ST R AT E G I C PLAN ANNUAL MARKETING PLAN
FY20-21: JULY 1, 2020 - JUNE 30, 2021
BUSIN E SS & T O U R I S M G O H A N D IN H A N D During times of ECONOMIC UNCERTAINTY, Chambers of Commerce are needed by their members and communities more than ever. The relationship between the CHAMBER OF COMMERCE and the CONVENTION & VISITOR BUREAU is a POWERFUL and EFFICIENT relationship, allowing us to work with an economy of scale to focus on the health and vitality of ALL BUSINESSES including those who SUPPORT THE TOURISM INDUSTRY. Our organization is STRONG and WORKING TIRELESSLY to help build and support business and tourism within the CITY OF REDMOND.
DEAR CITY OF REDMOND, REDMOND CITY COUNCIL AND COMMUNITY STAKEHOLDERS, The Redmond Chamber of Commerce and Convention & Visitor Bureau is delighted to serve the City of Redmond and our community as your tourism partner, with the charge to market and promote our great city. In this uncertain time, we have taken action to develop a new strategic marketing plan that will jump start Redmond tourism, invite people back and drive more visitors to sleep, eat, drink, shop and recreate in Redmond, Oregon. We believe Redmond will continue to top the charts as one of the fastest-growing cities in Oregon (ranked #7 in 2019) and attract new businesses and hotels. The Redmond Convention & Visitor Bureau / Chamber of Commerce is taking a careful look at how we have been marketing the City. We are making significant adjustments to our overall strategy, marketing promotions and operating procedures to capture more visitors in the highly competitive tourism market. Both our City and today’s traveler have changed and we plan to seize this opportunity.
C O N T EN T S CENTRAL OREGON TRAVEL IMPACTS... 1-2 THE OUTDOOR ECONOMY ... 3-5 TOURISM STATISTICS ... 6-8 YEAR IN REVIEW ... 9-10 MARKETING HIGHLIGHTS ... 11-14 GOALS & OBJECTIVES ... 15
Due to the unforeseen situation our entire economy – including the travel industry – is currently facing, we plan to proceed with the new marketing plan, so we can be ready to serve our visitors once they are free to roam again. The marketing plan and budget will remain flexible so we may pivot quickly during this unsettled economic landscape. Our primary concern right now is keeping our businesses connected to the vital resources they need in order to weather the COVID-19 storm. Our last quarter of the fiscal year will be spent working full force to keep our businesses alive so they may thrive once again, while continuing to inspire visitors to choose Redmond.
STRATEGIES ... 16-19
On behalf of our Redmond Chamber & CVB team and our board of directors, we look forward to serving you and our beloved community at our highest capacity. Tourism plays a vital part in the economic development of our community and together, we look forward to growing Redmond’s tourism industry and the City’s bottom line.
/ APPENDIX /
ERIC SANDE
Executive Director
COVID-19 RECOVERY PLAN ... 20 BUDGET REVIEW ... 21-22 MEET THE TEAM & BOARD ... 23-24
ROOM TAX DATA REPORTS ... 25-28 WEBSITE REPORT ... 29-34
C ENTR A L O R EGON TR AV EL I MPACT S LATEST TOURISM STATISTICS FOR CENTRAL OREGON
$1,021.6 MILLION TOTAL DIRECT TRAVEL SPENDING IN CENTRAL OREGON
$97.6 MILLION VISITOR SPENDING ON ART, ENTERTAINMENT & RECREATION
$47.5 MILLION GENERATED IN LOCAL & STATE TAXES
$96.6 MILLION VISITOR SPENDING ON RETAIL SALES
$270.5 MILLION VISITOR SPENDING ON ACCOMMODATIONS
$95 MILLION VISITOR SPENDING ON GAS & LOCAL TRANSPORTATION
$258 MILLION VISITOR SPENDING ON FOOD SERVICE
$45.8 MILLION VISITOR SPENDING ON AIR TRANSPORTATION
$71.6 MILLION VISITOR SPENDING AT FOOD STORES
10,000 JOBS INDUSTRY EMPLOYMENT GENERATED BY TRAVEL SPENDING
+6%
VISITOR SPENDING IN CENTRAL OREGON WAS UP FROM 2018 (879.8 MILLION) TO 2019 (935 MILLION) SOURCE: DEAN RUNYAN ASSOCIATES, OREGON TRAVEL IMPACTS APRIL 2020, OREGON TOURISM COMMISSION 1
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
W HAT WE K NO W T O U RI SM I S A P OW E R F U L E C ON OMI C ENGI NE FOR R E D M OND
$ 1, 0 6 0, 7 53 CITY OF REDMOND’S TOTAL TRANSIENT LODGING TAX COLLECTED IN FY18/19
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
2
THE O U TDO O R E CO N O MY Outdoor recreation is among our nation’s largest economic sectors, representing the lifeblood of thousands of American communities and providing livelihoods for millions of American workers. OUTDOOR RECREATION DRIVES COMMERCE
Every year, American consumers spend more on outdoor recreation than they do on pharmaceuticals and fuel, combined. In fact, the impact of outdoor recreation on America’s economy is almost as big as that of hospital care.
