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  • Total visitors to the metro Orlando area – includes Orange, Osceola and Seminole counties Here I’ve split domestic and int’l which clearly demonstrates the relative size of each and emphasizes the importance of our domestic market, which represents the lion’s share (more than 90% of the total) We hosted 43 million visitors in 2002 and were expected to have more than 44 million in ‘03, according to our destination forecast. I’ll talk about the forecast effort in greater detail in a few minutes. Due to the time lag, we generally get actual year-end visitor data visitor in May.
  • We continually monitor our visitation trends against U.S. arrivals as well our competitive positioning among other U.S. destinations. This chart demonstrates our loss in market share among all U.S. overseas arrivals (doesn’t include Canada or Mexico). Between 1997 and 2000, even though our volume increased, our market share remained stagnant, hovering around the 11.5% mark. In 2002, our market share dropped below the 10% mark (9.8%). 10 years ago, our market share was closer to 17%. One big reason for this is competition. Other U.S. and int’l destinations are aggressively pursuing our current and potential visitor base, and spending a lot of money to entice visitors to their area. This is a trend that needs to be addressed collectively since the overseas markets represent a lot of potential for visitors and economic impact. We need to both increase repeat visitation as well as attract new incremental visitors to the area.
  • As you know, tourism has a significant impact on our community. Visitors pump nearly $22 billion dollars into the local economy in the form of spending. Tourism is the largest employer in Metro Orlando, accounting for 27% of of total jobs in the community, 16% of which are direct jobs) And, annual earned wages generated through by these jobs total more than $5 billion ($2.9 billion direct, $2.3 billion indirect) .
  • We do a lot of analysis on the lodging sector and receive weekly update from Smith Travel Research. The most current information can be always be found on the research section of our web site. In terms of the destination’s occupancy trend, we are still well below our 2000 levels but have held fairly steady over the past two years. We ended 2003 at an estimated 63%, flat against 2002. (2.5% increase in room inventory) 00: 73%; 01: 64%; 02: 63%; 03: 63% 2003: 62.7% (+0.1 pts)
  • This chart, reflecting monthly percent changes in demand, clearly demonstrates our continued improvement.
  • 4 year history from 2000 - 2003 YTD Nov 2003: 24.9 million (+2.1%); domestic: 23.3 mil (1.9%); int’l: 1.6 mil (5.4%) 2004 estimate: 28.3 million (3.3%) 2003 estimate: 27.4 million
  • We also track cruise passengers activity provided by the Canaveral Port Authority. This sector has done well over the past couple of years. In 2004, the Port expects traffic to increase another 5%. With all of the new ships and related activity, the port certainly plays a major role and is helping to increase overall visitation to the region. With that said, there could be two ways to look at its impact: On one hand our local tourism industry benefits in that we may be getting new visitors to our area that were primarily here to take a cruise. Given our proximity to the Port, we’re easily accessible. On the other hand , for the visitors who would have otherwise spent their time in our immediate area, we are potentially losing room-nights, and ultimately tourist development tax, to the cruise ships. 2003 estimate: 4.1 million; 2004 estimate: 4.3 million
  • Monthly & ytd analysis and comparison to goals
  • Monthly & ytd analysis and comparison to goals
  • END: Bureaus have been around for over 100 years but there is no uniform approach to reporting performance to stakeholders -- as we discovered in our CVB Futures Study (2000). So, current bureau reporting practices are sometimes viewed with skepticism. IACVB Board recommended formation of a PMT so we can take control of this before someone else does it for us -- LIKE…
  • What do they REALLY want to know?
  • Attendee origin – where attendee comes from Attendee type – according to primary purpose for attending event Event type – according to primary purpose of event
  • Bureaus currently track their efforts in a variety of ways -- using different definitions. We thought the best way to handle this would be to first find out what they’re currently doing.
  • START: Early on we learned that, to do this right, we needed to get down to the most basic level -- DEFINITIONS! If bureaus are going to compare themselves to other bureaus, we need to make sure everyone is using the same definitions. So these are some of the definitions currently being sought.
