponsorship packet.
2. Sell signature-event sponsorships.
STRATEGY Sell digital advertising on Visit Newport Beach and business units’ digital-advertising channels (websites, e-mail marketing, social media and blogs). TACTICS • Develop and refresh on an annual basis media kits and sponsorship packets. •
Create bundled-packages for larger advertisers.
STRATEGY Sell sponsorship opportunities on the Newport Beach TV government-access channel and the new NBTV onlinelifestyle channel. TACTICS • Develop and refresh on an annual basis media kits and sponsorship packets. • •
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Create bundled-packages for larger sponsors. evelop underwriting opportunities for the Newport D Beach TV government-access channel. evelop product-placement, promotional and paidD advertising opportunities on the new NBTV onlinelifestyle channel.
STRATEGY Sell video-production services and rent new Digital Media Center to local businesses, civic organizations and groups requiring high-impact videos and state-of-the-art television-studio space. TACTICS • Develop and refresh on an annual basis media kits and sponsorship packets. •
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ost Digital Media Center Open House to promote the H new television studio and video-production services. romote services via integrated-marketing campaign P via e-mail marketing, social media, public relations and direct sales. Develop rate cards for services. evelop demo reel to demonstrate the high-quality D video services available for rent. howcase past customers who have utilized the new S television studio through case studies and pitch to local media. ontract with major Los Angeles-based network C television affiliate (KTLA, KTTV, KABC, KNBC, KFLA, KCAL) or national, cable network (CNN, Fox News, MSNBC, Univision) to secure the Newport Beach TV Digital Media Center (television studio) as their Orange County broadcast partner. NEWPORTBEACHANDCO.COM | 99
OBJECTIVE 5
OBJECTIVE 6
Drive incremental economic impact and brand awareness for two Newport Beach neighborhood merchant associations: Balboa Village Merchants Association and Balboa Island Marketing, Inc.
Drive incremental economic impact and brand awareness for Newport Beach restaurants and Newport Beach Restaurant Association.
STRATEGY Develop integrated marketing campaigns for each merchant association that drive incremental visitation and spending to merchants in Balboa Village and Balboa Island.
STRATEGY Develop integrated marketing campaign that drives incremental spending to Newport Beach restaurants.
TACTICS Balboa Village • Develop a three-year strategic plan for Balboa Village Merchants Association. •
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Create integrated marketing campaigns to support and drive attendance for Balboa Village events. evelop year-round advertising and brand-building D marketing campaigns. romote merchants and Balboa Village through media P pitches, press releases and media visits. aunch and promote new Balboa Village merchant L website. I dentify improvements the City can make in the area and speak at council meetings in support of improvements to support tourism and quality of life for residents and merchants.
Balboa Island • Continue to implement tactics in the existing Balboa Island Marketing, Inc. three-year strategic plan. •
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apitalize on Balboa Island’s 100-year anniversary C through an integrated program of events and marketing tactics. reate integrated marketing campaigns to support and C drive attendance for Balboa Island events. evelop year-round advertising and brand-building D marketing campaigns. romote merchants and Balboa Island through media P pitches, press releases and media visits. I dentify improvements the City can make in the area and speak at council meetings in support of improvements to support tourism and quality of life for residents and merchants.
100 | 2016-17/2017-18 MARKETING PLAN
TACTICS Newport Beach Restaurant Association • Develop three-year strategic plan to guide Newport Beach Restaurant Association initiatives. •
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reate a signature event to highlight Newport Beach C restaurants for visitors and residents. I dentify new restaurants and promote through owned media channels.
Dine Newport Beach • Promote DineNB.com as a restaurant and culinary resource for residents and visitors. •
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ontinue weekly Dine Newport Beach e-newsletters C and blog posts. reate an annual/seasonal marketing campaign C strategy for dining out in Newport Beach. upport Newport Beach Restaurant Association S through digital and social media. I nvite residents to participate in Newport Beach Restaurant Week. ngage restaurant stakeholders in promoting Newport E Beach Restaurant Week through e-newsletters, social media to reach individual restaurant clientele. reate landing page on website for Newport Beach C Restaurant Week featuring participating restaurants, menus and pricing. rovide promotional collateral to participating P restaurants in advance of restaurant week. ngage local social media influencers to promote E Newport Beach Restaurant Week by attending media preview event.
THE ICONIC CANNERY RESTAURANT This warehouse that used to function as an actual tuna canning company now offers some of the best harborside alfresco dining in Newport Beach.
NEWPORTBEACHANDCO.COM | 101
Local Community Marketing Calendar Q1 July
Marketing SPEAKER SERIES PARTNER E-NEWLETTER BALBOA VILLAGE CRAFT BEER FEST BALBOA VILLAGE CHALK FEST BALBOA ISLAND ART WALK BALBOA ISLAND CENTENNIAL CELEBRATION
102 | 2016-17/2017-18 MARKETING PLAN
4th of July
August
Q2 September
October
November
Labor Day
Halloween
Thanksgiving
Q3
Q4
December
January
February
March
April
May
June
Hannukkah/ Christmas/ NYE
Martin Luther King’s Birthday
Valentines Day
Spring Break
Easter
Mother’s Day
Father’s Day
THE ICONIC DUFFY BOAT A Newport Beach invention created by Marshal Duffield, this electric boat is prominently seen throughout the harbor, used by both residents and guests for recreation and transportation.
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ICONIC BUSTER KEATON IN “THE CAMERAMAN” Legendary silent film actor Buster Keaton filmed his movie “The Cameraman” in Newport Beach in 1928.
Organization & Board of Directors Customer-Based
Destination Marketing Plan Newport Beach & Company and Visit Newport Beach, Inc., jointly present this integrated administration, information-technology, finance, marketing and group sales plan to engage the staff and board of directors of both companies and increase productivity, performance and employee and board retention at all levels of the two organizations. This team is focused on issues and solutions to increase engagement, productivity and performance for Newport Beach & Company and Visit Newport Beach, Inc.; the employees in both companies; and the boards of directors for both companies. The cross-functional team developed this integrated marketing plan for the organization and board customer segment with a management-by-objectives approach where objectives are quantifiable goals, strategies form strategic approaches to reaching the objectives, and tactics are tactical projects that support overarching strategies.
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ORGANIZATION & BOARD OF DIRECTORS CUSTOMER-BASED PLANNING TEAM TEAM LEADER Lesley Swain, CDME, Chief Financial Officer CROSS-DEPARTMENTAL TEAM Gary C. Sherwin, CDME President & CEO Mark Rudyk Senior Director of Digital Marketing & New Media
Catherine Kennedy Director of Administration/Assistant to the CEO
Erin Stapley Sales & Research Coordinator Haly Haigh Marketing Coordinator
ORGANIZATION AND BOARD OF DIRECTORS PLANNING TEAM
EXECUTIVE
MARKETING
GROUP SALES
DIGTAL
ADMINISTRATIVE
NEWPORTBEACHANDCO.COM | 105
Organization/Board of Directors Future Map EXPLOIT STRENGTHS Committed Executive Committee and Board of Directors
MITIGATE WEAKNESSES
SW OT Sharing economy
Innovative DMO model
Technological updates
Employee satisfaction
Outdated emergency plan
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ore values, benefits, C educational opportunities, open communication and collaboration
Adjusting to growing organization
Premier destination product 10-year TBID & TOT contracts with the city Office Infrastructure •
New Studio space
Partner relationships
MONITOR OPPORTUNITIES City and board engagement
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uild city relationships B and educate potential candidates
Partner with the best vendors/negotiate best price/quality Maximizing efficiencies
Continuing to maintain positive culture
Board reporting- engagingvideo things they care about
Economic and political changes
TOT Growth
Weather and environmental hazards
Increase lodging properties- advocating
Competing destinations
Leading the DMO industry •
PREPARE FOR CONTINGENCIES OR THREATS
Industry reputation, staff expertise, team and organization, credentials
Technology updates
106 | 2016-17/2017-18 MARKETING PLAN
Hotel leadership Cost of benefits
OBJECTIVE 1
OBJECTIVE 2
STRATEGY Develop a communications- and outreach-strategy to board members of each company in an effort to increase their engagement, attendance and commitment to the organization.
STRATEGY Create a comprehensive, emergency plan with administration, media-relations and technologycomponents in the event of inclement weather, ground disturbances, terrorism, cyber-terrorism and infrastructure collapse.
Increase engagement with the boards of directors of Newport Beach & Company and Visit Newport Beach, Inc., to aim for 100-percent participation at board meetings, Annual Marketing Outlook Dinner and other company functions.
TACTICS • D evelop monthly e-newsletters with video content and messaging from the President & CEO that is sent monthly to all partners. •
C reate a board-specific version of the President & CEO e-mail template for months when there is no board meeting.
•
Create video messages from the President & CEO.
•
Bring in board members for focus group.
•
Review functionality of processes for board meetings.
•
Create engaging board meetings with guest speakers.
•
Create a short, five-minute highlight video.
•
Ensure the long-term viability, reputation and functionality of the organization, its board of directors and executive team and the reputation of the destination and organization in the event of a crisis or leadership change.
TACTICS • Establish an emergency-planning committee with involvement from the executive team, media relations, administration, administrations and informationtechnology functional areas of the company. •
•
•
•
Include a 30-second update on a board member and their organization in each video. •
Create a hard-copy and digital versions of a comprehensive emergency plan. Include succession plans for critical functional positions within the company. Choose designated media spokespeople for the company. evelop phone-tree or some other communications D plan to reach board of directors, executive committee, employees, city of Newport Beach staff, Newport Beach Emergency Command Center, Orange County government, State of California, Visit California and neighboring destination-marketing organizations. Implement a rehearsal procedure via an annual drill.
NEWPORTBEACHANDCO.COM | 107
OBJECTIVE 3
Increase efficiency, functionality and performance of business-processes workflow to eliminate chance for errors, eliminate redundancies and reduce overall accounting, budgeting and budget-forecasting processing time.
STRATEGY Transition business-process management software and finance infrastructure system to a state-of-the-art, cloud-based, enterprise-resource planning (ERP) system to reduce processing time, eliminate redundancies and add new functionality to the company’s businessprocess systems. TACTICS • Integrate new ERP system to facilitate improved reporting and accounting processes. •
Train executive team and staff on new ERP system.
•
Start fiscal-year 2017 using new ERP system.
•
•
enerate reports, expense reports, budgets, forecasts G and board reports from new ERP system. ontinue to look for enhancements, features and new C tools within the new ERP system to maximize return on investment.
108 | 2016-17/2017-18 MARKETING PLAN
OBJECTIVE 4
Increase film, video and commercial production in Newport Beach to:
•
Drive incremental visitor spending in Newport Beach
•
Generate incremental hotel-room nights during film,
•
Generate positive brand awareness about Newport
video and commercial shoots in Newport Beach Beach via motion-picture film, television and commercial production in the destination.
STRATEGY Explore adding a Film Commission and a new business unit called Film Newport Beach to Newport Beach & Company. TACTICS • Explore joint-funding opportunities among Newport Beach & Company, Visit Anaheim and Visit Huntington Beach for an Orange County Film Commission. •
•
•
rovide marketing, media relations, graphic design, P finance and accounting support and office space for a jointly funded Orange County Film Commission. enerate revenue for Newport Beach & Company G through fee-for-services. old focus group with film producers and directors H to guide strategic direction and focus of a potential Orange County Film Commission.
OBJECTIVE 5
Increase employee performance, morale and retention and other measures of employee satisfaction. STRATEGY Continue to refine and explore the company’s core values and ensure those values are instilled in every employee and in everything the company does each and every day. TACTICS Continue the above-and-beyond award for employees who accomplish something Staff Retreat.
•
STRATEGY Develop a toolkit of resources to better explain the value of each employee to the organization. TACTICS • Develop an Employee Value-Proposition Report showing each employee’s total compensation (including base salary, bonus potential, benefits, other costs and payroll taxes), so employees know their total value to the organization. •
•
repare the report for each employee and deliver that P report following their annual performance review, midyear review and other events such as a promotion. evelop an annual survey that measures employeeD satisfaction levels.
STRATEGY Develop a series of employee awards, events, staff meetings and staff outings to celebrate the employees of both companies. TACTICS • Continue the above-and-beyond award for employees who accomplish something well outside their core job description. •
•
• •
ontinue tradition of an employee holiday lunch C and holiday gift to appreciate employees during the holidays. ontinue the tradition of a staff outing, which usually C takes place during the summer months. Request staff attend Annual Marketing Outlook Dinner. elebrate staff birthdays and key anniversaries during C monthly staff meetings and during special occasions.
•
•
ontinue to refine and include core values in employee C performance reviews, so all employees are evaluated on the same core values and competencies. B ase annual merit increases on each employee’s scores on the company’s core values within the performance review.
STRATEGY Continue to focus on employee, executive team and board of directors’ education, learning and overall strategic-planning abilities. TACTICS • Continue tuition reimbursement at $1,000 per employee per fiscal year. •
•
•
•
•
ontinue to encourage participation in certifications, C outside learning and core job-training skills through online classes, certified destination marketing executive (CDME) certification and other learning opportunities ontinue to provide ongoing human-resource C management training for the executive and management teams. Continue tradition of a full-day staff retreat to focus on a single topic, human-resources trainings and other team-building exercises. ontinue tradition of annual executive team retreat C to focus annual strategic-planning into a productive, solutions-oriented leadership retreat. ontinue tradition of annual executive committee C retreat to focus on a major issue facing the organization, industry or destination and to build bonds within the executive committee and between that committee and the executive team.
NEWPORTBEACHANDCO.COM | 109
Core Values Newport Beach & Company believes the corporate values should be lived and not just written down. The values below help make Newport Beach & Company a great organization to work for, motivating employees to work their best to benefit the community: 1. INNOVATION/ADAPTABILITY (“Adaptovation”) – Maintain our place at the cutting edge of our industry, fostering an environment of creative thinking and continuous improvement with change viewed as opportunity. 2. CUSTOMER AND STAKEHOLDER CENTRIC – Champion a quality culture, focused on surpassing expectations of customers and stakeholders. 3. LEARNING AND KNOWLEDGE – Kindle the passion for lifelong learning and encourage team members to embrace the mindset and habits of thinkers and learners.