CONSUMER SPENDING ON OUTDOOR RECREATION ($887 BILLION) INCLUDES: • OUTDOOR RECREATION PRODUCTS including gear, apparel, footwear, equipment, services and vehicle purchases ($184.5 billion)
• TRIP AND TRAVEL SPENDING including airfare, fuel, lodging, groceries, lift tickets, guides, lessons and more ($702.3 billion)
OUTDOOR RECREATION CREATES HEALTHY COMMUNITIES
RESEARCH SUGGESTS THAT INVESTMENTS IN OUTDOOR RECREATION INFRASTRUCTURE AND PROGRAMMING COULD SIGNIFICANTLY • Reduce crime rates. • Improve educational outcomes for elementary, secondary and post-secondary students, including attention and test scores, retention and high school graduation rates. • Lower long-term individual and public health care costs by reducing stress and obesity rates, improving physical fitness and strengthening social bonds with family and friends.
SOURCE: OUTDOOR INDUSTRY ASSOCIATION (OIA) 3
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
4
SOURCE: OUTDOOR INDUSTRY ASSOCIATION (OIA) 5
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
CURRENT TRENDS & TRAVEL STATISTICS
2 9.4M OVERNIGHT VISITORS TRAVELED TO OREGON DESTINATIONS IN 2019 SOURCE: DEAN RUNYAN ASSOCIATES, OREGON TRAVEL IMPACTS APRIL 2020
53%
OF AMERICAN TRAVELERS SAY THEY EXPECT THEY WILL BE TRAVELING IN THE FALL
7 1%
SAY THEY MISS TRAVEL OR EXCITED TO TRAVEL AGAIN SOURCE: DESTINATION ANALYSTS MAY 4 CORONAVIRUS TRAVEL SENTIMENT INDEX REPORT
SOURCE: DESTINATION ANALYSTS APRIL 6 CORONAVIRUS TRAVEL SENTIMENT INDEX REPORT
50%
OF TRAVELERS PREFER MAKING MEMORIES OVER PURCHASING NEW THINGS
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
1/4
OF THE U.S. POPULATION ARE MILLENNIALS & THEY SPENT MORE ON TRAVEL +8%
54%
“EXPERIENCES” WILL DRIVE BIGGEST PURCHASES FOR MILLENNIAL WOMEN 6
COV I D-1 9 T R AVE L S E NT I M ENT S Travel has already shown beginning signs of resuming. As the industry rebounds to a new normal, we plan to carry out our new plan for room-tax growth in Redmond. •Travelers are EXHIBITING STRONG TRUST IN DMOs for the information they need to travel safely •Travel perceived to be safe: OUTDOORS & DRIVE MARKETS •INCREASED DRIVE MARKET INTENT & AIRPORT AVERSION •AIR TRAVEL: Half of American travelers feel its TOO RISKY TO TRAVEL BY AIRPLANE now •AIR TRAVEL: 42.8% say their next trip will be in 2021 OR LATER NEW PROTOCOLS EXPECTED FOR AIRPLANES & HOTELS •Airline: High-tech cleaning of interiors / require passenger health screenings •Hotels: Guests provided with hand sanitizer, face masks, disinfectant wipes, etc. Clear explanation of property’s cleaning / sanitizing procedures •62% expect to STAY IN A HOTEL within 6 months Source: Harris Poll COVID-19 Tracker Wave 10 •61% expect to FLY ON A PLANE within 6 months Source: Harris Poll COVID-19 Tracker Wave 10 •Average distance of next leisure trip: 686 MILES •SEPTEMBER NOW HAS THE HIGHEST NUMBER of travelers with tentative trips planned. Travel in NOV/DEC is increasing. •29.8% say they will not travel until vaccine is available (THIS PERCENTAGE IS DECLINING)
SOURCE: DESTINATION ANALYSTS COVID-19 TRAVEL SENTIMENT INDEX REPORT 7
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
8
Y EA R IN R E V I EW FY19-20*
3 ,8 5 1,3 2 3 TOTAL MARKETING CAMPAIGN IMPRESSIONS
-1%