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    1. 1. 2004 IACVB/PDI CVB Research 101: Acquiring and Using Research Kelly Repass Director of Research
    2. 2. Presentation Title Research Department’s Main Responsibilities <ul><li>Track, analyze and disseminate information related to visitation, market conditions, competitive environment, consumer trends, etc. (from global to local perspective) </li></ul><ul><li>Lay foundation for strategic and annual marketing plans and program development </li></ul><ul><li>Evaluate sales & marketing programs </li></ul><ul><li>Support CVB departments </li></ul><ul><li>Assist CVB members & community partners </li></ul>
    3. 3. External Accountability Visitor Industry Statistics
    4. 4. Presentation Title External Constituents <ul><li>CVB members/hospitality industry </li></ul><ul><li>Board of Directors </li></ul><ul><li>Community partners </li></ul><ul><li>Political community </li></ul><ul><li>Media </li></ul>
    5. 5. Presentation Title Industry Performance Measurements <ul><li>Visitor volume & travel characteristics </li></ul><ul><ul><li>Quarterly domestic updates from D.K. Shifflet </li></ul></ul><ul><ul><li>Annual overseas updates from Tourism Industries </li></ul></ul><ul><ul><ul><li>Analysis of various sectors </li></ul></ul></ul>
    6. 6. Metro Orlando Visitors Sources: D.K. Shifflet & Associates, Office of Travel & Tourism Industries 37.2 38.7 42.6 43.5 40.8 43.0
    7. 7. Metro Orlando Visitors $3,013 $550 Avg. spending 5.7 2.2 Avg. nights Theme parks (80%) Gen. entertain. (51%) Shopping (49%) Theme parks (64%) Shopping (38%) General entertain. (35%) Top activities 3.3 2.9 Avg. party size Vacation (66%) VFR (16%) Getaway weekend (33%) Special event (17%) VFR (16%) Purpose of trip Non-FL Resident FL Resident Characteristic
    8. 8. Overseas Visitors vs. U.S. Market Share Source: U.S. Department of Commerce, Office of Travel and Tourism Industries
    9. 9. Presentation Title Industry Performance Measurements <ul><li>Visitor volume & travel characteristics </li></ul><ul><ul><li>Annual visitor profile reports </li></ul></ul><ul><li>Economic impact </li></ul><ul><ul><li>visitor spending, jobs, fiscal impact on city and county governments, tax savings for residents </li></ul></ul>
    10. 10. Presentation Title Impact of Tourism <ul><li>$21.8 billion in visitor spending </li></ul><ul><li>Metro Orlando’s largest employer </li></ul><ul><ul><li>27% of all jobs (16% direct, 11% indirect jobs) </li></ul></ul><ul><li>$5.2 billion annual earned wages </li></ul><ul><li>Tax savings of $456 for Orange County households </li></ul>
    11. 11. Presentation Title Industry Performance Measurements <ul><li>Visitor volume & travel characteristics </li></ul><ul><ul><li>Annual visitor profile reports </li></ul></ul><ul><li>Economic impact </li></ul><ul><ul><li>visitor spending, jobs, fiscal impact on city and county governments, tax savings for residents </li></ul></ul><ul><li>Market conditions </li></ul><ul><ul><li>Lodging activity: occupancy, adr, supply and demand </li></ul></ul><ul><ul><li>Airport activity: passenger counts, schedules, airfare </li></ul></ul><ul><ul><li>Port Canaveral activity: passengers, new product </li></ul></ul>
    12. 12. Metro Orlando Monthly Occupancy 2000-2003 YTD Source: Smith Travel Research
    13. 13. Metro Orlando Room-Night Demand % Change Current Month vs. Year Ago 2001: -8.4% 2002: 2.0% 2003: --% Source: Smith Travel Research
    14. 14. Orlando International Airport Passenger Traffic Source: GOAA 6% -8% -6%
    15. 15. Port Canaveral Cruise Passengers Source: Canaveral Port Authority 32% 13% -8%
    16. 16. Presentation Title Strategic Planning Efforts <ul><li>Destination forecast – quarterly updates </li></ul><ul><li>Image/perception study </li></ul><ul><li>Meeting planner study </li></ul><ul><li>Membership surveys </li></ul><ul><li>Consumer database analysis </li></ul><ul><li>Monitor global trends – competition, industry shifts, consumer behavior, economic & business conditions </li></ul>