4. RESPECT – Show respect, courtesy and dignity while demonstrating emotional intelligence in all interactions. 5. WELLNESS – Foster an environment that supports individual’s overall health and wellbeing. 6. EMPLOYEE ENGAGEMENT – Cultivate an environment of passion, commitment, positivity, teamwork and fun. 7. INTEGRITY – Let honesty and ethics be the guide in all decision-making, keeping trust and credibility at the core of all we do.
Organization/Board of Directors Marketing Calendar Q1 July
Marketing CHRISTMAS BOAT PARADE BOARD MEETING NEWPORT BEACH RESTAURANT WEEK NEWPORT BEACH FILM FESTIVAL ANNUAL DINNER CITY COUNCIL PRESENTATIONS
110 | 2016-17/2017-18 MARKETING PLAN
4th of July
August
Q2 September
October
November
Labor Day
Halloween
Thanksgiving
ICONIC HENRY SAMUELI, CO-FOUNDER OF BROADCOM; OWNER OF THE ANAHEIM DUCKS; LOCAL PHILANTHROPIST “Passion is what gives meaning to our lives. It’s what allows us to achieve success beyond our wildest imagination.”
Q3
Q4
December
January
February
March
April
May
June
Hannukkah/ Christmas/ NYE
Martin Luther King’s Birthday
Valentines Day
Spring Break
Easter
Mother’s Day
Father’s Day
NEWPORTBEACHANDCO.COM | 111
ICONIC JOHN WAYNE ABOARD HIS YACHT, THE WILD GOOSE Former resident and local hero, John Wayne had a home in the harbor for many years. His boat “The Wild Goose” can still be seen and hosts many events and his name lives on at John Wayne Airport.
Business-Unit Destination Marketing Plans Visit Newport Beach, Inc. Visit Newport Beach, Inc.- Leisure Marketing 112 Visit Newport Beach, Inc.- Group Sales
124
Newport Beach & Company Dine Newport Beach
130
Enterprise Newport Beach
134
Celebrate Newport Beach
138
Newport Beach TV
142
Film Newport Beach
152
“ Tomorr have le from ye 112 | 2016-17/2017-18 MARKETING PLAN
rrow hopes we earned something esterday.” – John Wayne
ICONIC AUGIE NIETO A resident of Corona Del Mar, Augie is Chairman of the Board of the ALS Therapy Development Institute in Cambridge, MA. He is the Chief Inspirational Officer for Augieâ&#x20AC;&#x2122;s Quest, an aggressive, cure-driven, international fundraising effort.
Visit Newport Beach, Inc.
Leisure Marketing
Visit Newport Beach, Inc. (VNB) Leisure Marketing shares the Newport Beach brand story with traveling consumers throughout the visitorsâ&#x20AC;&#x2122; planning, purchasing and in-market phases of the travel journey. From inspiring visitors to take a trip to Newport Beach to creating a place to share memories, Visit Newport Beach, Inc. engages with the visitor at all points in the travel process. Leisure Marketing is funded by a portion of transient-occupancy tax (TOT), the third largest source of revenue for the city of Newport Beach, which is paid by visitors staying in hotels and vacation rentals in Newport Beach. The Leisure Marketing Team is divided into three functional departments: Media Relations & Brand Management, Digital Marketing & New Media and Marketing & Strategic Partnerships.
114 | 2016-17/2017-18 MARKETING PLAN
SPRING SWEEPSTAKES CAMPAIGN
Marketing & Strategic Partnerships ADVERTISING & PROMOTIONS Visit Newport Beach, Inc.’s Marketing & Strategic Partnerships Team develops integrated advertising and promotional campaigns in key target markets that are on-brand and are integrated with the other marketing disciplines in order to: • • •
I ncrease year-round leisure travel from day-trippers and first-time visitors Extend visitors’ length of stay Encourage repeat visitation
RESEARCH & PLANNING Visit Newport Beach, Inc., conducts tourism destination research to support brand and marketing initiatives. Research initiatives include ad effectiveness studies, visitor profile studies and economic impact reports. Investing in research helps define the Newport Beach traveler and allows the marketing team to best target the appropriate audiences who make the largest impact to tourism in Newport Beach.
Extensive brand development during the 2016 fiscal year will continue to be implemented in upcoming advertising efforts with a new brand creative campaign planned for the 2017 fiscal year. With an all-encompassing brand message and voice, the Marketing Team will work together to integrate all communications through seasonal and special integrated media plans to best reflect the Newport Beach brand across all platforms.
INTERNATIONAL MARKETING International visitors continue to be vital to Newport Beach tourism. In close collaboration with our international public relations and travel trade agencies, the Marketing Team educates and promotes Newport Beach to international travel-trade companies and travel media in order to generate visitation to Newport Beach. Key international markets include China, Middle East and United Kingdom. Efforts include the following:
Integrated-marketing campaigns will be developed and launched in-house to target specific need periods throughout each fiscal year. Typical need periods are the last two weeks of August; November, December and January; and some springtime periods.
Travel Trade Newport Beach’s top international markets are the United Kingdom, the Middle East and China. Travel trade encompasses travel agents, tour operators, online travel agencies and airline suppliers who book individual or group tours for travelers. In the United States most consumers book travel directly via an online booking source, while international travelers in many countries continue to rely on a third party travel agency or tour operator to assist with travel planning and booking. NEWPORTBEACHANDCO.COM | 115
U.K. Promotion Each February, Visit Newport Beach, Inc. conducts its largest international campaign – The U.K. Holiday. The fully integrated marketing campaign includes consumer advertising, point-of-sale, in-store marketing, travel-trade education, media relations, radio and TV appearances. The campaign concludes with a star-studded event to coincide with the British Academy of Film & Television Arts Awards ceremony in London. Visit Newport Beach, Inc.’s entire United Kingdom campaign is a unique collaboration with the Newport Beach Film Festival. Through the promotion of the Newport Beach Film Festival at the same time as the British Academy of Film & Television Arts Awards, Visit Newport Beach, Inc. is able to capitalize on celebrities and their star-power to promote the Newport Beach brand lifestyle to a high-income United Kingdom traveler, looking for warm-weather, luxurious beach destinations. [Insert photos of U.K. promotion, Piccadilly Circus video wall, Event, etc.]
Visit Newport Beach, Inc. works with travel trade agencies that specialize in behaviors of travelers and travel trade representatives in those markets. Visit Newport Beach, Inc. has contracted directly in the United Kingdom with Black Diamond—a full-service public relations, travel trade and strategic partnership agency. Black Diamond represents Newport Beach as a tourism and vacation destination throughout the United Kingdom. Black Diamond also represents Visit California, so Visit Newport Beach, Inc. experiences many advantages through this unique partnership with an agency that thoroughly understands California and specifically Newport Beach. Visit Newport Beach, Inc. partners with the Orange County Visitors Association (OCVA) and its external agencies to represent Newport Beach and participating Orange 116 | 2016-17/2017-18 MARKETING PLAN
County destinations, hotels and attractions in China and in specific countries throughout the Middle East. These agencies educate travel agents about Newport Beach and Orange County as a vacation destination. Sales Missions As part of Orange County Visitors Association’s effort to educate tour operators about Orange County, annual in-person meetings are held in key international markets. In 2017, Visit Newport Beach, Inc. will participate in China and/or Middle East Sales Missions through partnership with Orange County Visitors Association with specific sales presentations to Ctrip—the largest online travel agency in China, and the world—as well as major international travel providers.
VISITNEWPORTBEACH.CN
OCVA MIDDLE EAST WELCOME VIDEO
CHECK-INN TV SCREEN
China Travel Trade & Public Relations Initiatives In an effort to further communicate directly with the Chinese visitor, Visit Newport Beach, Inc., in conjunction with a digital agency in China, developed a Mandarin-language Newport Beach website, www. VisitNewportBeach.cn. The Visit Newport Beach, Inc. team will continue develop and distribute visitor-related content to the Chinese market through this medium.
Through partnership with Orange County Visitors Association for travel trade and public relations representation in China, Visit Newport Beach, Inc. will continue providing travel-agent and wholesaler training to agents across China who are booking travel for clients to destinations around the world. China has leaped to one of the top international, inbound markets to California with more than 110 weekly nonstop flights to three gateway cities: San Francisco, Los Angeles and San Jose.
In addition to the website, an in further coordination with Orange County Visitors Association to communicate with the Chinese visitor, Visit Newport Beach, Inc. has created a Mandarinlanguage destination video and is a founding partner in Orange County Visitor Association’s Ctrip initiative. As the world’s largest online travel agency, Ctrip enables Visit Newport Beach, Inc. to reach consumers, travel agents and tour operators directly via its robust online booking capability. In 2016, Visit Newport Beach, Inc. worked extensively with Newport Beach hotels to enable direct booking capability between Newport Beach hotel websites and Ctrip, which resulted in a 1,440-percent increase in bookings for Orange County hotels compared with the previous year.
Middle East Travel Trade & Public Relations Initiatives As with international marketing efforts in China, Visit Newport Beach partners with Orange County Visitors Association’s Middle East office in Dubai for travel trade and public relations representation in targeted Middle East countries. Orange County Visitors Association was one of the first United States destinations to have representation in the Middle East, and Newport Beach has been at the forefront of this strategic partnership. The Orange County Visitors Association Middle East sales office provides travel-agent and wholesaler training to agents across the Middle East who are booking travel for their clients to destinations around the world. NEWPORTBEACHANDCO.COM | 117
STRATEGIC PARTNERSHIPS Visit Newport Beach, Inc. is actively looking to establish strategic partnerships within the tourism industry and the local community. Through these efforts, Visit Newport Beach, Inc. will leverage its existing marketing resources to promote selected partners while raising revenue to support organizational initiatives. These partnerships aim to elevate the brand of both Visit Newport Beach, Inc. and the partner, using unique and innovative strategies. There are several strategic partnership levels all designed to drive incremental revenue for Visit Newport Beach, Inc. while aligning with and promoting complementary lifestyle brands and companies through unique strategic partnerships. Founding Partnerships The first and highest level of strategic partnerships is Founding Partner. This level is reserved for strategic partners who directly align with the Newport Beach aspirational lifestyle and brand. These brands seek to align with a luxury destination to promote their goods or services to Newport Beach residents and visitors.
118 | 2016-17/2017-18 MARKETING PLAN
Digital & Print Advertising Solutions The next level is reserved for companies who would like to advertise or promote their goods or services via Visit Newport Beach, Inc. marketing assets such as the inspiration guide, collateral materials, websites, e-Newsletters, social media and blogs. There are numerous advertising and promotional opportunities available for sale on almost all Visit Newport Beach, Inc. assets. Digital Media Center Another way to form a strategic partnership with Visit Newport Beach, Inc. is through use and rental of the new Digital Media Center, TV Studio and video production and editing services. A full media kit was created with all partnership opportunities. Visit Newport Beach Partner Program The Partner Program allows for strategic partnerships with businesses outside of Newport Beach, such as restaurants and attractions, in order for those businesses to reach the lucrative Newport Beach residents and/or visitors. Businesses, attractions, hotels or restaurants in Newport Beach are automatically listed as official partners of Visit Newport Beach, Inc. at no cost.
Community Relations & Visitor Services Visit Newport Beach, Inc. works with our community partners and visitor concierges to provide helpful information and enhance the visitors’ experience. The concierge will continue to operate the Fashion Island Visitor Center and provide the community with content-rich visitor information through destination maps and visitor guides. Additionally, Visit Newport Beach, Inc. created and manages a fully interactive visitor kiosk at Fashion Island, which provides instantaneous visitor information about the destination. Visit Newport Beach, Inc. is embarking on a leading-edge new initiative to put a mobile concierge in the palm of the visitor’s hands via an entirely new, industry-leading way to serve up personalized destination content geographically near each and every visitor. This new mobile, locationbased smartphone initiative takes the power of the Newport Beach partner database and matches the data to each customer providing content personalized to the consumer’s location in the destination.
MOBILE WEBSITE
NEWPORTBEACHANDCO.COM | 119
Media Relations & Brand Management The goal of the Media Relations & Brand Management team is to generate awareness of a positive destination brand identity that is in sync and consistent with Visit Newport Beach’s Brand Promise.
MEDIA RELATIONS Visit Newport Beach, Inc.’s media-relations efforts hinge on strong, ongoing relationships with target media, bloggers and social influencers. Nurturing current relationships, growing our media database and increasing media visits to the area are top priorities. Sharing the Newport Beach brand story through respected media outlets not only gives the destination credibility, but also exposes these audiences to the destination.
Target Media Audiences Business-to-Consumer (B2C):Consumer & Travel Trade Media TIER 1 MARKETS (DRIVE-MARKETS)
TIER 2 MARKETS (FLY-MARKETS)
OPPORTUNITY MARKETS (FLY-MARKETS)
Los Angeles
Las Vegas
Chicago
Greater Orange County
San Francisco Bay Area
New York
Inland Empire
Dallas
Seattle
Palm Springs
Houston
Portland
San Diego
Austin
Vancouver
Phoenix
Denver
Canada United Kingdom China Middle East
Business-to-Business (B2B): National, Local & Regional B2B Media B2B MEDIA PROMOTING COMPANY/INDUSTRY NEWS
B2B MEDIA PROMOTING GROUP SALES & MEETINGS IN NEWPORT BEACH
National (travel industry trades)
National Meetings Trade
Los Angeles
National Business Publications
Orange County
State-wide Meetings Trade
Newport Beach
Local/Regional
Target Media Channels
PRINT magazine newspaper
BUSINESS-TO CONSUMER MARKET TIERS
120 | 2016-17/2017-18 MARKETING PLAN
ONLINE BROADCAST digital • social & CABLE blogs • video television • radio
Domestic Consumer & Travel Trade Media Relations: • Devise compelling story angles centered around the Newport Beach lifestyle and its brand-defining events. •
• •
•
•
roactive pitching to local, regional, P national media to place stories.
