Travel Oregon 2011 - 2013 Strategic Plan


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Travel Oregon 2011 - 2013 Strategic Plan

  1. 1. Winning the Hearts of Experience-Hungry Travelers TRAVEL OREGON 2011-2013 STRATEGIC PLAN
  2. 2. CONTENTS 1. Executive Summary: A Quick and Substantive Look at Travel Oregon’s Strategic 1 2. Priorities 2011-13 3. By the Numbers  Travel Oregon Budget 16  Urban Sources of Business 17  National Outlook for Travel 18 4. Regional Cooperative Marketing Plan (RCMP) 19 5. Appendix – Detailed Plans by Department  Tourism Development 20  Consumer Marketing 39  International 60
  3. 3. JANUARY 5TH 2011: FACEBOOK POSTING WOW! Stopped in Ashland on our way to SFO. Just had the best Pinot Noir EVER! We are staying the night. We will be back in the office tomorrow afternoon…late. I wanted to move here but Joel said we could just buy the wine instead.THE WOW EXPERIENCETen to one you are wondering about that wine label. “Which Pinot was she talking about?” Itturns out, you are not alone.In January of 2011, for the first time, the number of messages posted on Facebook exceededthe number of people using Google search—with more than a billion new postings every day.Just one more indicator, things are changing fast. Not just fads and fashions; but the very fabricof how people interact and manage their lives. The mass-market- consumer world is yielding toa world where people value connections and experiences more than acquiring the next newthing. The rise of the “real time” web and increasinglysophisticated mobile devices is providing the means forpeople to connect with one another in unprecedented ways.Social and political milestones are also reshaping our value In one study of more than 12,000landscape. The events of 9/11 combined with seismic Americans, researchers from Cornellchanges in our economy have shifted the values and University and University of Coloradoexpectations of Americans in every social demographic. found that people reported greater happiness from investing in lifePeople are thinking differently about the world and what it experiences rather than purchasingmeans to be happy and successful. This is especially true for material goods. The study suggestsan established group dubbed the “Creative Class” by that the reason for this is thatCarnegie Mellon Professor Richard Florida1. Essentially, if experiences are easier to interpretyour job includes developing ideas, then you are part of the positively, contribute more to social relationships and are a moreCreative Class. It has been estimated that the Creative Class meaningful part of personal identity.makes up more than 30% of America’s work force, andamong their highest values are travel and the experiencesassociated with exploring new places.1 This study appeared in the Journal of Personality and Social Psychology 1
  4. 4. These people are looking for more than the “thin value” offered by 20th century top-down institutions. The recent cascade of Twitter-fueled revolutions in Africa and the Middle East support Umair Haque’s assertions in his latest book that people value renewable, democratic, equitable, peaceful and interactive/meaningful life choices. These changes are creating a profound need to shift life’s perspective from “the bleachers” to “the court.” People are no longer content to just watch the game—they expect to be in the game. Consumers are increasingly hungry“Increasingly whatwill make us happy is for authentic adventure and exploration. The pre-packaged facades ofspending our time luxury travel are giving way to a carpe diem embrace of adventure,and our money exploration, and excitement. People want their travel experiences to besatisfying the desirefor authenticity.” unique and highly personalized. For many there is nothing better than being the one who “discovers” a new bed and breakfast, a secret ocean view trail, or a small winery tucked away in a lush valley. These days the news of a “WOW-worthy” amazing (take your pick; food-wine-hotel-trail-beach- etc.) find is immediately shared and multiplied as photos, blog posts, video clips, tweets, reviews, and GPS coordinates are posted in real time. And these instant reviews make a big difference. According to Nielsen: 87% of travelers said reviews impacted hotel choice, 84% said reviews impacted method of travel, and 78% said reviews impacted choice of dining. To top that off, there’s new research from MIT proving that a consumer