$742,133 REDMOND ROOM TAX COLLECTIONS**
HOW MANY TIMES AN AD HAD THE POTENTIAL OF BEING VIEWED
6 8, 920 TOTAL WEBSITE SESSIONS
9
576,522 PAID SOCIAL MEDIA IMPRESSIONS
234,56 8 GOOGLE AD CAMPAIGN IMPRESSIONS
*REPORTING FROM JULY 1, 2019 - MAY 27, 2020 **TLT Data is updated through March 2020 REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
1/2 PAGE PRINT AD + DIGITAL EMAIL BANNER AD in every issue of 1859 magazine
THE BACON, BREW & BALLOONS FESTIVAL ATTRACTED OVER 5,000 ATTENDEES IN 2019
VISIT CENTRAL OREGON GUIDE 2020 Full page ad in the “Greater Redmond” section
NEW DIRECT FLIGHTS ADDED IN 2019 & 2020: SAN DIEGO, CA & CHICAGO, IL We target paid digital media campaigns to new direct flight markets into Redmond
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
SCP HOTEL OPENS A 49-room “Holistic Hospitality” Hotel Opens in downtown with a rooftop bar and restaurant
10
MARKE TING HI GHLI GHTS Initiated & Won $31,000 Grant from Visit Central Oregon for Redmond Northern Lights Festival Happening December 2020 Partnered with Visit Bend to Host USA Climbing Boulder Nationals in Redmond for a 2nd Year ($880,000+ economic impact with 4,900 rooms in 2019) Created Partnership with Balloons Over Bend to Bring More People to Bacon, Brew & Balloons Event in Redmond Partnered with Lay It Out Events to Bring Ag Fest to Redmond on October 24-25, 2020 (estimating 10,000+ attendees with 37% of attendees from out of town) PAID FACEBOOK & INSTAGRAM Ads Were Seen Over 576,000 Times Over 576,522 impressions and we reached 132,691 people Over 13,447 total click-thrus (2.33% CTR)*We have a HIGHER than average CTR for our Facebook/Instagram Campaign compared to others in the Travel Industry (0.90%)
GOOGLE ADS CAMPAIGN Reached Over 234,000 and Generated Over 6,929 clicks (3% CLICK THRU RATE) *We have a HIGHER than average CTR for our campaign compared to others in the Travel Industry (2.18%)
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REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
WEBSITE STATS •TOTAL VISITS: 68,920 •TOTAL PAGEVIEWS: 114,067 •TIME ON SITE: 1 min 13 sec
WEBSITE TRAFFIC WAS UP +10% (2019 VS. 2018) 77,107
85,042 68,920
100,000 75,000 50,000 25,000
2018 2019 2020*
SOCIAL MEDIA ENGAGEMENT INSTAGRAM (ORGANIC) FACEBOOK (ORGANIC) •TOTAL IMPRESSIONS: 169,084+ •TOTAL IMPRESSIONS: 1,739,911 •TOTAL REACH: 138,541+ •TOTAL REACH: 1,508,243 •TOTAL ENGAGEMENTS: 11,838+ •TOTAL ENGAGEMENT: 107,177 •+70% INCREASE IN IMPRESSIONS VS. FY18/19 REPORTING PERIOD
VISITS
* THRU MAY 27, 2020
TWITTER •FOLLOWERS: 520 YOUTUBE •VIDEO VIEWS: 7,338 Video (157 Viewing Hours)
VISITOR GUIDE DISTRIBUTION •18,000 GUIDES PRINTED •17,000 GUIDES DISTRIBUTED TO DATE •216 DIGITAL VIEWS OF THE GUIDE
Visitor guides are distributed throughout Oregon at visitor centers and chambers, travel and group sales shows and large group events coming to Central Oregon. ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
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WEB S ITE AT A GLAN CE / 2 019 v s. 20 18 VISITREDMONDOREGON.COM REDMOND CVB
Jan 1, 2019 - Dec 31, 2019
JANUARY 1, 2019 - DECEMBER 31, 2019
Sessions
85,042 10.3%
Users
New Users
64,315
63,587
15.5%
14.3%
Pageviews
137,703 2.3%
How are site sessions trending?