•
•
•
•
Facilitate incoming media requests. reate custom itineraries for visiting C media.
•
lan Familiarization (FAM) tours P around aficionado angles.
ork with Black Diamond (United W Kingdom) and Orange County Visitors Association (China, Middle East) to develop stories that resonate with these international markets. evelop custom itineraries for D international visiting media and plan familiarization (FAM) trips for larger groups of media.
evelop new, leading-edge Online D News Room on all companymanaged websites to promote all business units.
National, Local & Regional Businessto-Business Media Relations: • Devise continual drip of new stories and news about Newport Beach & Company, Visit Newport Beach, Inc., and the Newport Beach/Orange County tourism/meetings industry to local and regional media. •
International Consumer & Travel Trade Media Relations: • Devise story angles for international travelers.
evise communications plan to D promote Newport Beach & Company President & CEO, Gary Sherwin, as he assumes role as Chairman of Destination Marketing Association International. reate presentation and talking C points for CEO’s DMAI Annual Convention Keynote Speech. enerate local positive news G coverage for CEO in local/regional media to push positive stories higher in search engines.
National & Regional Meetings Media Relations (B2B): • Devise continual drip of new stories and news about Visit Newport Beach, Inc., Group Sales, meetings news in Newport Beach and hotel meetings improvements/features in national and regional meetings trade publications and websites. •
•
ecure positive ratings and rankings S for Group Sales Team and Newport Beach as a meetings destination in meetings trade publications and websites. ecure positive stories about S Newport Beach as a meetings destination in national business magazines, newspapers and websites, e.g. Forbes, Business Week, The Wall Street Journal, etc.
evelop a Crisis Communications D Plan for the company and destination. NEWPORTBEACHANDCO.COM | 121
BLOG STRATEGY The Visit Newport Beach blog offers fresh content each week for locals and visitors alike. The original content shares what’s new in Newport Beach, information on upcoming events, local profiles and more. All blogs are written by a dynamic group of guest bloggers and in-house Marketing team members who each bring a unique perspective to the destination. VISIT NEWPORT BEACH.COM BLOG PAGE
BRAND MANAGEMENT Serving as an in-house creative services agency, Visit Newport Beach, Inc.’s brand management team brings tremendous graphic design, art direction, photography, videography and creative direction to Visit Newport Beach, Inc. and all of its business units.
BALBOA ISLAND STYLE GUIDE BAL BOA I S LAND
BRAND GUIDELINES 1.0
TYPOGRAPHY
BRAND MARK
Balboa Island’s official font is MrsEaves. This font was selected to compliment the feeling of a friendly, historical feel while ensuring legibility and flexibility for a variety of uses. Please use MrsEaves Bold for headlines, and MrsEaves Roman for all body copy.
MrsEaves Bold
ABCDEFGHIJKLM abcdefghijklm 0123456789 MrsEaves Roman
ABCDEFGHIJKLM abcdefghijklm 0123456789
COLOR PALETTE PRIMARY
PANTONE
RGB
HEXACHROME
100 21 28 76
0 61 76
003d4c
PANTONE 484
8 92 100 33
154 51 36
9a3324
PANTONE 550
42 7 8 8
141 185 202
8db9ca
PANTONE Warm Grey 5
SECONDARY
CMYK
PANTONE 548
PANTONE
27 25 26
CMYK
188 181 177
RGB
bcb5b1
HEXACHROME
PANTONE 7717
96 0 47 19
0 133 125
00857d
PANTONE 7578
0 51 79 14
220 107 47
dc6b2f
PANTONE 7495
42 5 98 29
143 153 62
8f993e
PANTONE 3145
100 10 29 20
163 33 54
A32136
The Brand Management team has created the brand identity systems for Newport Beach TV, Dine Newport Beach, Newport Beach Restaurant Week, Balboa Island, Balboa Village, Newport Beach TV—the new 24/7 online lifestyle channel—and numerous other graphic design initiatives. This team helps drive the new brand advertising campaign creative and serves as the central source for brand voice, brand look and brand identity for Visit Newport Beach, Inc. and all of its business units.
122 | 2016-17/2017-18 MARKETING PLAN
COLLATERAL Visit Newport Beach, Inc. produces annual collateral and sales promotion materials to assist the visitor while they are planning their trip and to guide them when they are in the destination. In 2016, Visit Newport Beach, Inc. revamped its collateral collection with the new Newport Beach Inspiration Guide and the new Newport Beach Mini-Guide, replacing the traditional Visitor Guide and Map with all new, content-rich marketing collateral. Produced annually, the Newport Beach Inspiration Guide is an engaging print publication that is intended to inspire travelers to visit and keep Newport Beach top of mind during the inspiration phase of the travel journey. The magazine-format, Inspiration Guide has an annual distribution of 100,000 through direct mail, trade shows, in-market newsstands, in hotel rooms, select West Coast Barnes & Noble retail stores and digitally. All advertising placed in the Inspiration Guide is native integration, seamlessly blending the advertiser’s message with the Newport Beach brand story. This new format provides cover-tocover magazine stories without the intrusion of typical display advertising. This provides a seamless brand experience for the consumer. The Newport Beach Mini-Guide is an in-market guide to exploring the city’s unique neighborhoods with detailed maps showcasing dining, shopping and places to explore in Newport Beach. More than 100,000 copies are printed annually and distributed throughout hotels, resorts, Fashion Island and the Visit Newport Beach, Inc. concierge center as well as local hotel concierge desks throughout Newport Beach.
Digital Marketing & New Media
WEBSITE Maintain and grow industry-leading, responsive visitor website for Newport Beach, VisitNewportBeach. com. For the 2017 and 2018 fiscal years, continue to grow the website content and functionality. Dedicate a section for video on the website to showcase Newport Beach TV and the variety of new online lifestyle channel programming. Continue to ensure all website initiatives are mobile-friendly and work as a companion digital tool in-market. The next two fiscal years will continue phase II of a full mobile plan, to enhance experiences on mobile devices, identify integration points with emerging technology and hardware (Apple watches/wearable products) and increase key metric goal conversions. Other areas of focus will include: SOCIAL MEDIA Visit Newport Beach, Inc. has an active social media following. Social platforms allow Visit Newport Beach, Inc. to share partner and visitor content. Additionally, it allows the team to interact with visitors planning their trip and in-market visitors who might have questions. Social Media has been an active part of the overall marketing plan for Visit Newport Beach, and will continue an aggressive growth pattern into the new two-year cycle. The Marketing team will focus on monitoring up-and-coming social media channels, while maximizing the offerings of top social platforms to better coincide with all advertising and marketing efforts to reach the visitor audience. Video will be a major point of integration, generating more content that will be distributed on the social
•
•
•
eddings: Continue to develop W content to help increase exposure for Newport Beach as a weddings destination takeholders: Increase the S business listings and leverage other developments from Dine Newport Beach, Enterprise Newport Beach and Newport Beach TV to bring full-featured stakeholder representation eservations: Continue the growth R of partner activities for booking online (hotel, restaurant, golf tee times and spa), while promoting
networks. New programming ideas with quick and compelling content will be generated out of larger pieces being produced for web and other marketing initiatives. SEARCH-ENGINE OPTIMIZATION Continual search-engine optimization (SEO) and content creation is vital for the indexing and organic search growth of VisitNewportBeach.com and all of the partner websites managed by Visit Newport Beach, Inc. including DineNB.com, ExploreBalboaIsland. com and BalboaVillage.com. Focus will remain on improving the front and back-end keyword content while creating new, engaging content. Optimization of content generated on social channels will be integrated to benefit search indexing. SEARCH-ENGINE MARKETING Search-Engine Marketing (SEM) is paid-search advertising that supplements organic growth through Visit Newport Beach, Inc.’s search
more opportunities for lodging, restaurant, golf and spa exposure •
•
roup Sales: Develop content G to showcase the destination and hotel offerings while making the process of contacting and submitting an RFP even easier ideo: Incorporate more video V on all relevant pages and sections while showcasing detailed video in stakeholder listings.
engine and its partner websites (DineNB.com, ExploreBalboaIsland. com, BalboaVillage.com). SearchEngine Marketing is a key tactic of the overall objectives of digital marketing. Search-Engine Marketing budget resources will increase by 10% yearover-year and will focus on keyword matching results from analytics to optimize for best performing/volume keywords. Additionally, continual A/B testing of ad groups for increased results will be optimized through the fiscal year. Keyword research provides the opportunity to optimize bidding and search density for popular related search terms and allows the Digital Marketing Team to focus on the high-impact words that will bring qualified traffic back to the Visit Newport Beach website. Video objectives will be reinforced with active adword video campaigns to promote new content developed and published on YouTube. NEWPORTBEACHANDCO.COM | 123
MOBILE MARKETING Visit Newport Beach, Inc.â&#x20AC;&#x2122;s primary consumer-facing, tourism website, VisitNewportBeach.com, was built in 2013 and is completely mobile responsive, which means it automatically resized, rearranges and redistributes digital content based on the size and type of device from desktop to tablet to mobile. Next year, Visit Newport Beach, Inc. will explore a new mobile strategy to augment the current, responsive-designed website. Visit Newport Beach, Inc. is embarking on a leading-edge new initiative to put a mobile concierge in the palm of the hands of those searching for information about Newport Beach. Via an entirely new, industry-leading way to serve up personalized destination content geographically, near each and every visitor, this new mobile, location-based smartphone initiative takes the power of existing partner databases and matches the data to each customer to provide content personalized to the consumerâ&#x20AC;&#x2122;s interest when in the destination. NEW MEDIA The Digital Marketing Team is in the process of creating a new, 24/7 online lifestyle channel called Newport Beach TV. This new digital channel will be available on the VisitNewportBeach.com website and contain searchengine optimized content and allow for brand storytelling via compelling video content.
VISIT NEWPORT BEACH LEISURE MARKETING % OF BUDGET
124 | 2016-17/2017-18 MARKETING PLAN
Visit Newport Beach Leisure Marketing Budget VISIT NEWPORT BEACH LEISURE BUDGET ALLOCATION
LEISURE MARKETING (TOT)
FY2017
FY2018
$4,794,512
$4,917,094
$134,458
$138,536
$1,125,057
$1,196,184
Community Relations
$157,000
$142,000
Collateral
$162,000
$172,000
International Marketing
$363,590
$373,590
Digital Marketing
$408,000
$408,000
Public Relations
$219,000
$219,000
$2,225,407
$2,225,407
Revenue Expenses Operating Expenses Advertising
Fees and Contributions to NB&Co.
Visit Newport Beach Goals FY2016
FY2017
FY2018
VNB Web Visits
1,060,400
1,134,600
1,191,300
Page Views
3,080,000
3,172,400
3,267,500
WEBSITE
SOCIAL MEDIA Social Followers
140,000
156,000
172,000
4,120,000
4,485,000
4,908,000
153,617,970
161,290,000
166,120,000
Online Ad Click to Site
303,710
312,000
321,000
Marketing Room Nights
15,000
60,000
61,200
15,000,000
40,000,000
40,800,000
500
525
550
2,000,000,000
2,200,000,000
2,300,000,000
105
110
115
Social Reach ADVERTISING Total Ad Impressions
Marketing Campaign/Economic Impact PUBLIC RELATIONS Placements Media Impressions Domestic Media Visits International Media Visits
20
25
30
Media Assists
275
285
300
Wholesalers Trained
173
200
205
In-Market Agent Visits
22
25
27
INTERNATIONAL
NEWPORTBEACHANDCO.COM | 125
THE REAL HOUSEWIVES OF ORANGE COUNTY Newport Beach has a long history as a backdrop for movies and television. Called â&#x20AC;&#x153;one of the wealthiest enclaves in the U.S.â&#x20AC;?, Bravo TV in 2005 launched the inaugural reality TV series The Real Housewives of Orange County. Newport Beach has become the home base for much of the series, with franchises expanding the reality TV into cities around the U.S. and becoming a worldwide phenomenon.
Visit Newport Beach, Inc.
Group Sales & Marketing Visit Newport Beach, Inc., Group Sales actively brings valuable group and conference business to the Newport Beach Tourism Business Improvement District (TBID) hotel properties and local businesses. The Newport Beach TBID consists of eight hotel properties: Balboa Bay Resort, Fairmont Newport Beach, Hyatt Regency Newport Beach, Island Hotel Newport Beach, Newport Beach Marriott Bayview, Newport Beach Marriott Hotel & Spa, Newport Dunes Waterfront Resort & Marina and Radisson Hotel Newport Beach. The purpose of the TBID agreement is to directly enhance group business (meetings and conferences) for partner hotels. To deliver on the TBID promise, Group Sales must foster current client relationships and attract new meetings and conferences to Newport Beach. Through aggressive direct selling, innovative marketing initiatives and strong community partnerships, the efforts of the Visit Newport Beach Group Sales team result in increased hotel room nights and additional revenue to TBID hotel partners.
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DEPLOYMENT MAP
Each year, the TBID Board of Directors sets a room-night goal for the Visit Newport Beach Group Sales team just before the start of the fiscal year. For the 2016 fiscal year, the Group Sales Team is on-track to meet its aggressive 82,000-room-night goal, the highest in the organization’s history. The Newport Beach & Company Marketing Team services the Group Sales team and provides thoughtleadership, strategic-planning and integrated marketing campaigns that drive brand awareness for the destination and the Group Sales Team and ultimately increases overall group room-night bookings and meeting attendance. GROUP SALES The Group Sales National Account Directors are responsible for attracting group business to TBID hotel properties. Through tradeshows, client meetings and in-destination familiarization (FAM) tours, these industry experts deliver on impressive room-night goals and bring essential meetings business to partner hotels.