review is over 12 times as powerful as any ad. In addition, Phocuswright research tells us that a prior visit along with a recommendation from friends and family is the primary motivation to travel to a destination2. For people in the travel and tourism industry the message is clear; the consumer must be at the center of everything we do and we must not underestimate the power of individuals to wield incredible influence at every step in their travel experience. Expectations are high and so are the stakes. For the modern consumer, travel is a big deal. In the perfect world, authentic and adventurous travel creates new connections and new friends, it refreshes existing relationships, and it sets the groundwork for personal 2 Destination Marketing: Understanding the Primary Role and Impact of Destination Marketers. PhoCusWright, 2009 Pull quote - Joseph Pine, TED conference, “What Consumers Want”. 2
  5. 5. transformation. All that from a fishing trip on the Rogue? Yes. The good news is, for travel andtourism professionals, the perfect world feels a lot like Oregon.THE IMPACT OF AUTHENTICITY In our previous strategic plan, Travel Oregon called out Oregon’s “authenticity advantage.” In that plan the consumer marketing approach was to inspire, engage, and multiply; and the results speak for themselves. Travel Oregon’s ad campaign, recognized by the US Travel Association as “Best Overall Campaign” in 2010, generated $8 dollars in new tax revenue and $193 dollars in new visitor spending for every $1 dollar invested in The Oregon Bounty Cuisinternship campaign generated the largest single domestic media advertising. As a result, day spike in visitors to more people than ever before areengaging with Travel Oregon’s relationship network: over 2 Million unique visitors on TravelOregon’s family of sites each year, 21,000 Facebook fans, and an overall consumer responserate that has increased over 155% from 5 years ago.The effects of our work are also felt around theworld. Despite the global recession, we’ve been ableto maintain and even grow awareness of Oregon inboth established and emerging internationalmarkets. We’ve seen growth in overall internationalvisitation to Oregon, have been able to identifypromising emerging markets, and have been savvyabout maximizing our relationships with the traveltrade with first of a kind online strategies—harnessing Twitter and Facebook in country, for In country representatives manage regular tweets, in language, to fans in Japan, the Netherlands, Germany, UK and France.example, to drive consumers to tour operatorproduct featuring Oregon. Importantly, Oregon has sustained the international nonstop airservice to Canada, Amsterdam and Tokyo. 3
  6. 6. The impacts begin, in fact, at the ground level, where tourism development plays a critical rolein the incubation of small business and its inherent entrepreneurial spirit. One such program isThe Oregon Rural Tourism Studio,a training initiative designed toassist with the development oftheir tourism industry in a waythat will help stimulate the localeconomy, protect and enhancelocal natural and culturalresources, and foster prideamongst participants. As a resultof the program, Travel Oregonhopes to see an increase in high-value, authentic experiences for European Tour Operators on an Oregon research trip. Promoting shoulder season product is a keytravelers across the state that will strategy for international markets.contribute to community livabilityand help strengthen our state’s position as a premiere tourism destination in North America.Community members participate in Travel Oregon’s Rural Tourism Studio in Oakridge. At right, Oakridge’s new visitor guide.Tourism planning requires relevant research, strategies, resources, timely information, andpartners. Unique tourism niches offer statewide opportunities that can be “owned” by Oregon–such as cycling. 4