    17. 17. Presentation Title Communicating Research Information <ul><li>Standard Research Reports </li></ul><ul><ul><li>Annual Research Report - Compilation of annual data </li></ul></ul><ul><ul><li>Annual visitor profiles </li></ul></ul><ul><ul><ul><li>Domestic Leisure, Convention/Group Meeting, Overseas </li></ul></ul></ul><ul><ul><li>Annual Occupancy Report </li></ul></ul><ul><ul><li>Orlando Market Summary </li></ul></ul><ul><ul><li>State of the market ppt presentation </li></ul></ul><ul><ul><li>Monthly research newsletter </li></ul></ul>
    18. 18. Presentation Title Communicating Research Information <ul><li>Research section of CVB business site </li></ul><ul><ul><li>Most current information available </li></ul></ul><ul><ul><li>Member’s only section – member benefit </li></ul></ul><ul><li>Miscellaneous </li></ul><ul><ul><li>Press releases/press conferences </li></ul></ul><ul><ul><li>Industry talking points </li></ul></ul><ul><ul><li>CVB committee updates </li></ul></ul><ul><ul><li>Topical member seminars </li></ul></ul>
    19. 19. Internal Accountability Department Metrics
    20. 20. Presentation Title Department Metrics Convention Sales Staff Activity <ul><li>Bids </li></ul><ul><li>Tradeshows attended </li></ul><ul><li>Sales calls </li></ul><ul><li>Outside sales trips </li></ul><ul><li>Clients/potential clients visited </li></ul><ul><li>Telemarketing efforts </li></ul><ul><li>Inquiries (phone, fax, e-mail) </li></ul>
    21. 21. Presentation Title Department Metrics Convention Sales Productivity <ul><li>Leads: number and associated room-nights </li></ul><ul><li>Bookings (city-wide & in-house meetings) </li></ul><ul><ul><ul><li>definite & tentative groups, attendance, room-nights and estimated economic value to community </li></ul></ul></ul><ul><li>Cancellations </li></ul><ul><ul><li>reason, number of groups, attendance, room-nights and associated spending </li></ul></ul><ul><li>Lost Opportunities: same info </li></ul><ul><li>Value/ROI of bookings </li></ul>
    22. 22. Presentation Title Department Metrics Destination Meeting Services <ul><li>Meeting planner satisfaction survey results </li></ul><ul><ul><li>Ratings of convention assistants on attitude, skill, efficiency, knowledge and appearance </li></ul></ul><ul><li>Number of hours worked by assistants </li></ul><ul><li>Service leads issued </li></ul><ul><li>Member referrals </li></ul>
    23. 23. Presentation Title Department Metrics Membership <ul><li>Members (#): current, new, reinstates, cancellations </li></ul><ul><li>Dues ($): </li></ul><ul><ul><li>current, new, reinstates, upgrades, downgrades, cancellations </li></ul></ul><ul><li>Reason for cancellations </li></ul><ul><li>Advertising sales ($) </li></ul>
    24. 24. Presentation Title Department Metrics Public Relations <ul><li>Publicity exposure </li></ul><ul><ul><li>Clips </li></ul></ul><ul><ul><li>Circulation </li></ul></ul><ul><ul><li>Advertising equivalency </li></ul></ul>
    25. 25. Presentation Title Department Metrics Consumer Marketing <ul><li>Consumer inquiry analysis </li></ul><ul><ul><li>Response levels by advertising mechanism </li></ul></ul><ul><ul><li>Geographic region </li></ul></ul><ul><li>Consumer web site sales </li></ul><ul><ul><li>Hotel sales, packages, room-nights </li></ul></ul><ul><li>FL resident travel club </li></ul><ul><ul><li>Enrolled members, room-nights booked, gross sales, page views to Club home page </li></ul></ul>
    26. 26. Presentation Title Consumer Marketing Marketing Campaign Measurement <ul><li>2003 Domestic Summer Campaign </li></ul><ul><ul><li>Program Elements </li></ul></ul><ul><ul><ul><li>Television & newspaper – 16 markets </li></ul></ul></ul><ul><ul><ul><li>Partners – attractions, hotels, Visit Florida, regional partners </li></ul></ul></ul><ul><ul><li>Advertising effectiveness study </li></ul></ul><ul><ul><ul><li>Aided & unaided ad recall </li></ul></ul></ul><ul><ul><ul><li>Influence of ad on desire & intent to visit Orlando </li></ul></ul></ul><ul><ul><ul><li>Action taken – went to web site, called phone number, contacted advertising partners, booked advertised travel package, etc. </li></ul></ul></ul><ul><ul><ul><li>Incremental visitation and related economic impact </li></ul></ul></ul><ul><ul><ul><li>Campaign ROI </li></ul></ul></ul>