They show clients why Newport Beach will meet their meetings’ needs. The National Account Directors are deployed geographically. Extra emphasis will be placed on Eastern U.S. business in the next fiscal years due to their longer stays. Meetings and conferences traveling longer distances tend to stay longer in the destination. An important audience for Visit Newport Beach, Inc., Group Sales is third-party meeting planners. Companies and associations hire these third-party planners to plan their meetings. With many clients, each third-party planner brings potential for multiple end-user clients. Group Sales’ key third-party partners are ConferenceDirect, HelmsBriscoe and Hospitality Performance Network (HPN) Global. The Group Sales Team earns valuable contacts through tradeshow attendance. Visit Newport Beach, Inc., Group Sales
elevated its dynamic, experiential tradeshow presence with the debut of its new booth in fiscal year 2015, and it still continues to catch the attention of attendees and competitors. A new audience for the Group Sales team is the Meetings, Incentives, Conferencing and Exhibitions (MICE) market in China. Through its partnership with Orange County Visitors Association, Group Sales is starting a new initiative to reach out to the MICE meetings market in China to book oversees, group/meetings travel from China to Newport Beach and Orange County. CONFERENCE SERVICES During the meeting planning process, the team offers clients insider perspective on Newport Beach. Conference Services assists with connecting clients to vendors, venues and services. Visit Newport Beach, Inc., has access to a robust list of providers to help planners find resources in Newport Beach to serve as the primary destination resource. NEWPORTBEACHANDCO.COM | 127
Marketing The Newport Beach & Company Group Marketing team is divided into three functional departments: Media Relations & Brand Management, Digital Marketing & New Media and Marketing & Strategic Partnerships. The Marketing Team provides marketing services and integrated-marketing campaigns to drive overarching brand awareness of Newport Beach as a premier meetings destination. It also promotes the Group Sales Team as an elite sales team that serves its meeting-planner clients with industry-leading sales and services. MARKETING & STRATEGIC PARTNERSHIPS Education and awareness are the key goals of marketing Visit Newport Beach, Inc. and its services, with the ultimate goal of booking meetings in Newport Beach. Through understanding the meeting planner audience, the Marketing Team will create an integrated marketing campaign that will include strategic advertising placements with an emphasis on digital platforms. Newport Beach & Companyâ&#x20AC;&#x2122;s Marketing Team will manage crossdepartmental campaigns to educate planners and attendees about Newport Beach. Research & Planning Newport Beach & Company conducts meetings research to support sales and marketing initiatives. Research initiatives include the Event Impact Calculator, hotel occupancy and revenue reports, meeting planner surveys and external meetings research sources. Investing inresearch helps understand the meeting planners and attendees and allows the Group Sales and Marketing Teams to best target the appropriate audiences who make the largest impact to meetings and conferences in Newport Beach.
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MEDIA RELATIONS & BRAND MANAGEMENT As Leisure Marketing implements its brand campaign, Group Sales will integrate the new campaign and brand positioning into its creative and messaging. By way of a special meetings section on the Visit Newport Beach website, the Marketing Team shares current industry news through blog posts, as well as through its social media channels, demonstrating the ability Visit Newport Beach, Inc., Group Sales to be a resource for meeting planners considering Newport Beach. The Media Relations Team generated free, positive earned media about Newport Beach as a premier meetings destination in industry trade publications and regional media surrounding Newport Beach. The overarching goal of media relations is to keep Newport Beach meetings and the Group Sales Team top-of-mind for media writing about conference and meeting locations. National Account Directors show planners why Newport Beach is the right fit for their meeting, requiring engaging and up-todate informational sales-promotion collateral. Newport Beach & Company develops collateral and sales pieces to educate planners and promote destination services. It also creates custom advertisements and invitations to help account directors attract clients. The Media Relations Team writes all advertising and sales-promotional-collateral copy to promote Newport Beach as a meetings destination and likewise promote the Visit Newport Beach, Inc., Group Sales Team. The Brand Management team ensures the Newport Beach brand identity and brand positioning is infused
ICONIC DORY FLEET MARKET The Dory Fleet Market had its beginning in late 1891 when an enterprising fisherman tired of selling his fish to the wholesalers began marketing to the public on the beach. The Dory Fleet Market, located alongside the Newport Pier, still has its unique Old World charm. This unique market makes one reflect on an era when life was simpler. The Newport Beach Historical Society recognized the fleet as a permanent local historical landmark dedicated June of 1969.
throughout all meetings sales and marketing initiatives. It also designs all sales-promotion collateral, invitations, presentations and other graphic design initiatives. DIGITAL MARKETING & NEW MEDIA The Groups Sales and Marketing Teams plan to optimize digital communications in the coming year. Taking advantage of new media allows the Group Sales Team to stay on the leading edge. Plans for the upcoming fiscal year include an improved website experience for planners with destination resources and a simplified online request-for-proposal (RFP) submission form.
Facebook independent from Visit Newport Beachâ&#x20AC;&#x2122;s leisure social media channels. Additionally, the Newport Beach Meetings Blog has new articles regularly on meeting trends, Newport Beach news and meeting-planning tips. The addition of in-house video production elevates the Group Sales Teamâ&#x20AC;&#x2122;s presentations and transports planners to Newport Beach. Sizzle reels shown at conferences and to clients supplement the traditional tools, creating a more vivid picture of the destination. Video will continue to be an essential tool in the coming fiscal years. GROUP SALES SIZZLE REEL
E-communications are vital for connecting with meeting planners. Visit Newport Beach, Inc., will utilize this direct communication tool with pre- and post-tradeshow blasts, client event invitations and a newly implemented educational planner e-newsletter. With refinement and improved messaging, group sales e-communications will serve as a key marketing and educational tool, keeping Newport Beach top-of-mind. The marketing team works closely with Group Sales to ensure these communications reflect the appropriate audience and tradeshow and they are deployed in a timely manner. Through social media engagement and original content development, Visit Newport Beach, Inc., can keep interested planners informed on the latest Newport Beach happenings and industry trends. Visit Newport Beach, Inc., Group Sales has a strong presence on LinkedIn and MEETINGSNB.COM
PRE-TRADESHOW EMAIL
NEWPORT BEACH MEETINGS BLOG
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Visit Newport Beach Group Sales Budget VISIT NEWPORT BEACH, INC. BUDGET ALLOCATION
GROUP SALES (TBID)
Revenue
BUDGET FY2017
$4,025,948
Expenses Operating Expenses
$1,513,926
Advertising
$195,500
Site Inspections
$41,000
Client Events
$105,000
International Initiatives
$50,000
Conference Services
$1,000
CRM Maintenance
$12,000
Database/Prospecting
$110,000
Trade Shows
$495,000
Community Sponsorships
$165,000
Group Booking Incentives
$300,000
Hosted Industry Events
$50,000
Industry Partnerships/Sponsorships
$122,000
Customized Destination Support
$421,816
Research & Group Sales Marketing
$63,586
Other/Reserve Total Budget
VISIT NEWPORT BEACH GROUP SALES % OF BUDGET
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$450,429 $4,025,948
THE ICONIC LIDO THEATRE The historic Lido Theatre on Balboa Peninsula opened in 1938, premiering Bette Davis’s film “Jezebel” because she was a resident of Corona del Mar and insisted that the theatre open with her picture.
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ICONIC WING LAM, ONE OF THE FOUNDERS OF WAHOOâ&#x20AC;&#x2122;S FISH TACOS Founder of Wahooâ&#x20AC;&#x2122;s Fish Tacos calls Newport Beach Home. His parents also once owned Shanghai Pine Gardens on Balboa Island.
Newport Beach & Company
Dine Newport Beach Mission Statement
Dine Newport Beach is a strategic marketing initiative cooperatively created and managed by Newport Beach & Company and the Newport Beach Restaurant Association (NBRA) and funded in part via the Newport Beach Restaurant Business Improvement District (RBID) to enhance the economic vitality of the Newport Beach culinary community. Created to keep Newport Beach top-of-mind and relevant in a competitive culinary marketplace, Dine Newport Beach showcases and promotes Newport Beach, California as a premier dining destination offering innovative cuisine, fresh fare, diverse experiences and exceptional restaurants.
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Marketing Support Dine Newport Beach will deploy integrated online, print, broadcast, public relations and social media campaigns throughout the year during restaurant need periods, dining holidays and local signature culinary events.
Breakfast. Lunch. Dinner. Repeat. Satiate your inner-foodie with something a little less routine. From eclectic open-air eateries to lavish gourmet restaurants, Newport Beach offers full, enriching experiences. Whether you’re searching for farm-totable freshness or artisanal cocktails, you’ll always feed your curiosity with a meal to remember.
DINING GUIDE | OFFERS |
DineNB.com | EVENTS | RESERVATIONS
MARKETING & STRATEGIC PARTNERSHIPS Advertising Marketing campaigns with fresh creative and messaging will generate consumer awareness and keep the Newport Beach dining destination, the local culinary community and DineNB.com top-of-mind in the market. Advertising will appear in a variety of media including online, print and broadcast outlets, as well as in partner channels. DNB_DiningOut_APR_FP4C_FIN.indd 1
3/9/16 9:31 AM
Signature Event Dine Newport Beach will produce Newport Beach Restaurant Week that not only promotes the participating local restaurants, but also positions Newport Beach as Orange County’s premier dining destination. Partnership Opportunities Open to individuals and businesses that want to connect with Newport Beach Restaurant Association stakeholders and Dine Newport Beach diners, the Partner Program will generate new income through partner fees, advertising and sponsorship opportunities. Dine Newport Beach will continue to develop additional valuable assets to leverage for incremental income. Concierge Service Dine Newport Beach will provide a toll-free phone number serviced by the Visit Newport Beach concierge located at Fashion Island. The concierge service provides restaurant and dining recommendations and reservation assistance.
MEDIA RELATIONS & BRAND MANAGEMENT Media Relations Dine Newport Beach will develop relationships and increase engagement with food and travel writers, influential lifestyle bloggers and media professionals to ensure that the local culinary community, stakeholders and their promotions and events receive editorial coverage in local, regional and national media outlets throughout the year. Blog Dine Newport Beach strives to stay ahead of dining trends. The Dine Newport Beach Blog develops original content weekly to promote Newport Beach restaurants to the “foodie” community. Blog content will not only be provided by Dine Newport Beach, but also by food and lifestyle bloggers and influencers. Promotional Materials Marketing collateral will be created to promote DineNB. com and its comprehensive online dining guide. Collateral will be distributed throughout Orange County at airports, hotels, office centers and key visitor locations, as well as at a variety of local events throughout the year.
NEWPORTBEACHANDCO.COM | 133
DIGITAL MARKETING & NEW MEDIA The Newport Beach dining destination, culinary promotions and events will be advertised with targeted, paid-search ads on the major search engines and social networks. In addition, the digital marketing team will leverage key industry and media partners to promote the Newport Beach dining destination, Dine NB.com and program messaging. Website The Dine Newport Beach website, DineNB.com, will add relevant content, improved imagery, additional dining guides, curated dining experiences and userfriendly navigation. The website will strive to improve its search engine optimization best practices and focus on Newport Beach dining and restaurant keywords to index higher in organic search. Focus will be on keyword research, volume and competitor analytic tracking. Mobile As the majority of diners use mobile devices to explore culinary offerings and events, Dine Newport Beach will create an enhanced mobile experience for diners to easily search restaurants by neighborhood, cuisine,
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price point and location. In addition to user-friendly access to dining guides and curated dining experiences, the Dine Newport Beach mobile experience will be optimized for easy online reservation capability. E-mail The Dine Newport Beach weekly e-newsletter will deliver relevant information to diners. The newsletter will provide motivating content including culinary round-ups, dining trends, restaurant offers and promotions, and dining events. Dine Newport Beach will continue to focus on e-mail acquisition strategies to grow its subscriber list and leverage partner channels to deploy program messaging. Social Media Trending culinary topics, images and video content on the existing social channels will drive followers and build online engagement. Dine Newport Beach has an active following on Facebook, Instagram, and Twitter.
NEWPORT BEACH RESTAURANT ASSOCIATION ANNUAL MEETING MARCH 25, 2015 DNB_NBRA_MeetingInvite_V1_R1.indd 1
Video Production Messaging and content about Newport Beach dining will be produced in the Newport Beach TV Digital Media Center. An increased library of video content will be utilized to tell the story of Newport Beach as a dining destination and deployed through a variety of Dine Newport Beach and partner channels. Industry & Community Relations Dine Newport Beach will support organizations and events that assist in promoting the local restaurant and culinary community. Support will include cooperative marketing, online and social-media support, publicrelations assistance and promotion of events with local restaurant and culinary components.
2/17/15 10:14 AM
Stakeholder Communications Dine Newport Beach will engage Newport Beach Restaurant Association (NBRA) restaurants, partners and local stakeholders with e-mail and occasional print communications. The quarterly NBRA e-newsletter includes information on Newport Beach Restaurant Business Improvement District news and meetings, promotional opportunities, as well as industry information and events. Stakeholder Activities Dine Newport Beach will work in partnership with NBRA to develop stakeholder events designed to engage and educate members on NBRA activities, promotions and industry issues. These events include neighborhood mixers, workshops and seminars.
Dine Newport Beach Goals VISIT NEWPORT BEACH FY2017 & F72018 GOALS FY2016
FY2017
FY2018
115,023
155,000
158,100
5,500
15,000
21,000
N/A
30
30
WEBSITE Web Visits SOCIAL MEDIA Social Followers PUBLIC RELATIONS Placements
NEWPORTBEACHANDCO.COM | 135
ICONIC BLUTH’S BANANA STAND Bluth’s Banana Stand from the hit television series “Arrested Development” took inspiration from the banana stands of Balboa Island, offering their famous frozen bananas and signature treat, the Balboa Bar. In fact, the whole series took place in Newport Beach, home of the Bluth family.
Newport Beach & Company
Enterprise Newport Beach Two neighborhood merchant associations work through the City of Newport Beach with the mutual goal of increasing economic development to the neighborhoods throughout the city. With the city recommendation, Newport Beach & Company partnered with these organizations to help build and implement each organization’s own cohesive marketing plan and brand identity for each neighborhood. Newport Beach & Company manages the economic development for these merchant associations through its economicdevelopment business unit, Enterprise Newport Beach. As the official community-marketing organization for the Balboa Village Merchants Association (BVMA) and Balboa Island Marketing, Inc. (BIMI), Newport Beach & Company partners with each organization to focus on their growth and the community vitality through comprehensive, integrated marketing campaigns and brand development and storytelling. Newport Beach & Company aims to strengthen the overall interest of each unique neighborhood, the overarching destination and support their governance, working with each group’s advisory committee to understand and reach their long-term goals.