  7. 7. Oregon is home to a wide range of some of America’s most scenic riding–road and off-road– and nurtures one of the world’s most dynamic bicycle cultures. This did not happen by accident. In large part, it was planned tourism development, years in the making – and a prime example of the core ethos permeating Oregon’s tourism strategy: STEWARDSHIP. Reflecting this, Travel Oregon and the state’s tourism and hospitality industry have focused on the identification and promotion of enterprises which adhere to sustainable practices. – a comprehensive website for cycling launched in 2010. The risk of a fragmented approach is the loss of brand cohesion. That is why this plan places such a premium on our ability to work even better together as an industry. So where the impact begins at the ground level—it is successfully gaining momentum throughout the industry and driving incredible performance in Oregon’s overall economy. Together with Oregon’s dozens of Destination Marketing Organizations and tens of thousands of businesses across the state, we’re part of a tourism industry that generates $313 Million in state and local tax revenue, 87,500 direct jobs, and an overall impact of $8.1 billion dollars per year for Oregon’s economy. Each region is seeing growth, gaining awareness, Central Cascades Geotourism Project Website launched in 2010, and contributing to the magical publicin partnership with Travel Oregon, Washington Tourism, National understanding of Oregon as a destination, an Geographic and dozens of Oregon communities. experience, a brand, and a feeling. It is not about one season or another, it is not about one festival, or sport, or destination. It is a catalytic effect that reflects the steady integration of efforts small and large all over the state. The leaders in our industry are saying loud and clear that the momentum we are experiencing is strong and tangible. 5
  8. 8. LEVERAGING CONNECTIONS AND EXPERIENCEFor all of the high technology and real-time web implications in this plan, the work that needsto be done is more akin to hiking a steep trail on a rainy day than launching a rocket ship. It isabout being prepared; paying attention to every step; and making sure we all know where weare and where we are going. It is more about discipline than difficulty.But in this world of constant distraction, focus is a luxury. It is challenging to maintain alignmentin communication, planning efforts, messaging, and marketing within a single agency—muchless an entire industry. But that sense of interdependence and connection throughout the entire industry is what we aim to achieve. Through efforts like Project Watershed, Oregon’s tourism industry is working to create rhythm and alignment in strategic planning and shared goals. Through the Oregon Tourism and Hospitality Consortium we are providing an ongoing platform for dialogue and adjustments. It is about all industry partners recognizing that nobody enjoys an abundance of time or money, and recognizing the intelligence and urgency of working together. Stakeholders from across the state meet for Watershed, a long term tourism planning initiative, fall 2010. It is about continuing to ensure the highestand best use of all of our resources and relationships to achieve the substantial goals defined inthis plan. The economic impacts described above represent a fraction of what is possible if weoptimize our connections and focus on ensuring a 21st century standard of quality in everyaspect of a visitor’s experience in Oregon. This is not a strategic plan designed to play defenseagainst a backdrop of economic woe. This is a strategic plan designed to create alignment andinvite a wide range of private and public partners to contribute and benefit from thissustainable economic engine.Not to push the hiking metaphor too far, but even novice hikers know—gear makes adifference. With the right tools we can be more focused and make smarter choices for how weapply our limited resources. We can develop more customized communication—connectingvisitors to relevant content through personalized “lenses”—alleviating the overwhelmingnature of searching for travel info online. We can spark actual conversations—to intriguevisitors and encourage authentic WOW Oregon experiences. We can work hard to deliver 6
  9. 9. quality experiences and to reward consumers—an Oregon tribe of fans—who take that extrastep and become advocates for the Oregon way. The stories from our tribe will attract otherswho choose to build their own personal Oregon adventure—and join the tribe themselves. Thisis the stuff of marketing in the world of the real time web.There is no doubt that managing a brand promise as big as Oregon in the digital world, andinsuring excellence in every visitor experience, is a complicated challenge. And there are partsof this plan that reflect that complexity. Many elements fall into the category of “businessintelligence” strategies: optimizing online analytics, developing advanced visitor