    27. 27. Presentation Title Consumer Marketing Visitor Information Kit <ul><li>Pre & post surveys among consumers who request kit </li></ul><ul><ul><li>Influence of collateral information on decision to visit </li></ul></ul><ul><ul><li>Incremental conversion rate </li></ul></ul><ul><ul><li>How much consumers learned about the breadth of offerings </li></ul></ul><ul><ul><li>Satisfaction with information </li></ul></ul><ul><ul><li>How consumers use CVB’s consumer web site </li></ul></ul><ul><ul><li>Influence of information on activity choices </li></ul></ul><ul><ul><li>Which collateral pieces consumers bring on trip as a resource </li></ul></ul><ul><ul><li>Advanced trip planning & booking cycles </li></ul></ul><ul><ul><li>Travel arrangements made prior to receiving kit – to see what trip elements we/our members can influence) </li></ul></ul><ul><ul><li>Past and planned Orlando visitation </li></ul></ul>
    28. 28. Presentation Title Department Metrics Interactive Marketing <ul><li>Consumer Web Site Activity </li></ul><ul><ul><li>Unique user sessions, page views, avg. session length </li></ul></ul><ul><li>Topical surveys on site </li></ul>
    29. 29. Presentation Title Department Metrics Promotions <ul><li>Number of Promotions </li></ul><ul><li>Media Value </li></ul><ul><li>Geographic Markets </li></ul><ul><li>Circulation </li></ul><ul><li>Number of Impressions </li></ul>
    30. 30. Presentation Title Department Metrics Visitor Services <ul><li># walk-ins at visitor center </li></ul><ul><li>$ in-market ticket sales </li></ul><ul><li>$ merchandise sales </li></ul><ul><li>$ out of market ticket sales </li></ul><ul><li># phone calls received </li></ul><ul><li># e-mails processed </li></ul><ul><li># housing calls </li></ul>
    31. 31. Industry Accountability and Standardization is Critical to Our Collective Success
    32. 32. CVB ACCOUNTABILITY IACVB Performance Measurement Initiative
    33. 33. Performance Measurement Initiative The Challenge <ul><li>CVBs receive the lion’s share of their funding (82%) from public sources </li></ul><ul><li>Unique position = external performance audits by local community stakeholders </li></ul><ul><li>Lack of uniform approach/industry standards to productivity reporting (apples to oranges) </li></ul>
    34. 34. Performance Measurement Initiative Importance of Standard Definitions & Measurements <ul><li>Uniform approach for internal/external audits </li></ul><ul><li>Quantitative management tools to identify organizational strengths, weaknesses, and opportunities </li></ul><ul><li>Recognized benchmarks to measure success over time </li></ul><ul><li>Competitive Analysis - How bureau compares to others </li></ul><ul><li>Serve as a basis for ROI calculations </li></ul>
    35. 35. Performance Measurement Initiative Mission <ul><li>To standardize CVB reporting practices by establishing definitions, guidelines, and metrics to provide meaningful comparative data </li></ul>
    36. 36. <ul><li>CVB Management & Staff </li></ul><ul><li>Destination Stakeholders </li></ul><ul><li>Government/Funding Entities </li></ul><ul><li>Consultants & Auditors </li></ul><ul><li>Media </li></ul>Performance Measurement Initiative Interested Parties
    37. 37. Performance Measurement Initiative Key Projects <ul><li>Uniform system of accounts (completed) </li></ul><ul><li>Convention market definitions (completed) </li></ul><ul><li>Convention & leisure sales productivity measurements </li></ul><ul><li>Return on investment </li></ul>
    38. 38. Performance Measurement Initiative Sales Productivity Measures <ul><li>Goal: establish standard definitions and measurements for tracking and reporting CVB performance (convention & leisure) </li></ul><ul><li>Process: 2 surveys developed in conjunction with New York University and Smith Travel Research and sent to membership </li></ul><ul><ul><li>Definitions used by CVBs </li></ul></ul><ul><ul><li>Activity & productivity measures </li></ul></ul><ul><ul><li>Visitor characteristics </li></ul></ul><ul><ul><li>Methods used to track specific variables </li></ul></ul>