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ABOUT BALBOA VILLAGE Situated along the Newport Beach coastline, Balboa Village is bustling with visitors along its two boardwalks and the Balboa Pier. With a host of dining and local retailers, Balboa Village has offered an affordable, laidback coastal experience since 1936. The Fun Zone and ExplorOcean in Balboa Village provide entertainment for all ages. Visitors can stroll the bayside boardwalk, or take a long, relaxing ride on the historic Ferris wheel, which offers fantastic views of Newport Harbor and the Pacific Ocean. Balboa Village stretches from The Fun Zone and Balboa Ferry cross to Balboa Pier and the beaches. The heart of the village is near the world-famous surfing hangout, The Wedge, which is known for its amazing waves. With various water activities throughout the threemile Newport Harbor, the annual Newport to Ensenada sailboat race begins at Balboa Village every April. BALBOA VILLAGE MARKETING STRATEGY Balboa Village Merchants Association was Newport Beach & Companyâ&#x20AC;&#x2122;s first merchant association to join its economic-development business unit, Enterprise Newport Beach. During its first few years with Newport Beach & Company, the a new brand identity was created for Balboa Village along with numerous ad campaigns, maps and collateral event marketing materials. As Balboa Village Merchants Association moves into its new fiscal year with Newport Beach & Company, the community-marketing agency is working with the merchants association on a new, three-year strategic plan. Additionally, the agency is assisting the neighborhood with the creation and development of a new neighborhood website. The new website will be fully mobileresponsive and work on all devices
ABOUT BALBOA ISLAND With an illustrious history dating back to 1906, Balboa Island has been visited by some of the most famous Hollywood stars over the years. It is one of the most sought-after places to visit for those coming to Newport Beach. From its quintessential island charm seen on Marine Avenue, the tree-lined main street adorned with local merchants and long-standing restaurants, residents and merchants on the island strive to enhance the local community with their unique wares and maintain a state of historic charm for all those who visit. Balboa Island is most known for its world-famous Frozen Banana Stand where residents and visitors alike can grab a frozen banana or a decadent Balboa Bar.
(desktop computers, tablets and smartphones). Marketing initiatives in fiscal years 2017 and 2018 will focus around building traffic to the newly built neighborhood website as well as continuing to drive economic development for the neighborhood businesses. Last year, the association took a new approach to creating and marketing neighborhood events. After several years of creating great events, the association realized that these events cost the association significant parts of its budget. As a result, the association took a new approach to create only moneymaking events. Last fall, Balboa Village hosted its first Craft Beer Festival, which raised money for the association. It plans to continue the same event in Spring 2016 and thereafter at least twice a
BALBOAVILLAGE.COM
year. Additionally, the association will layer on even more events throughout the year to drive traffic, brand awareness and economic development for Balboa Village and its merchants.
NEWPORTBEACHANDCO.COM | 137
EXPLOREBALBOAISLAND.COM
MARKETING & STRATEGIC PARTNERSHIPS Newport Beach & Company will continue to offer consistency in branding and messaging and the ability to collaborate with each merchant association to help support their strategic marketing plans. BALBOA ISLAND MARKETING STRATEGY Balboa Island Marketing, Inc., is entering the second year of its three-year strategic plan. In fiscal year 2017, Balboa Island will be celebrating its historic 100year anniversary when the island was incorporated into the City of Newport Beach in September 1906. Last year, Newport Beach & Company created a new brand identity system as well as a new official logo for Balboa Island that pays homage to the iconic bridge, which serves as the gateway to the island’s historic Marine Avenue. Newport Beach & Company created and launched Balboa Island’s new website ExpoloreBalboaIsland.com, a mobileresponsive website that serves as a resource for visitors, local residents and island merchants. In the next two fiscal years, Newport Beach & Company will continue to build brand awareness and promote Balboa Island’s new brand identity through branding, advertising, collateral, digital marketing, media relations and social media campaigns. Additionally, the company will continue to build traffic and search engine marketing and optimization for the newly built Balboa Island website. Much of the work for the next fiscal year will be to promote the island’s historic 100th anniversary through a Centennial Celebration program of work. Additional marketing efforts will drive economic impact and brand awareness for one of the most historic and character-filled neighborhoods in Newport Beach. 138 | 2016-17/2017-18 MARKETING PLAN
The community-marketing agency’s paid-media approach is to build a media plan that will focus on both local and drive markets to increase awareness of firsttime guests and repeat visitors. It will use a multi-channel, integrated media plan with targeted conversion tactics. Part of the advertising focus will be aligning with content that allows Newport Beach & Company to weave the Balboa Island and Balboa Village story within relevant environments as well as leveraging existing efforts within the overarching media plan for the destination. Newport Beach & Company will utilize highly engaging creative to drive intent and seek more information for both neighborhoods. MEDIA RELATIONS & BRAND MANAGEMENT Through media and public relations, Newport Beach & Company will focus on creating an interest and demand with the leisure audience not only for Newport Beach but those looking to explore Balboa Village and the Balboa Island neighborhoods. Plans include providing marketing and publicity for local events to drive attendance by using press releases and blog support and event calendar postings. Additional communication efforts include spotlighting each of these neighborhoods within the monthly newsletter of Visit Newport Beach to garner visitation throughout the year. Newport Beach & Company will promote the two merchant associations, their great work and their partnership with Newport Beach & Company via local and regional media relations. As the Media Relations Team builds the new Online News Room, the team will ensure there are sections in the Online News Room devoted to each merchant association and their respective neighborhoods.
DIGITAL MARKETING & NEW MEDIA Newport Beach & Company has built and managed Balboa Island’s newly developed website that is mobileresponsive (ExploreBalboaIsland.com). The communitymarketing agency will finalize and launch Balboa Village’s newly developed website in the next fiscal year. The new mobile-responsive website will increase functionality for the residents, visitors and merchants who depend on the Balboa Village website for current events and merchant information. Newport Beach & Company’s goal is to increase visitations and page views as well as increase merchant listings and drive conversions for each merchant. The Digital Marketing Team will manage the websites for both Balboa Island and Balboa Village.
The Digital Team will cross-promote the signature events of Balboa Village and Balboa Island within the existing VisitNewportBeach.com to continue to build brand cohesiveness. The focus will be on growth and expansion of these key neighborhoods within Newport Beach. For Search Engine Marketing, the community-marketing agency will build its paid-search campaigns to promote both Balboa Island and Balboa Village through Google, Yahoo and Bing Search Engines. It will continue to refine its keyword optimizations for organic-traffic search for both neighborhoods as well as build search-engine optimization (SEO) strength and keyword writing to help index top pages of the websites.
Enterprise Newport Beach Goals VISIT NEWPORT BEACH FY2017 & FY2018 GOALS FY2016
FY2017
FY2018
25,000
33,000
41,000
5,500
7,200
10,000
1,680,000
1,760,000
1,812,800
50
75
80
35,000
41,000
54,000
4,500
6,600
8,700
670,000
703,500
724,605
25
30
30
ENTERPRISE NEWPORT BEACH- BALBOA VILLAGE WEBSITE
Web Visits SOCIAL MEDIA Social Followers ADVERTISTING Total Impressions PUBLIC RELATIONS Placements
ENTERPRISE NEWPORT BEACH - BALBOA ISLAND WEBSITE
Web Visits SOCIAL MEDIA Social Followers ADVERTISTING Total Impressions PUBLIC RELATIONS Placements
NEWPORTBEACHANDCO.COM | 139
ICONIC NEWPORT BEACH FILM FESTIVAL Celebrated as one of the leading lifestyle film festivals in the United States, and drawing over 50,000 people to the annual event, the Newport Beach Film Festival seeks to bring to Orange County the best of classic and contemporary film-making from around the world, including a film from the band Green Day in 2013.
Newport Beach & Company
Celebrate Newport Beach Celebrate Newport Beach brings a professional, cohesive and coordinated approach to managing, marketing and raising sponsorship funds for brand-defining events in Newport Beach. Through marketing, sponsorship and event support, Celebrate Newport Beach provides ongoing, year-round, focused attention on creating better, brand-centric events and leveraging those events for the benefit of the entire Newport Beach community. Celebrate Newport Beach also focuses on establishing strategic partnerships for Newport Beach that will provide sponsorship revenue to some signature events and key marketing initiatives.
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CURRENT CELEBRATE NEWPORT BEACH-SUPPORTED EVENTS •
• •
• •
Newport Beach Christmas Boat Parade
•
Newport Beach Film Festival
•
Newport Beach Wine & Food Festival
•
Hyatt Regency Jazz Festival yatt Regency Summer H Concert Series
•
Polar Paradise/Lighting of the Bay at Newport Dunes Newport Beach Restaurant Week Media Kick-off Event ewport Beach & Company N Annual Marketing Outlook Dinner Additional brand-defining events
Marketing, event and sponsorship support can vary from event to event with the most resources put toward elevating the marketing and promotion of the Newport Beach Christmas Boat Parade. For some events, Celebrate Newport Beach merely provides recommendations for better ways to market an event, while other events warrant the full support of the Newport Beach & Company Marketing Team. Following is one example of how Celebrate Newport Beach assists the Newport Beach Chamber of Commerce with marketing and raising sponsorship dollars to promote and support the Newport Beach Christmas Boat Parade: CHRISTMAS BOAT PARADE As one of the community’s longest and most-renowned events, the Newport Beach Christmas Boat Parade is the city’s most cherished tradition. Visitors and residents celebrate the cavalcade of holiday-decorated and lit yachts, electric boats and kayaks every December in Newport Harbor. In 2014, Newport Beach & Company and the Newport Beach Chamber of Commerce, the event organizer, entered into a strategic partnership, where Newport Beach & Company oversees all marketing, public relations, sponsorship efforts and consumer enhancements. Since the partnership began in 2014, the Christmas Boat Parade has seen major improvements, including the addition of celebrity grand marshals, integrated media plans, a refreshed logo and enhanced viewing experiences.
ICONIC ESTHER LOFGREN, 2012 U.S. OLYMPIAN, WOMEN’S GOLD MEDALIST, ROWING Began her training at Newport Aquatics Center at age 13. “It’s a privilege to have this job, and I try to get a little bit better every day. I love being surrounded by some of the most competitive and inspiring individuals I’ve ever met.”
MARKETING & STRATEGIC PARTNERSHIPS Newport Beach & Company creates an integrated-marketing campaign to raise awareness and attendance for the Christmas Boat Parade.
Additionally, Newport Beach & Company works to procure event sponsors. Cash and trade sponsors are essential to the event’s operation and bring additional exposure to both the Christmas Boat Parade and sponsors.
Newport Beach & Company activates the media buy making strategic advertising placements to both inform locals and entice visitors to attend the event and stay overnight in Newport Beach. Campaigns have included digital, radio, television and print placements.
MEDIA RELATIONS & BRAND MANAGEMENT Newport Beach & Company serves as the primary media resource for the Christmas Boat Parade. The Media Relations Team handles press inquiries and pitches international, national, regional and local media outlets for positive news coverage about the event.
EVENT POSTER
SEAS the
HOLIDAYS
T H A N K YO U
TO OUR SPONSORS HOSTS
PRESENTING SPONSORS
FEATURING THE RING OF LIGHTS HOME DECORATING SPECTACULAR!
OPENING NIGHT
WEDNESDAY, DECEMBER 16
COMMUNITY SPONSORS
6:15PM FIREWORKS @ NEWPORT PIER GRAND MARSHAL: ART E M OR E NO, OWNER OF THE LOS A NG E L E S ANG E L S OF ANAHE I M
THURSDAY, DECEMBER 17
GRAND MARSHALS : M E M B E R S OF T H E U.S. WOME N’S NATI ONA L S OCC E R T E A M
PRESE NTE D BY THE NE WPORT BE ACH CHAMBE R OF COMME RCE
DECEMBER 16-20, 2015 BEGINNING AT 6:30PM EACH EVENING
VISIT CHRISTMASBOATPARADE.COM PARADE ROUTE MAP | EVENT DINING OPTIONS SEATING & VIEWING LOCATIONS | BOAT CHARTERS
FRIDAY, DECEMBER 18
GRAND MARSHALS : CONT E STANT S FR OM SE ASON 8 OF “ THE VOI C E ”
SATURDAY, DECEMBER 19
FEATURE SPONSORS
GRAND MARSHALS : 2016 TOU R NAM E NT OF ROSES ROYAL COU RT
CLOSING NIGHT
SUNDAY, DECEMBER 20
9:00PM FIREWORKS @ BALBOA PIER
JANUARY 22, 2016 | AWARDS DINNER & AUCTION | ISLAND HOTEL NEWPORT BEACH
facebook.com/christmasboatparade
OFFICIAL SPONSORS
4:30PM WELCOME THE TEAM @ EXPLOROCEAN
PARADE SPONSOR
NEW RIDERS WHO ENTER PROMO CODE
PARADE
RECEIVE A SPECIAL EVENT RATE
twitter.com/nbboatparade
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Newport Beach & Company also hosts a media event on the opening night of the Christmas Boat Parade to gain beneficial recognition and create awareness to support the remaining nights of the event. Newport Beach & Company suggested the 107-year-old parade add Grand Marshals, and since this addition, the celebrity grand marshals make a guest appearance each year at the opening-night media event. The Newport Beach & Company Marketing Team produces all ads and informational materials including the parade-viewing map. Additionally,
the Christmas Boat Parade produces a program, and the Newport Beach & Company Marketing Team coordinates the content and design. DIGITAL MARKETING & NEW MEDIA Newport Beach & Company works to elevate the digital presence of the Christmas Boat Parade. The Christmas Boat Parade has a social presence on Facebook, Twitter and Instagram, and the Newport Beach & Company team works with the Newport Beach Chamber of Commerce to manage the accounts. The Newport Beach & Company Marketing Team also assists providing content for the official Christmas Boat Parade website. The Newport Beach TV camera crew films the parade each year and airs a special program on the Newport ROUTE MAP
Beach government-access channel. The video team also creates consumable content for social channels and b-roll footage for media outlets. ADDITIONAL, YEAR-ROUND SIGNATURE-EVENT SUPPORT Newport Beach & Company supports additional brand-defining events that attract visitors and benefit the City of Newport Beach. Each event calls for different levels of support; all Newport Beach & Company efforts and funds are used solely to market each event. MARKETING & STRATEGIC PARTNERSHIPS Newport Beach & Company provides marketing guidance for signature events. The team will provide an advertising recommendation based on each eventâ&#x20AC;&#x2122;s audience and secures media placements as needed. Additionally, Newport Beach & Company is actively looking to advance its strategic alliances and corporate partnerships with the establishment of the Founding-Partner Program. This level of partnership is reserved for strategic partners who directly align with the Newport Beach
aspirational lifestyle and brand. These brands seek to connect with a luxury destination to promote their goods or services to Newport Beach residents and visitors. The goal of the partnership is to establish a mutually beneficial marketing collaboration between the partner and Newport Beach & Company, while generating funds to support brand initiatives and business units. MEDIA RELATIONS & BRAND MANAGEMENT The Newport Beach & Company Media Relations Team supports signature events by pitching media to attend and generate positive media coverage. The event and Newport Beach teams collaborate to find interesting story angles to pitch to national, regional and local media. DIGITAL MARKETING & NEW MEDIA Using existing Newport Beach & Company channels, the Digital Marketing Team uses the reach of all the business units to promote signature events. The business unit social media channels and websites expose new audiences to events in the city. Newport Beach & Company also promotes events through socialmedia giveaways to engage followers.