profileheuristics, etc. But the core impulse behind this plan is simple; keep our visitors, their needs,their goals, at the center of our focus—and their experiences and stories will take us the rest ofthe way.KEEPING GOALS AND VALUES FRONT AND CENTER One of the classic mistakes of businesses in the digital world is to believe that the internet and social media resources area marketer’s “field of dreams.” Put up a cool web site and some interactive content—and they will come—and buy whatever you’re selling: marketing made easy. In reality, marketing has never been more complex; some say the discipline doesn’t even exist anymore in its traditional sense. A consequence of communicating in the digital world is that people can easily peel back the layers of any marketing pitch and find the truth of the value proposition. It may be in consumerreviews, or blogs, or in interviews with subject matter experts. People know that they can“check everything out” online. Travel Oregon’s work over the past nine years has createdmeasurable confidence in our value proposition and brand promise and we are ready for thescrutiny that comes with digital communications.Digital communications are a means, not the end. Social media is merely a tool, not the key tohuman development. We are not seeking lots of friends on Facebook… Our goals are muchbigger. The goals for Travel Oregon include a resolute stewardship for all of Oregon’s naturalresources the desire to add sustainable, living wage jobs—by the thousands—to Oregon’seconomy: and to provide Millions of people with best in class service and transformativeexperiences that ultimately make the whole universe a better place. That is what this plan is 7
  10. 10. about. That is what we want to accomplish. So you can see, a few clicks here and there aren’tgoing to cut it. As we take advantage of modern technology trends we must be careful not toconfuse the map with the territory—the means with the ends. It is true, the real time web is changing the way humans and computers interact. The rise of the App and location aware devices are all combining to transform what is possible as the number of “smart” devices exceeds 5 billion. Computers are acting more and more on our behalf—not on our command. The big question is how do these technology shifts enable new, more authentic, connections and experiences? It is not about having a cool GPS unit in your coat pocket—it isThe new Travel Oregon Welcome Center at PDX serves about how that peace of mind that comes from 125,000 visitors a year. the GPS unit creates a better, safer, more challenging hiking experience. Oregon is rich in thesubstance of experience; we simply need to make it discoverable in an increasingly crowdeddigital universe.STRENGTHENING OUTCOMES THROUGH ALIGNMENTThis plan recognizes that whatever boldness we can muster is a function of our ability to define,connect, and become more self-aware as an industry. The impulse to make connections hasalways been a part of our approach at Travel Oregon. It starts with connections between local,regional, and statewide destination management resources. Next there are connections withindustry partners like hotels, restaurants, travel professionals, etc. Then there are connectionswith key State and Federal agencies like Fish and Wildlife, Transportation, National ParksService, Forest Service, Bureau of Land Management, Parks and Recreation. Now a wide rangeof small businesses from river guides to breweries are joining us at the planning table. We areconnecting with snow sports associations, bird watchers, foodies and guides and packers, thelist goes on and on. It is not unreasonable to ask, who isn’t a stakeholder in the success ofOregon’s travel and tourism industry?What is different about this plan is that these connections are a source for measurablecooperative action. An example of this “action” approach began in mid-2010 with an initiativenamed “Watershed.” The goal for Watershed is to solicit perspectives and opportunities from abroad cross section of industry experts to clarify a shared, guiding vision for the next 20 years.Watershed asks the question, “What could happen if we work together with a shared vision in 8