    39. 39. Performance Measurement Initiative Sales Productivity Measures <ul><li>Survey Results: </li></ul><ul><ul><li>Good News: CVBs at all levels measure their sales activity and productivity to some degree </li></ul></ul><ul><ul><li>Bad News: CVBs use inconsistent definitions; Activity and productivity metrics measure different things </li></ul></ul>
    40. 40. <ul><li>Process: </li></ul><ul><ul><li>Initial draft recommendations debated at joint PMT/Convention Sales Shirtsleeves meeting during 2003 Annual Convention </li></ul></ul><ul><ul><li>Revised draft circulated to PMT, IACVB membership & general public for comment Sept. 2003 </li></ul></ul><ul><ul><li>Approved by Board of Directors in Oct. 2003 </li></ul></ul>Performance Measurement Initiative Convention Sales Productivity Measures
    41. 41. Performance Measurement Initiative Recommended Convention Sales Definitions <ul><li>Lead </li></ul><ul><li>Bid </li></ul><ul><li>Tentative </li></ul><ul><li>Booking - hotel event </li></ul><ul><li>Booking - citywide/conv. center event </li></ul><ul><li>Lost Opportunity </li></ul><ul><li>Cancelled Business </li></ul>
    42. 42. Performance Measurement Initiative Recommended Convention Sales Activity Measures <ul><li>Bids </li></ul><ul><li>Tradeshows attended </li></ul><ul><li>Outside sales trips </li></ul><ul><li>Clients/Potential clients visited </li></ul><ul><li>Client site inspections </li></ul><ul><li>Fam tours </li></ul><ul><li>Fam tour participants (planners only) </li></ul><ul><li>Telephone call reports </li></ul><ul><li>Direct mail campaigns </li></ul><ul><li>Telemarketing campaigns </li></ul>
    43. 43. Performance Measurement Initiative Recommended Convention Sales Productivity Measures <ul><li>Leads </li></ul><ul><ul><li>room nights </li></ul></ul><ul><li>Bookings </li></ul><ul><ul><li>room nights </li></ul></ul><ul><ul><li>attendance </li></ul></ul><ul><ul><li>attendee spending </li></ul></ul><ul><li>Lost Opportunities </li></ul><ul><ul><li>room nights </li></ul></ul><ul><ul><li>reason for loss </li></ul></ul><ul><ul><li>attendees </li></ul></ul><ul><ul><li>attendee spending </li></ul></ul><ul><li>Cancellations </li></ul><ul><ul><li>room nights </li></ul></ul><ul><ul><li>reason for loss </li></ul></ul><ul><ul><li>attendees </li></ul></ul><ul><ul><li>attendee spending </li></ul></ul><ul><li># leads per tradeshow attended </li></ul>
    44. 44. Performance Measurement Initiative Convention Sales Measures - Next Steps <ul><li>Standards promulgated to membership and key industry partners through communication and education efforts </li></ul><ul><li>Standards to be submitted to APEX for inclusion </li></ul><ul><li>PMT will continue to review and recommend supplemental convention sales productivity metrics and special issues </li></ul>
    45. 45. Performance Measurement Initiative Leisure Sales Productivity Measures <ul><li>Areas </li></ul><ul><ul><li>Travel Trade activity & productivity measures </li></ul></ul><ul><ul><ul><li>Survey sent to members in January </li></ul></ul></ul><ul><ul><ul><li>Seeking input from tourism & marketing committees during conference </li></ul></ul></ul><ul><ul><li>Marketing & Communications activity & productivity measures </li></ul></ul><ul><ul><ul><li>Survey to be sent to members later this month </li></ul></ul></ul><ul><li>Recommendations slated for July 2004 </li></ul>
    46. 46. Performance Measurement Initiative ROI <ul><li>Goal: Utilize standard business ROI formula that will quantify a CVB’s financial impact on its local community for convention & leisure travel </li></ul><ul><li>Update: </li></ul><ul><ul><li>Incorporate convention and leisure sales productivity measures </li></ul></ul><ul><ul><li>Extensive review by membership and industry partners w/expertise in CVB ROI </li></ul></ul><ul><ul><li>Results should be completed October 2004 </li></ul></ul>