Celebrate Newport Beach Goals VISIT NEWPORT BEACH FY2017 & F720-18 GOALS
WEBSITE Web Visits
FY2016
FY2017
FY2018
50,000
224,000
243,000
1,000,000
5,800,000
5,900,000
60
70
75
ADVERTISING Total Ad Impressions PUBLIC RELATIONS Placements
NEWPORTBEACHANDCO.COM | 143
NB LANDMARK Newport Beach is home to The Resort at Pelican Hill, recipient of one of the highest global hospitality ratings by earning Five Stars in the 55th annual ratings by Forbes Travel Guide. The resort attracts luxury travelers, celebrities and industry leaders worldwide.
Newport Beach & Company
Newport Beach TV VISION STATEMENT Become the high-quality online, video network and video-content provider for Orange County featuring local programming that highlights the luxury of the Newport Beach brand in and around the destination. The venture should be aligned with an entrepreneurial mindset and a compelling business plan to accomplish the goal.
144 | 2016-17/2017-18 MARKETING PLAN
MISSION STATEMENT Tell the compelling, integrated Newport Beach brand story that drives economic success through production of daily, quality local video content, in two-to threeminute segments and long-form segments, that have advertising sponsorships sold and embedded in content to cover all related costs.
CORPORATE VALUES •
Integrity for content
•
Customer-centric
•
Respect for other internal departments at Newport Beach & Company
•
Adaptability
•
Innovation
•
Entrepreneurship
Overarching Two-Prong Strategy 1. G OVERNMENT-ACCESS CHANNEL PROGRAMMING Produce City of Newport Beach government-access television programming and content as well as provide branded content that tells the Newport Beach brand story to local residents and visitors.
2. V IDEO LIFESTYLE PROGRAMMING Create an online lifestyle channel with multiple distribution points and compelling video content about the Newport Beach lifestyle, destination and brand.
NEWPORT BEACH TV BUSINESS UNIT
Government-Access Channel Programming
Cox Cable
Strategic Insights: CRITICAL • Tie segments to events where possible
•
Dedicated Lifestyle Website - NBTV
YouTube Channel
Visit Newport Beach Digital Channels
Dine Newport Beach Digital Channels
Balboa Island Digital Channels
Balboa Village Digital Channels
Newport Beach Hotel Rooms
Hoag Hospital Waiting & Patient Rooms
NBTV Social Media Channels
Partner Websites
Time Warner Cable
City of Newport Beach Website
•
Video Lifestyle Programming
tilize existing advertising budgets U within Newport Beach & Company business units reate new local resident and visitor C (consumer) video programming
•
ell strategic partnerships and S generate new revenue
IMPORTANT • Create additional business-tobusiness (B2B) programming, e.g. How to engage with a Chinese tourist •
reate video internship program C to develop cost-efficient new programming NEWPORTBEACHANDCO.COM | 145
Newport Beach TV Future Map EXPLOIT STRENGTHS No other local Orange County TV stations
MITIGATE WEAKNESSES
SW OT
Lucrative marketplace
No established programming
Having Visit Newport Beach as partner
Lack of proven viewership
Knowledge of advertising marketplace
No established revenue stream
Strong economy
Lack of start-up resources
MONITOR OPPORTUNITIES
PREPARE FOR CONTINGENCIES OR THREATS
New TV studio
Dedicated online-lifestyle website Strong marketing budget
Real estate, Hoag/medical
Special thematic programs (Motherâ&#x20AC;&#x2122;s Day, Christmas, etc.)
Partner with another media group to utilize their sales team and content
146 | 2016-17/2017-18 MARKETING PLAN
Competitors for ad dollars (newspapers, magazines)
Chamber and other related organizations competing for sponsor dollars
Marketing & Strategic Partnerships The Marketing & Strategic Partnerships Team’s primary mission is to drive eyeballs, visitation and viewership for all video-content distribution points (government-access channel, online-lifestyle channel, in-room hotel channels, in-room waiting and patient hospital channels, etc.) as well as drive revenue to support the overarching Newport Beach TV Business Unit. MARKETING The Marketing Team will market and promote the government-access channel as well as drive traffic and visitation to the new online-lifestyle channel (NBTV). The Marketing Team will develop a full- integrated marketing, advertising and digital marketing campaign and media buy to increase viewership on the government-access channel as well as promote and market the NBTV online-lifestyle channel. NBTV will utilize various advertising outlets to help promote the digital channel and to encourage new followers. Besides using the nativeadvertising platforms originating in the video social media sites, the Marketing Team also will work with contentdistribution platforms, showcasing marquee videos and expanding reach. •
•
•
•
•
•
reate and implement marketing C and promotion plan romote NBTV Programming P Schedule Leverage Visit Newport Beach marketing/media plans romote via Visit Newport Beach P assets romote via partner sites and local P businesses Promote on NBTV Cable Channels
STRATEGIC PARTNERSHIP, SPONSORSHIP & TV STUDIO SERVICES The Business Development and Strategic Sponsorship team has a three-pronged approach to driving revenue for the NBTV online-lifestyle channel and the overarching Newport Beach TV business unit. 1. F ounding Partner Sponsorships Drive incremental revenue for Newport Beach & Company through the selling of large-scale founding partners with the revenue split across all business units including the Newport Beach TV Business Unit. 2. N BTV Online-Lifestyle Channel Sponsorships The Business Development Team will sell sponsorship opportunities on or within television programming on the online lifestyle channel, hotelroom channel, hospital waiting and patient-rooms channel and other distribution points.
•
•
inked logo in masthead throughout L the NBTV website Visibility across NBTV social media pages
3. T V Studio & Video Production Services The Business Development Team will sell the Newport Beach Digital Media Center (TV Studio) to local and regional businesses who need a high-tech, full-service television production studio to achieve their marketing needs. The studio rental fee includes the services of a Video Production Coordinator to assist from an audio-visual perspective. Additionally, the Business Development Team will promote services for-hire for the video production team of video professionals. Already, this team has produced a number of high-quality videos for big-brand clients.
NBTV online-lifestyle channel sponsorships include: On-Air Benefits • Intro, close and embedded advertisements •
Product placements
•
Clutter-free broadcast environment
•
Category exclusivity
Off-Air Benefits • Opportunity for strategic partner booth to display products, distribute samples and literature, collect leads, etc. at select events • •
Display ads on NBTV website Inclusion in outside marketing materials
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NEWPORT BEACH TV AUDIENCE Newport Beach TV clients can deliver messages to one of the most desired, affluent and educated audiences. Both the governmentaccess channel and the NBTV online-lifestyle channel primarily serve the upscale community of Newport Beach.
STRATEGIC PARTNERSHIP & SPONSORSHIP TARGET INDUSTRIES
The demographics for this highvalue audience include: NBTV AUDIENCE DEMOGRAPHICS
Population Median Age
85,186 43.7
Education
(High School or Higher)
97.5%
Housing Units
43,460
Median Household Income Median Home Value
•
Pharmaceutical
•
Jewelry
•
Telecom
•
Cosmetic Medical
•
Grocery
•
Financial Services
•
Furniture/Decorators
•
Insurance
•
Technology
•
Travel/Hotels
•
Arts
•
Attractions
•
Fitness
•
Food & Beverage
•
Entertainment
•
•
•
$106,333
•
$1,532,500
•
osmetics/Skincare/ C Beauty Government Grants reen Technology G (Solar, Wind, Water) Active Sports
Real Estate (Vacation Rentals, Home Sales, Second Homes)
•
Auto/Luxury Auto
•
Apartment
•
Retail
•
Marine
Media Relations & Brand Management The Media Relations & Brand Management Team is responsible for generating positive publicity for Newport Beach & Company, the Newport Beach TV Business Unit, the government-access channel and the NBTV online-lifestyle channel and all of its distribution points. MEDIA RELATIONS Content-creation will be part of a bigger distribution plan, working with local media to cross-promote destination videos and new programming, as they become available. Press releases, inclusion in education of the media trips and also utilizing content as accent for stories about Newport Beach will play a big part in the overall video plan. 148 | 2016-17/2017-18 MARKETING PLAN
•
•
•
•
Develop press releases and media pitches for new show and programming announcements. Promote new Digital Media Center television studio and video services to local media. Create a media kick-off event showcasing the new Digital Media Center. Work with the Digital Marketing & New Media Team on new show content, story ideas and programming suggestions that align with all other business units.
BRAND MANAGEMENT The Brand Management Team drives the creative direction and look-andfeel for all programming, themedshow logo identity systems, NBTV online-lifestyle channel brand identity and video content. This team ensures the overarching brand positioning and identity for the Newport Beach aspirational lifestyle is infused through all video content and programming.
Digital Marketing & New Media The Digital Marketing & New Media Team oversees the production of Newport Beach destination and official City of Newport Beach video content and programming for traditional television distribution on the local governmentaccess channel. Additionally, the Digital Marketing & New Media Team leads the distribution strategy for digital content across multiple channels including the new NBTV online lifestyle channel while promoting all businesses and lifestyle qualities of the Newport Beach destination. The team will tell the compelling brand story of the Newport Beach area that stimulates and enhances advertisers’ business objectives through the production of quality video content. Ranging from full-length programs, to social media quick hits, this content will convey the Newport Beach lifestyle, while also providing additional revenue streams and sponsorship opportunities. NEW NBTV ONLINE LIFESTYLE CHANNEL PROGRAMMING Expand the digital video reach with the NBTV onlinelifestyle channel, creating content that will have multiple distribution and sponsorship avenues. The content will support the brand initiatives and tell the compelling story of the area, where to go, what to do, and how to enjoy this one-of-a-kind city. Programming & Content Creation Action Plan • Create content for Newport Beach TV (government-access channel) •
Create content for online lifestyle channel
•
Secure video production team
•
• •
xplore B2B Programming: example: E How to welcome the Chinese tourist? Hire Multimedia Journalist utsource animated digital graphics package O and branding/logo assistance
New 10 for 10 Neighborhood Shows NBTV will look to produce shows that originate with each of the 10 unique neighborhoods, and will focus on all aspects including lifestyle, dining, events, activities and lodging. With the opportunities of sponsorship, tailored content will be created that will assist in the funding of the business unit, while providing additional content for overall distribution. Newport Beach TV’s online video content plan will allow for distribution on all websites, social media, hotel rooms and other partner affiliates. The primary goal is to promote the city of Newport Beach, showcasing all the uniqueness and beauty, while reinforcing the brand message of an “enriching” destination. The videos will live on a branded YouTube channel, and also on the website at NB-TV.com. 10 Unique Neighborhoods 1. Balboa Island
7. Corona del Mar
2. Balboa Village
8. Fashion Island
3. Balboa Peninsula
9. Mariner’s Mile/Westcliff
4. John Wayne Airport
10. Newport Coast/ Crystal Cove
5. Back Bay 6. Cannery/Lido Marina Village
Shoot each neighborhood and focus content on the following areas: •
•
utdoor Beauty/ O Beaches/Parks Restaurants/Dining
•
Activities/Things to Do
•
Hotels
•
Events
For each neighborhood there will be a longer masteroverview piece, accompanied by a shorter two-minute video that focuses on certain areas in the neighborhood. These can be as specific as one particular business (in the sponsorship program) or can be grouped programs of several restaurants, several activities and more. These will filter into playlists broken out for each of the 10 neighborhoods. Some of these video pieces will include interviews with partners, chefs, but may or may not have an on-camera host. NEWPORTBEACHANDCO.COM | 149
New 24 Seconds in Newport Beach Commercials Out of the footage shot for each neighborhood, creation of a social media series (as well as an additional playlist on the main YouTube Channel) to focus on the shorter attention span of social followers will be created. These will all be 24-second segments, but will also provide an unlimited ability to showcase parts of the destination and neighborhoods. These will consist of overall pieces on a neighborhood, 24-seconds of dining, 24-seconds of activities, or the entire 24 seconds focused on one partner/business/activity, providing another opportunity to sell sponsorships.