  11. 11. mind?” During a break in one of the initial Watershed meetings an attendee quipped, “You canfeel the silos melting.” And although it is in the early stages, Watershed is working. An earlyresult of this effort is a commitment from dozens of stakeholders to participate in an annualshared strategic planning andalignment process to create moreefficiency and impact across theindustry. The effort also confirms theveracity of the strategic planning work we have done over the years; we are at least in the samechapter if not on exactly the same page with one another.KEY OUTCOMES AND PERFORMANCE METRICS FOR THE 2011-13 STRATEGIC PLANTravel Oregon has developed this plan, continuing to use an “outcomes-based” approachwhere the inclusion and priority of a specific strategy or tactic is determined by the results itwill generate. Examples include economic return on investment, community strategicdevelopment, industry infrastructure, capacity building, and industry workforce metrics. As youexamine Travel Oregon’s list of targeted outcomes below, you’ll see the potential synergiesstatewide, and note that each of these statements is ultimately prescriptive and measurable. 1. Grow strategic partnerships to align & leverage resources to achieve core goals  Travel Oregon takes full advantage of all business relationships to capitalize on efficiencies  Travel Oregon generates revenue opportunities that bring in additional dollars that leverage the 1% lodging tax revenue Key Partner Examples:  Public land management agencies  Economic development/business development  Private sector (consumer goods and services, tourism businesses)  Foundations  Destination Marketing Organizations  Educational institutions 9
  12. 12. Grow Strategic Partnerships to Align & Leverage Resources to Achieve Core GoalsKey Metrics Results 2009-11 Goal 2011-13Domestic Consumer MarketingThe Orb: Data partners 13 data partners: Double 10 active DMOs, 3 participating DMOs; statewide trade explore other organizations possible trade associationsThe Orb: Training/Support 10 DMO training Double training sessions sessionsThe Orb: Distribution partners (sites other 2 Increase to 10than TO)Advertising/Partner Opportunities: Ad $654,780 (based onNetwork - Increase Ad Revenue by 16% CY 2010 contract $760,547 (avg. per(from 10) period) year)Key Metrics Results 2009-11 Goal 2011-13Tourism DevelopmentGovernor’s ConferenceNumber of Delegates 862 1,000Percentage of Program Cost Supported by 60% 50%Delegate Fees (event meets budgetexpectations)Key Metrics Results 2009-11 Goal 2011-13International & Domestic Travel TradeIncrease Oregon Tour Operator Productawareness through strategic retailpartnership 1 event 2 events 10
  13. 13. 2. Continue to Implement Global Brand Campaign to Maximize Consumer Impact and Overnight Trip Generation  Consumers are inundated with messages; consistent, cooperative branding creates greater impact and retention of our message  Continue to implement evocative, resonant brand work that communicates Oregon’s core values and experiences, and that motivates people to visit  Help partners effectively adapt voice and/or style of Travel Oregon brand campaign that can be used in various markets for tourism businesses/destinationsContinue to Implement Global Brand Campaign to Maximize Consumer Impact andTrip GenerationKey Metrics Results 2009-11 Goal 2011-13Domestic Consumer MarketingAdvertising: Increase ROI in Expenditures $193 in visitor $203 in visitor5% (every $1 invested in advertising spending (based on spending (to begenerates visitor spending) 08 Longwoods Ad based on 10 Accountability Longwoods Ad study) Accountability study, est. final report May 2014)Advertising: Reduce Cost to Generate Trip $1.14 (based on 08 $1.08 (to be based5% Longwoods Ad on 10 Longwoods Accountability Ad Accountability study) study; est. final report May 2014)Advertising: Maintain Average $0.64 (based on FY $0.64Cost/Inquiry** 09-10)Advertising: Increase Total Inquiries* 9% 2.29 Million (per 2.50 Million (avg. year, based on FY per year) 09-10) 11
  14. 14. Overall Reach for Digital 2.2 Million (avg. per Increase by 10% toPlatforms (Visitation) year) 2.42 Million (avg. per year) Time on Site 6.72 minutes Overall Engagement 11.24% Increase to 15%National Media Relations: Print Circulation 529 Million 600 Million (2 years) (2 years)National Media Relations: Online 638 (FY10-11 online 1,700 (2 years)Circulation (Millions) coverage only, not tracked in 09)National Media Relations: # of Print Stories 357 360National Media Relations: # of Online 170 (FY10-11 online 550 (2 years)Stories coverage only)Key Metrics Results 2009-11 Goal 2011-13International & Domestic Travel TradeInternational Website Visits- 24,380 Visits 25,000 Visits- 18,201 Visits 24,000 Visits- New 20,000 Visits- New 20,000 Visits- New 15,000 VisitsVisaVue® FY 10 Benchmark Goal 6% IncreaseTrack VisaVue® top key and emerging 1,424,000 1,509,440markets statistics per year 12