Avg. Session Duration
00:01:06 -9.3%
Avg. Time on Page
00:01:47 9.3%
Avg. Page Load Time (sec)
5.78 -22.0%
▼
Bounce Rate
75.5% 3.8%
Top tra c referrers to the site Where our tra c is coming from
Comparing 2019 to 2018 4K
3%
3K
google (direct) m.facebook.com bing
2K
yahoo
22.7%
visitcentraloregon.com duckduckgo.com
1K
64.6% 0 Jan 1
facebook.com traveloregon.com others
Feb 22 Sessions
Apr 15
Jun 6
Jul 28
Sep 18
Nov 9
Dec 31
Sessions (previous 365 days)
REFER TO APPENDIX FOR FULL REPORT 13
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
PAG E IN TEN TI ONALLY LEFT BLANK
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
14
F Y 2 0 -2 1 G OA LS & OBJECTI V ES GOALS & OBJECTIVES We have indentified the following goals and objectives we plan to strategically focus on in FY20-21. Some of these goals came directly
15
from our board of directors retreat. Our strategies include the steps and projects we plan to implement in order to accomplish our goals.
INCREASE VISITORS
BUILD VIDEO & PHOTO DATABASE
Increase overnight stays and room tax collections within the City of Redmond. Attract more visitors to Redmond’s restaurants, shops and attractions from 50 or more miles away.
Continue to build library of photo and video assets in order to accomplish our marketing strategies in FY20-21. Owned photo and video assets will be utilized in all marketing channels.
GROUP SALES DEVELOPMENT
MARKETING CO-OPS
Attract more large group events to bring overnight stays to Redmond. Provide CVB services to large groups coming to Central Oregon.
Continue to evolve our partnerships with Visit Central Oregon, Visit Bend, Deschutes County Fair & Expo, Lay It Out Events, and Travel Oregon to leverage marketing opportunities for Redmond.
IMPROVE REPORTING
IMPROVE TOURISM INFRASTRUCTURE
Improve communications and reporting to our board, City staff, City Council and our tourism business community.
Evaluate Redmond’s gaps in limiting tourism spending within the City. Create programs, events and initiatives that enhance Redmond’s visual impact and improve the visitor experience while supporting local businesses. REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
STR ATEGIES STRATEGIES: INCREASE VISITORS & ROOM TAX REVENUE NEW BRANDING & IDENTITY In order to remain competitive and appeal to the modern traveler, we will invest in recreating a unique brand and identity. The Redmond CVB needs to have a strong brand message in order to compete in today’s highly competitive travel landscape. Redmond has changed (and is rapidly changing) so it’s time to enhance and recreate the Redmond brand to truly reflect the culture and community. The Redmond CVB’s new brand as “Visit Redmond Oregon” will lead with visitor-first messaging and have a distinct separation from the Chamber of Commerce’s branding. A new logo, tagline, brand story and a comprehensive brand guide will be developed to capture the new essence of Redmond, Oregon.
Consistent presentation of a brand has seen to increase revenue by 33 percent. Source: Lucidpress, 2019
WEBSITE REDESIGN, CONTENT DEVELOPMENT & SEO (SEARCH ENGINE OPTIMIZATION) STRATEGY A comprehensive, well-designed, user-friendly website is the most important tool for effective destination marketing. We plan to overhaul the website with the new branding and content to direct more visitors to Redmond’s lodging, restaurants, attractions and events. The new site will incorporate a fresh new design and platform with improved functionality that will “wow” visitors and feature our local businesses better. The website will lead with visitor-first messaging. In addition to a new design, a robust search strategy along with new content articles will be implemented to increase organic (A.K.A. free) traffic from the search engines, while also providing visitors with more information and reasons to stay over in Redmond. The post-COVID-19 visitor will also expect and/or trust the DMO to communicate safety practices and cleanliness standards of our local hotels/motels, restaurants, etc. to alleviate any health concerns. This communication needs to be baked into the new website.