The Newport Beach 10 This will also be another playlist channel born out of the neighborhood content. Featuring 10 things, these segments will be focused by either Neighborhoodspecific or overall destination. Some examples include: 1. Rent a Pedego Electric Bike 2. Check-out Ocean Boulevard views 3. Have an outdoor breakfast 4. Walk the shops downtown 5. Explore Little/Big Corona Beaches 6. Explore the Nightlife 7. Take in a movie at the historic NewPort Theatre 8. Explore the Corona del Mar Christmas Walk 9. Walk the Corona del Mar Bridge 10. Enjoy a fine-dining experience
NEWPORT TO ENSENADA RACE - COVERAGE OF THE CROWDS
Some of these will get focused: 10 places to eat breakfast, 10 things to do at the beach, and so on. All things produced can roll up into one of the specific neighborhoods or can be broken out into individual playlists. Additional Video Content Future program concepts will expand with shows on Active Lifestyles, Family Focused Travel, Smart Luxury and Personality Pieces on individuals residing in the Newport Beach area. By tapping into the various aspects of Newport Beach, content development will continue to reinforce the brand messaging and supporting brand pillars, while sharing this unique and historic story.
150 | 2016-17/2017-18 MARKETING PLAN
NEW GOVERNMENT-ACCESS CHANNEL PRIME-TIME LINEUP Produce and oversee the local government-access channel on Cox Cable and Time Warner Cable as part of an agreement with the City of Newport Beach, focusing on local events and happenings while conveying the Newport Beach lifestyle to residents and visitors.
government-access channel programming as well as numerous other distribution points. Following is an example of the new daybreak-to-latenight programming queued up to start running on the government-access channel. As soon as new NBTV online-lifestyle channel content is created, the Digital Marketing & New Media Team will flow that new content into the government-access channelâ&#x20AC;&#x2122;s programming line-up.
All of the new NBTV online-lifestyle channel programming detailed above will flow into the new
8:00 AM 9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM 7:00 PM 8:00 PM 9:00 PM 10:00 PM 11:00 PM
GOVERNMENT-ACCESS CHANNEL NEW SAMPLE PRIME-TIME PROGRAMMING Council/Supervisor
Concerts in the Park
Concerts in the Park
Events
City Programming
Council/Supervisor
Events
City Programming
Events
Council/Supervisor
Concerts in the Park Events
City Programming
Council/Supervisor
Events
City Programming
Dine NB Backstory
Backstory Council/Supervisor
Active Me Dine NB
Council/Supervisor
City Programming
City Programming
City Programming
Active Me Dine NB
Backstory
Events
Events Active Me Dine NB
Active Me
Backstory Council/Supervisor
Backstory
Active Me
Dine NB
Active Me
Dine NB
Backstory
Dine NB Backstory Active Me
New Programming
New Programming
New Programming
New Programming
New Programming
New Programming
New Programming
Film Festival
Film Festival
Film Festival
Film Festival
Film Festival
Film Festival
Film Festival
Events
Events
Events
Events
Events
Events
Events
DIGITAL MARKETING & DISTRIBUTION Content also will be worked into the Newport Beach hotel in-room channels with partnerships of the local lodging community. Content will primarily focus on destination marketing, activities and in-destination amenities. Additionally, the Digital Marketing & New Media Team will create a new video section on the VisitNewportBeach.com website that will be the center hub of digital-video communications. Providing multiple play lists, Search Engine Optimized and indexed content, the new areas will provide additional organic growth on search engines while creating a video-centric sphere of all things Newport Beach. Branded content will utilize and be redirected via the NB-TV.com web address URL. Videos will reside on YouTube, the second-largest search engine behind Google. This will be the starting point and main hub for content integration into the Visit Newport Beach website.
NEWPORTBEACHANDCO.COM | 151
PROGRAMMING & CONTENT DISTRIBUTION • Develop website, social channels to support content for digital channel •
•
•
•
•
• •
isit Newport Beach digital assets V (websites, blog, e-mails, social) ine Newport Beach digital assets D (website, blog, e-mail, social) alboa Island and Balboa Village B digital assets vent Digital Assets (Christmas Boat E Parade, 4th of July, Film Festival, etc.) xplore content-distribution plan E via partner sites Explore in-room hotel channel Explore Hoag Hospital waiting and patient rooms channel
Social media also will be another key tactic, with compelling shorter and easily viewed segments targeted
specifically toward the mobile consumer. Video on smartphones has continued to rise, with the YouTube mobile application usage rates increasing by 34-percent year-over-year. Mobile consumption will achieve double-digit growth in the next year continuing the change from desktop-to-mobile phone as the primary platform for video consumption. The Visit Newport Beach, Inc. Group Sales Team also will leverage content creation for the promotion of the destination in relation to conference and group sales. By creating compelling videos that showcase the location’s beauty, amenities and activities, group sales will integrate video pieces into overall sales communication tactics. New responsive e-mail templates will showcase video content front and center, while bringing meeting planners back to the hub of the Visit Newport Beach website and group meetings sections.
NEWPORT BEACH TV DIGITAL MEDIA TEAM Mark Rudyk Senior Director of Digital Marketing & New Media Brianna Grimaldi Digital Marketing Manager Brett Erskine Digital Marketing & Video Coordinator NBTV GOVERNMENT-ACCESS CHANNEL STAFF Ed Olen Videographer/Editor Luis Herrera Videographer/Editor Dominic Dimare Producer/Editor
Newport Beach TV Goals VISIT NEWPORT BEACH FY2017 & F72018 GOALS FY2016
FY2017
FY2018
N/A
5,500
9,000
22,000
80,000
160,00
SOCIAL MEDIA Social Followers YouTube Channel Views
152 | 2016-17/2017-18 MARKETING PLAN
ICONIC LESLIE MANN Grew up in Newport Beach and graduated from Corona del Mar High School, was the first woman Grand Marshal (with Mark McGrath) in the 2014 Christmas Boat Parade. “It’s always fun to think about winning an award….Everybody wants to win an award for something.”
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ICONIC GILLIGAN’S ISLAND INTRO SCENE The harbor and Pirate’s Cove in Corona del Mar served as the famous introduction and shipwreck scene in the television series Gilligan’s Island.
Newport Beach & Company
Film Newport Beach
In fiscal year 2017, Newport Beach & Company along with neighboring destinations will explore the possibility of creating a new business unit called Film Newport Beach, which would service a jointly funded Orange County Film & Digital Media Commission called Film OC. This new film commission would be a non-profit, 501(c)(6) possibly established in fiscal year 2018. Film OC could be a combined effort and funded by three or more Orange County destination marketing organizations including possibly: Visit Newport Beach, Visit Huntington Beach and Visit Anaheim. FILM NEWPORT BEACH OVERARCHING OBJECTIVE The purpose of this business unit will be to bring brand-defining, revenue-generating and hotel room-night-producing film, commercial and video production to Newport Beach and the participating destinations and cities.
154 | 2016-17/2017-18 MARKETING PLAN
Possible objectives of the Film Newport Beach/Film OC Business Unit include: •
•
•
conomic Impact: Bring film, E commercial and video production to participating cities rand Building: Generate positive, B brand-building film and video content for participating cities through new, additional film and video production
•
•
Workforce Employment: Employ workers from participating cities for film/commercial production ewport Beach & Company N Revenue-Driver: Assist with generating video production and TV studio rentals for the Newport Beach TV Digital Media Center
Hotel Room Nights: Generate and track hotel-room nights generated through film production
This new business unit is designed to increase the job market for our community within the film-and commercialproduction industries. In addition, this proposal will generate an increase in hotel room nights through film production, which would lead to an increase in overall revenue for Newport Beach and Orange County participating destinations.
Film Newport Beach Structure Newport Beach & Company would explore locating Film OC and its staff in the Newport Beach & Company offices. The Film Newport Beach Business Unit within Newport Beach & Company would service Film OC like it does the company’s other five business units. Newport Beach & Company would charge Film OC a predetermined fee for the following services: finance, accounting, office space, businessequipment use, marketing and public relations support. Initial plans propose this Film Newport Beach Business Unit and the Film OC Film Commission to employ a full-time Film Commissioner and possibly a Film Production Coordinator. This team will promote and market the participating cities as film-friendly destinations and encourage and facilitate all forms of film, commercial and video production to be shot, produced or edited within Film OC’s participating cities. The Newport Beach & Company Marketing Team would then provide marketing, strategic partnership, media relations, brand management, digital marketing, new media, finance, accounting and administrative support through this new business unit, which would serve the Film OC Film Commission.
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While exponentially growing the filmproduction sector of the Newport Beach economy, Film Newport Beach will remain unwavering stewards for Newport Beach and its diverse neighborhoods and the overall participating cities. Film OC will approach key film festivals and industry expositions with a proactive and strategic approach for Newport Beach and the other participating cities. Film OC will research local film experts and industry insiders to help advocate for film, commercial and video production to be produced in the participating destinations.
The Newport Beach TV Digital Media Center will assist with generating video production as well offer studio rentals to potential film productions. The state-of-the-art studio will be utilized as an asset to all filmproduction companies in need of studio space, a/v equipment and video personal to assist them with creating compelling video content. Newport Beach & Company is excited about this potential new business unit, which would help position Newport Beach and other participating destinations as premier, film-friendly
Board of Directors 501(c) 6
Financial/ Administrative Team
President/CEO
destinations. This powerful partnership with other participating destinations will deliver a wealth of knowledge about filming in Orange County that no other entity can provide. And one of the lasting benefits of the Film Newport Beach business unit is that it would promote the production of film, commercial and video content that further promotes the aspirational, SoCal Newport Beach and Orange County lifestyles to audiences around the world.
Newport Beach Foundation 501(c)3 Community Leadership Development
Brand Marketing Team
VISIT NEWPORT BEACH, INC.
DINE NEWPORT BEACH
CELEBRATE NEWPORT BEACH
TV NEWPORT BEACH
ENTERPRISE NEWPORT BEACH
FILM NEWPORT BEACH
Destination Marketing Sales and Services • Meeting Planners • Visitors
Marketing, Sales and Services • Residents • Visitors • Special Events
Marketing Sales, Services and Operations • Select Event Execution • New Event Development • Sports Support
Marketing, Sales and Services • Residents • Visitors • Community Events
Marketing, Sales and Services • BID Commmunications • B2B Support • Business Retention
Marketing, Sales and Services • Site/Facility Development • Film Attraction Services • Film Incentives
NBRA BID; CITY CONTRACT; INDUSTRY PARTNER INVESTMENT
NEWPORT BEACH CHAMBER OF COMMERCE CONTRACT; SELF-SUPPORTING REVENUE
CITY CONTRACT; PRIVATE SECTOR REVENUE
PARTICIPATING NEIGHBORHOOD MARKETING FUNDS
JOINT FUNDING WITH OTHER DMOs
501(C)6 TOT & TBID; INDUSTRY PARTNER INVESTMENT
156 | 2016-17/2017-18 MARKETING PLAN
ICONIC MARK MCGRATH Growing up in Newport Beach, McGrath, also lead singer of band Sugar Ray, still considers the oceanfront city home; in 2014 he joined Leslie Mann as Grand Marshal of the Christmas Boat Parade. “All I knew, then, about Newport Beach was palm trees and surfing…”
Newport Beach & Company Budget
NEWPORT BEACH & COMPANY
Revenue
BUDGET FY2017
$2,653,407
Expenses Operating Expenses Community Relations Total Budget
$2,468,407 $185,000 $2,653,407
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ICONIC HUMPHREY BOGART AND LAUREN BACALL The Newport Harbor is where legendary actors Humphrey Bogart and Lauren Bacall fell in love and spent most their time together. Bogart, an avid sailor, spent most his time away from Hollywood in the harbor and introduced Bacall to Newport Beach.
Appendix xecutive Committee & E Board of Directors Rosters
160
ourism Business Improvement District T Board of Directors
161
Marketing Committee
161
Staff List
162
Industry Terms
166
References
169
â&#x20AC;&#x153; I had a l times th I was in yachting 158 | 2016-17/2017-18 MARKETING PLAN
lot of wonderful here and, of course, ntroduced to the ng world there...” – Lauren Bacall, sailing with Humprhey Bogart
NEWPORTBEACHANDCO.COM | 159
Executive Committee
CHAIR Andy Theodorou Newport Dunes Waterfront Resort & Marina
Governance Board of Directors
VICE CHAIR Dennis O’Neil City of Newport Beach Appointee
TREASURER Linda Beimfohr Hornblower Cruises & Events
SECRETARY Candace Bisconte ACCESS Destination Services
PAST CHAIR Debbie Snavely Marriott Newport Beach Hotel & Spa
MEMBER AT LARGE Homer Bludau Former City Manager
MEMBER AT LARGE Karl Kruger Fairmont Newport Beach
Brion Amendt Newport Channel Inn
Russ Kline American Express
Rhanda Richardson Newport Beach Marriott Bayview
Craig Batley Burr White Realty
Karl Kruger Fairmont Newport Beach
Gregg Schwenk Newport Beach Film Festival
Linda M. Beimfohr Hornblower Cruises & Events
Giuseppe Lama The Resort at Pelican Hill
Ruth Benjamin Hyatt Regency Newport Beach
TBA Radisson Hotel Newport Beach
Debbie Snavely Newport Beach Marriott Hotel & Spa
Candace Bisconte ACCESS Destination Services
Dan Matusiewicz Finance Director City of Newport Beach
Homer Bludau Former City Manager Sam El-Rabaa Balboa Bay Resort
160 | 2016-17/2017-18 MARKETING PLAN
Carol McDermott Entitlement Advisors, LLC Dennis O’Neil City of Newport Beach
Andy Theodorou Newport Dunes Waterfront Resort & Marina Tanya Thomas Fashion Island Jim Walker Bungalow Restaurant Gerard Widder Island Hotel Newport Beach
Tourism Business Improvement District (TBID) Board of Directors CHAIR Debbie Snavely Marriott Newport Beach Hotel & Spa
VICE CHAIR Karl Kruger Fairmont Newport Beach SECRETARY Andy Theodorou Newport Dunes Waterfront Resort & Marina Ruth Benjamin Hyatt Regency Newport Beach Sam El-Rabaa Balboa Bay Resort Rhanda Richardson Newport Beach Marriott Bayview Gerard Widder Island Hotel Newport Beach TBA Radisson Hotel Newport Beach
Marketing Committee
THE ICONIC “THE O.C.” An American drama series airing between 2003 and 2007 portrays the lives of a group of fictional teenagers and their families residing in the affluent seaside community. This series helped put Orange County on the map for international audiences, differentiating The OC from other wellknown Southern California areas of LA and San Diego.