  15. 15. Tour Operator Product Listings FY 09-10 Goal 6% Increase Benchmark- United Kingdom 902 950- Germany 1334 1350- France 17 20- Netherlands 106 Maintain- Scandinavia New 10- Japan 30 Maintain- Canada 63 70- Australia New 5Domestic Travel Trade 287 300Media Relations: Print Circulation ** FY 09-10 Goal per year Benchmark- United Kingdom 66,384,687 66,500,000- Germany 6,888,229 6,900,000- France 828,761 900,000- Netherlands 4,787,215 4,800,000- Scandinavia New 200,000- Japan 103,202,114 100,000,000- Canada 310,961 330,000- Domestic Travel Trade 359,456 400,000 * Avg. inquiries per year (Response Rates) currently includes BRCs, phone inquiries,, Blog,,, Food + Drink site, Kids Site (TO investigating inclusion of other key TO branded "outposts" like Facebook, YouTube) ** Online International circulation will begin being tracked July 1, 2011. 3. Deliver the Brand Promise of Oregon to our Industry and Consumers of Personalized, Best in Class Service Consumer:  Travel Oregon is the number one trusted resource for trip planning to Oregon globally  Oregon information and inspiration is available to the world  Oregon has a seamless visitor information network—both online and face to face  Grow deeper understanding of our customers so we can better serve their needs. Provide customized information  Oregon is a playground where visitors can easily connect with transportation (reservations, activities, etc.) throughout the entire experience 13
  16. 16. Industry:  Travel Oregon is a global leader and source of inspiration for tourism marketing innovation, use of technology, and small business incubation  Businesses and communities are able to make effective decisions about their development because they have adequate research  Oregon’s Tourism Industry has robust access to Travel Oregon resources, tools and trainingDeliver the Brand Promise of Oregon to our Industry and Consumers of Personalized,Best in Class ServiceKey Metrics Results 2009-11 Goal 2011-13Tourism DevelopmentVisitor Information Network: Cost per <$2.00/visitor <$1.80/visitorVisitorIndustry Website: Unique Visitors to Site 30,000 50,000 4. Oregonians, Business Leaders and Elected Officials See Tourism as a Vital Strategy for Economic Development and Preserving Oregon’s Quality of Life  Create jobs and earnings in the tourism and hospitality cluster, delivering on both quantity and quality of jobs  Generate visitor spending and tax revenue  Facilitate transformation/revitalization of urban and rural areasOregonians, Business Leaders and Elected Officials See Tourism as a Vital Strategy forEconomic Development and Preserving Oregon’s Quality of LifeKey Metrics Results 2009-11 Goal 2011-13Tourism DevelopmentRural Tourism Studio: Engaged Participants 175 200Consortium: Regional Town Halls Delivered 6 8 14
  17. 17. 5. Oregon Preserves and Enhances its Natural and Cultural Resources Through Tourism  Oregon is a leader in the sustainable travel experience  Tourism improves the quality of life for visitors to/within Oregon, and maintains the Oregon ethos  Identify and develop visitor experience niches/products that align with Oregon’s core values and generate positive economic impact across the state (e.g., “Oregon is the number one cycling tourism destination in North America” and “Oregon is the number one local, organic, sustainably managed culinary travel experience in North America”)  Visitors are able to travel and practice their environmental values easily. Tourism businesses operate with the triple bottom line in mind (people, planet, profit)Oregon Preserves and Enhances its Natural and Cultural Resources Through TourismKey Metrics Results 2009-11 Goal 2011-13Tourism DevelopmentSustainability Initiatives: Business N/A 250Challenge ParticipantsNumber of hoteliers participating in the N/A 70Travel Philanthropy ProgramNumber of eating establishments N/A 25participating in the Travel Philanthropyprogram 15