Google has a 92.42% search engine market share. Businesses that show up on the first page of results get 92% of consumer traffic. Source: StatCounter, 2019
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
16
STRATEGIES [ CONTINUED ] NEW DIGITAL AD CAMPAIGN & VIDEO CONTENT DEVELOPMENT Based on the new branding, we will craft a dynamic digital advertising campaign that will attract new and return visitors to Redmond by creating an emotional connection to our destination through multi-day itineraries and stories. The new campaign will consist of creating a library of short videos highlighting specific attractions in and around Redmond that appeal to our target and niche audiences within road trip distance. The digital campaign will be both geo (location based) and psychographic targeted and deployed on the Google Ad network, programmatic ad channels, and on the Facebook/Instagram platform. The digital campaign will be conversion-driven and utilize a mix of display, text and video ad placements.
Facebook is the second most-used platform globally, followed by YouTube. 46% of American travelers are active on Instagram. Source: Pew Research Center, 2019
STRATEGIES: GROUP SALES DEVELOPMENT NEW SHARED GROUP SALES PERSON The Redmond CVB committed to contributing funds to go towards a shared Group Sales Representative. This is a new concept between three partners: Visit Bend, Visit Central Oregon and Lay It Out Events. The shared Group Sales Representative mission was spearheaded by Kevney Dugan of Visit Bend and is mainly funded through a grant from Visit Central Oregon. Dan Despotopulous, the former director of the Deschutes County Fairgrounds, is the shared representative who is now working with Lay It Out Events. Dan will be attending the following shows on behalf of Central Oregon and Redmond. The upcoming show schedule is subject to change: ATTENDED / MPI (Meeting Professionals International), March 7–10, 2020 POSTPONED / Sports ETA Symposium, August 2-5, 2020 IMEX, September 15-17, 2020 TEAMS, October 19-22, 2020
17
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
STRATEGIES [ CONTINUED ] LEAD GENERATION & TRADE SHOWS The Redmond CVB is constantly working with our local partners in securing large group events for future years. We will continue to attend tradeshows where we feel that Redmond needs to have a bigger presence rather than solely relying on the shared Group Sales Representative. The Redmond CVB will also continue to support Deschutes County Fair & Expo’s efforts in aquiring events that will attract out-of-area visitors. SUPPORT TO LARGE GROUPS The Redmond CVB will continue to provide materials and travel planning services and arrangements for large groups that are being hosted in Redmond. For example, in FY19/20 we provided visitor guides and services to the following groups: MBKC dog show June 2019; Central Oregon Orienteering Club August 2019; Outdoor City Event at Mt.Bachelor August 2019; Cascade Car Show Event at the Expo in Sept 2019; United Church of God’s Feast of Tabernacles at the Expo October 2019; US Climbing & Bouldering Nationals February 2020; Travel Massive Portland Chapter; Heartland RV owners event in June 2020. We will continue to look for new ways to support large groups coming to Central Oregon in order to promote Redmond’s lodging, restaurants, shops, recreation and more.
STRATEGIES: IMPROVE REPORTING ACCOUNTING & BOOKKEEPING CODING Continue to make improvements to accounting, bookkeeping processes and coding in order to efficiently pull reports for visitor marketing expenses. QUARTERLY KPI (KEY PERFORMANCE INDICATOR) REPORTS Develop new quarterly KPI (key performance indicator) reports to better communicate marketing initiatives, progress and successes to our stakeholders. In order to provide more detailed reporting and measure our marketing effectiveness better, we will be investing in new tools for social media reporting (paid and organic) and “listening” tools, campaign tracking to the website and additional website analytics functionality.
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
18
STRATEGIES [ CONTINUED ] STRATEGIES: BUILD OWNED VIDEO & PHOTO ASSETS DATABASE NEW HIGH-QUALITY PHOTOGRAPHY & VIDEO Based on the new advertising campaign concept and branding, compelling new lifestyle and scenic photography and videography will be shot and edited in order to execute a highly-effective digital campaign for Redmond.
STRATEGIES: MARKETING CO-OPS Regional and state-wide marketing co-operatives are important for Redmond to reach wider audiences and stretch our marketing dollars, especially during this time of travel recovery. We plan to participate in the Visit Central Oregon recovery marketing co-op, which include opportunities for regional overnight package promotions with paid print, TV and digital media promotions.