CHAIR Lindsey Strutzenberg Hyatt Regency Newport Beach
Christine Duvall The Irvine Company Retail Properties
VICE-CHAIR Chad Ceretto Newport Beach Marriott Hotel & Spa
Tara Finnigan City of Newport Beach
SECRETARY Kevin Lorton Hornblower Cruises & Events Chad Bustos The Irvine Company Resort Properties Angela Cortright Spa Gregories
Nancy Gardner Newport Bay Conservancy Marcel Ford Balboa Village Merchants Association Nicole Hay 21 Oceanfront Restaurant/ Doryman’s Oceanfront Inn
Amber Kasses Fairmont Newport Beach Dan Miller The Village Inn Ann McCarley John Wayne Airport, Orange County Sasha Robles Balboa Bay Resort Maureen Sloan OC California’s Golf Coast
NEWPORTBEACHANDCO.COM | 161
ICONIC NEWPORT BEACH PIER One of two municipal piers located within the city of Newport Beach, California, at the center of the Balboa Peninsula. It is 1,032 feet long and registered as Ca
Newport Beach & Company Team Executive Team Administration Catherine Kennedy Director of Administration/ Assistant to the CEO Gary C. Sherwin CDME President & CEO
Michelle Donahue CDME Senior Vice President of Group Sales
Doug McClain CDME Senior Vice President & Chief Marketing Officer
Lesley Swain CDME Chief Financial Officer
Marketing
Group Sales
Katy Dennis Senior Director of Marketing & Strategic Partnerships
Reilly Wilson Media Relations & Communications Manager
Mark Rudyk Senior Director of Digital Marketing & New Media
Colleen Costello Marketing Manager
Jenny Wedge Senior Director of Media Relations & Brand Management Jane Dryden Director of Brand Management & Design Brianna Grimaldi Digital Marketing Manager
Brett Erskine Digital Marketing & Video Coordinator Haly Haigh Marketing Coordinator Polly Peak Dine Newport Beach Michelle St. Amour Business Development Manager Kim Thompson Manager of Special Events
162 | 2016-17/2017-18 MARKETING PLAN
Dina Alleluia-Carr Accounting Assistant
Amanda Kliem Director of Sales Hillary Burton National Account Director Michelle Devine National Account Director Lori Hoy National Account Director Enrique Paulo National Account Director Amanda Kenning Sales & Services Associate Erin Stapley Sales & Research Coordinator
alifornia Historical Landmark number 794.
Fashion Island Visitor Center Cher Shepard, CTA Lead Visitor Concierge Karen Fleming Visitor Concierge Leon Rodgers Visitor Concierge
Newport Beach TV Dominic Dimare Camera Crew Luis Herrera Camera Crew Ed Olen Camera Crew
Newport Beach Foundation Dennis Oâ&#x20AC;&#x2122;Neil Chairman ICONIC UCI Founded in 1965, the University of California, Irvine was originally located in what is now Newport Beach. The City of Irvine had not yet been founded. Today UCI is the largest employer in Orange County and its crew rowing team trains in the Newport Back Bay.
Newport Beach 2016 Top 10 Best West Coast Beaches (Little Corona Del Mar & Crystal Cove) USA TODAY
Top 25 Beaches in the U.S. (Newport Beach & Crystal Cove) TRIP ADVISOR
Top 10 Best Boardwalks USA TODAY
Accolades If you took the tourism industry away from Newport Beach… To keep Newport Beach government services flowing at the same levels: It would cost every Newport Beach household an additional $991.31 in taxes per year. To keep Newport Beach economy churning at the same levels it would cost every Newport Beach household an additional $36,628 in additional local spending per year. 164 | 2016-17/2017-18 MARKETING PLAN
2015 International 5-Star Diamond Award AMERICAN ACADEMY OF HOSPITALITY OF SCIENCES WORLD-CLASS DESTINATION
1-of-30 Best Cities in America CONDÉ NAST TRAVELER
Crystal Cove State Park named 1-of-10 Amazing Beach Hotels Under $100 — YAHOO! TRAVEL
Corona del Mar named America’s Happiest Seaside towns COASTAL LIVING
2014
2014
Top 50 Meeting Destinations in the United States
2 Gold Awards
1-of-35 Superstar Clean Beaches in the United States
4 Silver Communicator Awards for Visit Newport Beach
CVENT, INC.
RECIPIENT OF THE ONLY TITLE IN CALIFORNIA NATIONAL RESOURCE DEFENSE COUNCIL
Newport Beach & Company 2016
HERMES CREATIVE • MOBILE WEBSITE • WEBSITE HOMEPAGE/WEB ELEMENT
ACADEMY OF INTERACTIVE VISUAL ARTS • TRAVEL TOURISM • STRUCTURE AND NAVIGATION • VISUAL APPEAL • MOBILE SITES
2 Platinum AVA Awards
ASSOCIATION OF MARKETING AND COMMUNICATIONS PROFESSIONALS • WEBSITE HOMEPAGE • WEBELEMENT
Silver Addy Award BRANDSCAPE VIDEO FILM, VIDEO AND SOUND
Bronze Addy Award 2015 ANNUAL REPORT
Platinum Award
WEBSITE OVERALL NONPROFIT
| 165
A A/B TESTING | (OR SPLIT TESTING) Comparing two versions of a web page or ads to see which one performs better ADR Average daily rate for hotel accommodations ARES aRes Travel is Visit Newport Beach’s private-label online booking engine and hotel, airline and car rental reservation system
B
Industry Terms
BABY BOOMERS A person born in the years following World War II, when there was a temporary marked increase in the birth rate B2B Business-to-Business B2C Business-to-Consumer
BOD Board of Directors BRAND USA Destination marketing organization for the United States, which began in 2009 with the Tourism Promotion Act BRAND PILLARS The most influential attributes of the Visit Newport Beach brand BRAND PERSONAS Personality attributes of the Visit Newport Beach brand BRAND PROMISE Statement made to customers that identifies expectations for all interactions with Newport Beach & Company BRAND VALUE Establishing a brand that is memorable, easily recognizable to the consumer and superior in quality
BID Business Improvement District
BUSINESS UNITS The various segments of Newport Beach & Company: Visit Newport Beach, Inc. –Leisure Marketing, Visit Newport Beach, Inc.—Group Sales, Celebrate Newport Beach, Dine Newport Beach, Enterprise Newport Beach, Film Newport Beach, and Newport Beach TV
BIMI Balboa Island Marketing Inc.—the merchant association representing Balboa Island merchants, which is serviced through Newport Beach & Company’s economic-development business unit, Enterprise Newport Beach
BVMA Balboa Village Merchant Association— the merchant association representing Balboa Village merchants, which is serviced through Newport Beach & Company’s economic-development business unit, Enterprise Newport Beach
BLACK DIAMOND Creative and communications agency who provides in-market public relations, travel trade representation and event support for Visit Newport Beach, Inc. and Visit California in the United Kingdom
CALTRAVEL California Travel Association, the hospitality and travel industry’s trade association in California reflecting the unified voice for California’s travel and tourism industry
BAFTA British Academy of Film and Television Arts; annual awards held in February
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E
CDME Certified Destination Management Executive, DMO industry’s highest educational achievement
E-MAIL SEGMENTATION Separating audiences into different groups to provide content best suited to their interests
CDM Corona del Mar, neighborhood in Newport Beach
EVENT IMPACT CALCULATOR (Destination Marketing Association International’s (DMAI) tool to measure the economic impact of an event to destinations
CO-OP Co-operative programs and opportunities that involve multiple groups or partners working together on a common program, campaign or event CONFERENCEDIRECT Provider of global meetingplanning solutions; third-party meeting planners CRM Customer-relationship management system—database of customer data CVB Convention & Visitors Bureau, now known as Destination Marketing Organization (DMO) CVENT Event-management technology company, enables increased group business demand through targeted advertising and online meetings requests for proposals (RFPs)
D DESTINATION ANALYSTS, INC. Tourism market research contractor DMAI Destination Marketing Association International, global trade association for official destination marketing organizations worldwide DMO Destination Marketing Organization, formerly known as Convention & Visitors Bureau
ERP Enterprise resource planning, business process management software that allows an organization to use a system of integrated applications to manage the business and automate many back office functions related to technology, services and human resources E.U. European-Union, A political union, to which the member states of the European Economic Community are evolving
F FAM Familiarization tour or trip, hosting a travel agent/tour operator, member of the media or meeting planner to increase destination knowledge and generate interest FISCAL YEAR Newport Beach & Company’s fiscal year runs July 1 to June 30 each year FICP Financial & Insurance Conference Planners FIT Frequent individual traveler FULFILLMENT Fulfilling by mail visitor-requested collateral pieces
G GCC Gulf Cooperation Council, political and economic alliance of six Middle Eastern countries—Saudi Arabia, Kuwait, the United Arab Emirates, Qatar, Bahrain, and Oman GENERATION X The generation born after that of the baby boomers (roughly from the early 1960s to mid 1970s) GDP Gross Domestic Product, the monetary value of all the finished goods and services produced within a country’s borders in a specific time period GUERRILLA MARKETING Innovative, unconventional technique aimed at obtaining maximum exposure
H HELMSBRISCOE Site-selection agency, consultants focused on the meeting planning process; third-party meeting planners HOUSEHOLD INCOME Measure of the combined incomes of all people sharing a particular household or place of residence HPN Hospitality Performance Network Global; third-party meeting planners
I IEG Company that offers consulting, research and valuation services related to event marketing, sports marketing, cause marketing and sponsorship IMEX America’s worldwide exhibition for incentive travel, meetings & events
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INTEGRATED MARKETING Utilizing both modern and traditional marketing strategies, to optimize the communication of a consistent message IPW U.S. Travel Association’s premier travel-industry marketplace
J JWA John Wayne Airport, Orange Country- only commercial-service airport in Orange County
K KPI Key performance indicator
L LEAD Meeting planning request of rooms, event space or goods and services sent to qualified partners LGBT Lesbian, Gay Bisexual & Transgender
M MILLENNIAL A person reaching young adulthood around the year 2000 MAS Merchant Associations, examples include Balboa Island Marketing, Inc., and Balboa Village Merchants Association MICE Meetings, Incentives, Conventions & Exhibitions
MINT (Destination Marketing Association International’s (DMAI) meetingindustry database MOBILE RESPONSIVE An approach to web design aimed at crafting sites to provide an optimal viewing and interaction experience across a wide range of devices (from desktop computer monitors to mobile phones) MPC Monetary Policy Committee, a committee of the Bank of England, which meets for three and a half days twelve times a year to decide the official interest rate in the United Kingdom
N NBCC Newport Beach Chamber of Commerce, promotes economic opportunity to enhance the social and civic environment of Newport Beach NBRA Newport Beach Restaurant Association NBTV DIGITAL MEDIA CENTER Newport Beach & Company’s in-house video production suite and television studio NEED PERIODS Referencing a period of time when visitor volume is down NEWPORT BEACH NEIGHBORHOODS Balboa Island, Balboa Peninsula, Balboa Village, Cannery/Lido Marina Village, Corona del Mar (CDM), Fashion Island/Newport Center, Airport District, Mariner’s Mile/Westcliff, Upper Newport Bay, Newport Coast/Crystal Cove
O OCBJ Orange County Business Journal
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OCVA Orange County Visitors Association, provides visitor advocacy, communications and brand-marketing support to Orange County partners OTA Online Travel Agency such as Expedia, Travelocity, Orbitz or Ctrip (in China)
P PPC Pay-per-click (online ads or promoted videos)
R RBID Restaurant Business Improvement District, which funds Newport Beach Restaurant Association REFERRAL List of qualified Newport Beach & Company partners sent to meeting planners or media outlets RFP Request for proposal REVPAR Revenue per available room, performance metric in hotel industry ROI Return on investment ROOM NIGHT Statistical unit of occupancy; one hotel room occupied for one night
S SALES MISSION Selling and showcasing Newport Beach in other markets
SITE VISIT (also known as Site Inspection) Tour of property or meeting space to familiarize a potential client SEM Search-engine marketing—Internet marketing that helps improve visibility in search engine results SEO Search-engine optimizationformatting and writing content to perform at its highest level in online searches STR Smith Travel Research, Inc.—hotel market data & benchmarking reports utilized by Visit Newport Beach and Newport Beach hoteliers
T
U U.S. TRAVEL ASSOCIATION National, non-profit organization representing all components of the travel industry that generates $2.1 trillion in economic output and supports 15 million American jobs
V VFR Visiting friends and relatives VISIT CALIFORNIA California Travel & Tourism Commission, organization with mission to develop marketing programs that keep California top-of-mind as a premier travel destination
TARGET AUDIENCE Particular group of people, identified as the intended recipient of an advertisement or message TBID Tourism Business Improvement District—hotel-room assessment on the participating lodging businesseswithin city limits of Newport Beach to market Newport Beach as a meetings destination. TRANSIENT Individual traveler not traveling for group/meetings business TRAVEL TRADE Collective term for tour operators, wholesalers, and travel agents TRADESHOW Event with exhibitors showcasing products or services TOT Transient Occupancy Tax also known as “bed tax”
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Destination Marketing Plan References BVK CIC Research City of Newport Beach Convention Industry Council Dean Runyan Associates Destination Analysts, Inc. Forward Keys Fulcrum/Kliman Group- Meeting Planner Survey John Wayne Airport, Orange County National Travel & Tourism Office Office of Travel & Tourism Industries Orange County Visitors Association Oxford Economics PKF PricewaterhouseCoopers, LLC STR, Inc. (Smith Travel Research) Successful Meetings Tourism Economics TNS Global United States Travel Association United States Department of Commerce Tourism Economics Visit California
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NEWPORT BEACH & COMPANY • 1600 Newport Center Drive • Ste. 120 Newport Beach, CA 92660 VisitNewportBeach.com • 949.719.6100 • 800.94.COAST