  18. 18. BY THE NUMBERS Total Travel Oregon Budget 2011 – 2013 $23,696,773 Tourism Development $3,913,000 Domestic Consumer Marketing $10,782,157 International Marketing/Sales & Domestic Travel Trade $3,317,453 Regional Cooperative Marketing Program $2,776,758 Administration Budget $2,907,405URBAN SOURCES OF BUSINESS Regions Urban Sources of Willamette Southern Central Eastern Greater Mt. Hood/ Business The Coast Valley Oregon Oregon Oregon Portland The Gorge Oregon Portland 54% 40% 14% 38% 38% 19% 32% 40% Seattle 6% 6% 10% 14% 7% 25% 13% 13% Eugene 9% 21% 5% 10% 6% 4% 9% Medford 6% 17% 5% 5% 5% Bend 3% 5% 5% 5% 5% 4% LA 5% 4% 5% 7% 3% SF 13% 5% 5% 8% 4% 3% Spokane 3% 4% 4% 3% Boise 13% 4% 2% Sacramento 8% 2% 16
  19. 19. NATIONAL OUTLOOK FOR TRAVEL Travel Forecast SummaryYear 2006 2007 2008 2009 2010 2011 2012 2013MeasurementReal GDP ($ Billions) 12,976.3 13,228.9 13,228.9 12,880.6 13,214.4 13,538.3 14,011.0 14,547.1Unemployment Rate (%) 4.6 4.6 5.8 9.3 9.7 9.2 8.0 6.9Consumer Price Index * (CPI) 201.6 207.3 215.2 214.5 217.9 221.1 226.1 232.7Travel Price Index * (TPI) 233.5 244.0 257.7 241.5 251.6 259.2 267.6 275.5Total Travel Expenditures in U.S. ($ Billions) 695.7 738.0 772.5 704.4 755.6 794.9 834.7 878.8 U.S. Residents 610.0 641.3 662.4 610.2 654.0 683.1 713.2 749.8 International Visitors ** 85.7 96.7 110.1 94.2 101.7 111.8 121.6 129.0Total International Visitors to the U.S. (Millions) 51.0 56.0 57.9 54.9 59.3 61.5 64.4 66.9Overseas Arrivals to the U.S. (Millions) 21.7 23.9 25.3 23.8 25.8 27.1 28.5 29.8Total Domestic Person-Trips *** (Millions) 2,000.5 2,004.5 1,964.9 1,898.8 1,957.2 1,992.5 2032.4 2080.7 Business 508.7 494.3 461.1 431.1 449.0 460.8 469.0 476.5 Leisure 1,491.8 1,510.2 1,503.8 1,467.6 1,508.2 1,531.7 1,563.4 1,604.1Percent Change from Prior YearReal GDP (%) 2.7 1.9 0.0 -2.6 2.6 2.5 3.5 3.8Consumer Price Index (CPI %) 3.2 2.9 3.8 -0.3 1.6 1.4 2.3 2.9Travel Price Index (TPI %) 4.9 4.5 5.6 -6.3 4.2 3.0 3.3 2.9Total Travel Expenditures in U.S. (%) 6.4 6.1 4.7 -8.8 7.3 5.2 5.0 5.3 U.S. Residents 6.6 5.1 3.3 -7.9 7.2 4.5 4.4 5.1 International Visitors 4.9 12.9 13.8 -14.4 7.9 10.0 8.7 6.1Total International Visitors to the U.S. (%) 3.6 9.8 3.5 -5.3 8.0 3.7 4.7 3.8Overseas Arrivals to the U.S. (%) -0.1 10.3 6.1 -6.3 8.6 5.2 4.9 4.7Total Domestic Person-Trips * (%) 0.4 0.2 -2.0 -3.4 3.1 1.8 2.0 2.4 Business -0.2 -2.8 -6.7 -6.5 4.2 2.6 1.8 1.6 Leisure 0.6 1.2 -0.4 -2.4 2.8 1.6 2.1 2.6 *1982-84 = 100 **Excludes international visitors’ spending on traveling to the U.S. on U.S. flag carriers, and other misc. transportation ***One person on one trip 50 miles or more, one way, away from home or including one or more nights away from home. Sources: US Travel Association’s Travel Forecast Model; BLS, Department of Labor; OTTI, BEA, Department of Commerce 17
  20. 20. REGIONAL COOPERATIVE MARKETING PROGRAM (RCMP)Under the 1% statewide lodging tax legislation, the Oregon Tourism Commission mayappropriate as much as 15% of the revenue to Oregon’s seven tourism regions for cooperativeregional and multi-regional marketing efforts.The Travel Oregon team continues to dedicate significant time and resources to running aneffective and efficient RCMP program. We convene in-person planning summits andsupplemental conference calls as needed with the seven Regional Destination MarketingOrganizations (RDMOs) to cover project updates and brainstorm joint initiatives. The regionssubmit a six month progress report and a final annual report in February and August,respectively.The timeline for the RCMP is as follows:Summer/Fall – Brainstorming/Planning Summit with RDMOs and Travel Oregon team. TravelOregon team shares key initiatives and the group develops statewide program ideas.Early Winter – Travel Oregon team presents at ODMO (Oregon Destination MarketingOrganizations) winter conference on strategic direction and partnering opportunities.Winter to Spring – RDMOs convene marketing committees and build plans. RDMOs presentplans to each other and to Travel Oregon team in April.Spring – Plans are negotiated with regions and finalized, pending commission approval.Early Summer – Plans presented at Oregon Tourism Commission meeting for approval.These plans are posted on the Travel Oregon website at: 18
  21. 21. APPENDIXThis section provides plans by department in more detail. If you have additional questionsregarding our plans and opportunities for partnering with Travel Oregon, please contact us or 503.378.8850.TRAVEL OREGON COMMISSIONERSNine commissioners oversee the activities of the Oregon Tourism Commission (at the time ofthis plan we are awaiting the appointment of one commissioner). The Governor appoints allCommission members with five representing Oregon’s lodging industry, three representing thetourism industry at-large and one representing the public-at-large:Tom Luersen, ChairChris Erickson, Vice-ChairAlana AudetteJackie Edmunds-ManzHank HickoxJeffrey KohnstammWin McCormackKaren UtzKari Westlund 19