STRATEGIES: IMPROVE TOURISM INFRASTRUCTURE The staff of the Redmond CVB will continue to assist and manage projects that improve the visitor experience in Redmond. Our team works in harmony with the Redmond Downtown Association monthly on a variety of programs. One of the programs implemented includes a partnership to enhance the beauty and cleanliness of downtown. Since October 2019, we coordinated with the Broomsmen to find how to clean up our downtown appearance, become more eco friendly, and rid the core of cigarette butts. We will be installing “Cigarette Butlers”. These receptacles will be installed outside of every bar, downtown apartment complex, and other high traffic areas where waste is prevalent. The Broomsmen will manufacture the receptacles with the opportunity for local businesses to sponsor a “butler”. The goal of this initiative is to create a downtown core that is clean and free of waste and create a more eco-friendly tourist hub. Other tourism infrastructure programs include ongoing assistance, distribution and promotions of the historic self-guided walking tour, cemetery plot maps, and Heritage Tree Map of Oregon. We also provide the colorful flower baskets throughout downtown on behalf of the City as well as keep the streets of downtown clean after parades and other events.
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REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
COVID-19 PROTOCOL & RECOVERY PLAN As we continue to monitor the data indicating our success in mitigating the outbreak, we now face an additional challenge, and another kind of curve we must “flatten”. Our economy is in free fall. While everyone is impacted by COVID-19, from an economic perspective the tourism industry has suffered more damage than most. As tourism is a leading provider of taxes in the City of Redmond, a coordinated plan for the health and survival of the local lodging community is vital to the wellbeing of the citizens of Redmond and our government. Step #1 - Establish Safety Protocols Work with all local lodging operators within the city of Redmond to establish, gather and communicate their guest and staff health and safety protocols. Step #2 - Communicate Safety Protocols Upon proactively reopening to leisure travel, the Redmond CVB will update its COVID-19 website page. This page will include what Redmond tourism-based businesses, specifically lodging, are doing to keep the traveler safe, including sanitizing/cleaning protocols, and guidelines for the traveler to help keep our community safe. Studies indicate that the visitor is exhibiting strong trust in Destination Marketing Organizations (DMOs) for the information they need to travel safely. The website landing page will include: • A statement of commitment to public health for front line workers and a healthy economy for all in our city. • Communicate the “Safety Pledge” process by which we support safety protocol accountability. This will also be referenced/linked to any other related pages on the website, e.g. lodging, restaurants, etc. • Communicate changing travel updates within the City of Redmond for consumers and local businesses as it pertains to COVID-19. Step #3 - Marketing Post COVID-19 Shut Down for FY20-21 Things are changing week by week, which is making it difficult to plan. Several line items in the strategic plan will not be affected, but other line items may change depending on recovery efforts, traveler sentiment and revenue collections (lodging tax). We are choosing to have a fluid plan where we can move dollars to remain flexible to better accommodate the state of tourism to our region and city. • Actively participate in the paid co-op regional campaign with Visit Central Oregon to drive overnight visitors to the City of Redmond. • Upon completing the rebranding and website redesign portion of the strategic plan, the new advertising campaign development process will include a current evaluation of the latest research and travel trends in order to effectively and accurately guide the new digital marketing campaign based on current travel sentiments. • Evaluate Group Sales Development marketing line items due to the restrictions on large group gatherings currently in place and be prepared to move funds to focus on consumer-facing marketing initiatives. ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
20
B U DG E T R E VI EW B UD G E T S PENDI NG
VA RIA NCE
INCOME
TOTAL CITY FUNDING TO REDMOND CVB
EXPENSES BY CATEGORY**
FY19-20
$216,997.99 *
$
($95,800.96)
%
-30%
The Chamber’s budget covered all costs for the production and
FY19-20
MARKETING FULFILLMENT & POSTAGE GROUP SALES DEVELOPMENT RESEARCH & PROFESSIONAL FEES OVERHEAD & OFFICE PAYROLL VISITOR GUIDE EVENT PRODUCTION TOTAL NET INCOME (LOSS)
printing of 18,000+ visitor guides.
$46,535.46 $1,791.71 $27,712.19 $10,930.00 $4,246.65 $71,514.82 $0.00 $0.00 $162,730.83
THIS SAVES THE CVB OVER $26,000 ANNUALLY. The Chamber pays all the production for a variety of annual events that attract visitors (Bacon, Brew & Balloons, Holiday festivals, Golf Tournament, etc.).
$54,267.16
*TLT REVENUE PAYMENTS RECEIVED FROM JULY 1, 2019 - MARCH 2020 ONLY. THERE IS A DELAY IN RECEIVING PAYMENTS. **ALL EXPENSES FOR 19/20 FISCAL YEAR ARE CALCULATED THROUGH MAY 27, 2020
FY19-20 FY20-21
21
M A RK ET I N G
POS TAGE
GROUP SAL ES
P ROF ES S ION AL F EES
Percentage of marketing expense
Percentage of postage expense
Percentage of group sales expense
Percentage of prof. fees expense
spent compared to the current fiscal
spent compared to the current fiscal
spent compared to the current fiscal
spent compared to the current fiscal
year and projected fiscal year
year and projected fiscal year
year and projected fiscal year
year and projected fiscal year
25% 50%
1%
15%
6%
4%
6%
4%
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
BUDGET
REVENUE
TOTAL $
TOTAL %
ESTIMATED CITY FUNDING IN FY20-21 RESERVE (UNSPENT FUNDS)
$226,480
100%
$54,267
100%
TOTAL REVENUE CITY FUNDING
FY 2 0-2 1
T HE CIT Y IS E S TI M ATIN G A 2 5 % DE CRE ASE IN L O DGING TAX (TLT) . W E HAVE AD JUS T E D T HE RE VE NUE B U D G E T ACCORDINGLY. T HE CIT Y OF RE D M O N D G I V E S T HE CVB 33.3% OF TH E FI RS T 7.5 % OF TLT COL L E C TE D . T O TAL TAX RE VE NUE T O T HE CVB WILL N O T E XCE E D $ 3 0 3,642.00.
Marketing: Branding
Any unspent marketing $14.000 $280,747
$17.000
spent compared to the current fiscal year and projected fiscal year
2%
funds are set aside for budget shortfalls.
$10,000
4%
This amount will adjust as additional expenses come in through
Marketing: Website
$40,000
17%
Marketing: New Campaign
$15,000
6%
Marketing: Regional Co-ops
$15,000
6%
Marketing: Video & Photo
$10,000
4%
Group Sales Development
$15,000
6%
Marketing: Paid Media
$30,000
12 %
Professional Fees
$10,000
4%
Overhead & Office
$6,000
3%
Payroll
$80,000
33 %
Postage
$10,000
4%
OVE R H E A D & O F F I C E Percentage of overhead expense
RESERVE FUNDS
the end of the year.
PAYROLL Percentage of staff payroll expense spent compared to the current fiscal
TOTAL EXPENSES
3% ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
$241,000
year and projected fiscal year
38% 33%
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M EET O U R TE AM OUR TEAM MEMBERS SPLIT THEIR TIME BETWEEN VISITOR BUREAU & CHAMBER OF COMMERCE TASKS & DUTIES. THE REDMOND CVB SAVES MONEY BY NOT HAVING TO PAY A FULL-TIME TEAM. THOSE EXTRA DOLLARS SAVED ARE SPENT ON MARKETING THE CITY OF REDMOND.
ERIC SANDE Executive Director
23
CALEB THOMAS
KARA ROATCH
JENNA FOX
AMANDA GLASSER
Marketing Director
Event Director
Social Media & CVB Services Director
Finance & Membership Director
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
O UR BOARD OF DI RECTO RS JENNIFER WERNER ALLIANCE PROFESSIONALS, LLP
DEBBIE BUTLER REDMOND INDUSTRIAL PARK
SEAN NEARY FITCH & NEARY PC
President
1st Vice President
2nd Vice President
LAURA GARCIA MAZATLAN MEXICAN RESTAURANT
ROXIA THORNTON-TODOROFF DESCHUTES COUNTY FAIR & EXPO
BRANEGAN DIXON REDMOND ATHLETIC CLUB
Past President
Board Member
Board Member
DAN MOONEY MOONEY MARKETING
JOHANNA DOWNS GROCERY OUTLET
JERRY KELLER SHINING ENTERPRISES JANITORIAL & CARPET CLEANING
Board Member
Board Member
Board Member
DAWN TOOMBS INDIVIDUAL
DEBORA WATTENBURG YOUR CARE
JOSH WERNER EDWARD JONES INVESTMENTS
Board Member
Board Member
Board Member
BEV CLARNO SECRETARY OF STATE
JUDY LAPORA CROOKED RIVER RANCH & MAINTENANCE
JOHN MEYER EDWARD JONES INVESTMENTS
Board Member
Board Member
Board Member
BRENDA TURNER BRENDA TURNER CONSULTING
ALEXANDRA GRUBA MEDLINE RENEWAL
Board Member
Board Member
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
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AP PE N D IX / ROOM TAX REP ORT PROVIDED BY VISIT CENTRAL OREGON
25
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
26
RO O M TA X R EP ORT
27
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
PAG E INTEN TI ONALLY LEF T BLANK
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
28
A P P E ND IX / F ULL WEBSI TE REP O RT VISITREDMONDOREGON.COM REDMOND CVB
Jan 1, 2019 - Dec 31, 2019
JANUARY 1, 2019 - DECEMBER 31, 2019
Sessions
85,042 10.3%
Users
New Users
64,315
63,587
15.5%
14.3%
Pageviews
137,703 2.3%
How are site sessions trending?
Avg. Session Duration
00:01:06 -9.3%
Avg. Time on Page
00:01:47 9.3%
Avg. Page Load Time (sec)
5.78 -22.0%
▼
Bounce Rate
75.5% 3.8%
Top tra c referrers to the site Where our tra c is coming from
Comparing 2019 to 2018 4K
3%
3K
google (direct) m.facebook.com bing
2K
yahoo
22.7%
visitcentraloregon.com duckduckgo.com
1K
64.6% 0 Jan 1
traveloregon.com others
Feb 22 Sessions
29
facebook.com
Apr 15
Jun 6
Jul 28
Sep 18
Nov 9
Dec 31
Sessions (previous 365 days)
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
Marketing channels driving engagement & tra c to the site Goal: Engaged Users
Sessions
Pageviews
140K
120K
79,952
100K
80K
60K
40K
47,415
16,511
20K
0
29,163
17,986
Organic Search
Direct
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
12,156
5,487 3,982
Paid Search
Social
3,344 6,282
308 159
Referral
30
A P P E ND IX / F ULL WEBSI TE REP O RT
Google Ad Digital Campaign Performance Paid Search Report at a Glance Cost
$1,989.66 -2.7%
31
Impressions
407,162 5.2%
Clicks
14,641 -7.3%
CTR
3.60% -11.8%
CPC
$0.14 4.9%
CPM
$4.89 -7.5%
Number of Sessions per User
1.32 -4.5%
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
New Users First Time Users to Site & Where They are Coming From
% New Sessions 100%
86.43% 80%
81.52%
80.51% 70.28%
69.21%
60%
40%
38.99%
20%
0%
Paid Search
Direct
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
Social
Referral
Organic Search
32
A P P E ND IX / F ULL WEBSI TE REP O RT
Top tra c referrers to the site by source/medium Where our tra c is coming from
Pageviews
organic
(none)
cpc
referral
0
33
5K
10K
15K
20K
25K
30K
35K
40K
45K
50K
55K
60K
65K
70K
75K
80K
REDMOND CVB ANNUAL STRATEGIC PLAN FY20-21
Top Pages Most popular pages visited Page
Pageviews
▼
%Δ
1.
/
32,258
2.
/events
10,910
-9.3%
3.
/events/4th-of-july
7,099
16.5%
4.
/redmond-buzz
6,429
225.8%
5.
/the-chamber/chamber-members
5,707
19.1%
6.
/events/music-on-the-green
5,411
-6.5%
7.
/events/bacon,-brew,-and-balloons
4,840
103.1%
8.
/things-to-do/dining
3,779
321.3%
9.
/events/holidays
2,694
-24.5%
10.
/Lodging
2,451
19.2%
11.
/things-to-do
2,209
-18.7%
12.
/things-to-do/outdoor-activities
1,870
46.3%
13.
/things-to-do/kids-fun
1,831
-8.9%
14.
/events/starlight-parade
1,817
-13.7%
15.
/redmond/request-info
1,674
32.8%
16.
/events/halloween
1,438
-0.9%
17.
/events/holiday-village-market
1,355
15.5%
18.
/Music-on-the-Green
1,309
-3.2%
19.
/Dry-Canyon
1,281
-1.9%
20.
/visitor-guide
1,240
-28.9%
21.
/the-chamber
1,210
-13.8%
1 - 100 / 1151
ANNUAL STRATEGIC PLAN FY20-21 REDMOND CVB
-6.3%
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