  22. 22. TOURISM DEVELOPMENTThe Tourism Development Department embraces its mission to “assist Oregon communitiesand organizations to develop, enhance and implement sustainable tourism plans andproducts.” During the next biennium our efforts will be focused on the following:  Tourism Research – Travel Oregon will continue to conduct actionable research on industry health and Travel Oregon’s performance, as well as the overall contribution to Oregon’s economy by both Travel Oregon and the industry.  Industry Strategy & Communication – Travel Oregon will continue to pursue its efforts to strategically communicate the socio-economic value of the state’s tourism industry. This communication platform will be delivered through a “best in class” interactive industry interface.  Product & Business Development - Travel Oregon will continue to focus on emerging sustainable tourism development opportunities.  Destination-Based Development – Travel Oregon will continue to strengthen and deepen our commitment to assist communities working toward their full tourism potential.  Visitor Relations – Improve Travel Oregon’s and partners’ consumer experience deliverables to “best in class” by deepening the reach of the program and broadening a statewide commitment to on-site visitor information delivery.Industry ResearchBackground:Travel Oregon recognizes that research can be the key to successful marketing anddevelopment – but not all tourism constituents can afford to build their own research platform.Therefore, Travel Oregon dedicates resources to produce and purchase proactive researchproducts. These materials help the tourism industry make informed decisions regardingproduct development, marketing programs, trending and performance at the local, state,national and international levels, and provide performance measures for the agency and theindustry. This commitment to a consistent research platform allows for educated and efficientuse of resources.Description:Conduct actionable research that provides Travel Oregon and industry partners tools to makestrategic marketing, development and communication decisions. The industry platform for theupcoming biennium will include the following: 20
  23. 23.  Annual Industry Economic Impact Research (Dean Runyan & Associates)  Advertising Impact Evaluation Research (Longwoods International)  Visitor Profile Research (Longwoods International)  International Spending Research (VisaVue®)  Lodging Industry Health Research (Smith Travel Research)  National Trending Research (US Travel Association)Key Measurements: Provide timely research results to Travel Oregon and Oregon’s tourismindustry that are utilized to advance industry interests.Tourism & Hospitality ConsortiumBackground:Prior to the passage of the Oregon Tourism Investment Plan in 2003, the state’s tourismmarketing efforts were inadequately funded or ranked 47th in the country out of 50 states. As aresult, Oregon was losing market share to its tourism competitors. In 2003, tourism industryleaders crafted a plan that resulted in strong administrative and “executive” legislative support.This new funding structure allowed Travel Oregon and its tourism marketing partners to makelong-term plans to bolster the state’s tourism industry.The success of that legislative victory led to the formation of the Tourism & Hospitality IndustryConsortium (Consortium). Its mission focused on the broader strategic outcomes for both theindustry and the state. The goal was a productive dialogue with policymakers, economicdevelopment professionals, and business and industry leaders throughout Oregon. TheConsortium organized and built a strategic plan with four imperatives:  Create a clearinghouse for industry positions/messages  Create a leadership vehicle for industry action  Create a common communication platform for conveying industry value  Share the experience values of OregonDescription:Travel Oregon will continue to build on the Consortium successes experienced over the last sixyears. We will work to adapt the organization’s structure to encourage a broader and deeperindustry positioning platform. This will include the possibility of partnering with industryorganizations to help broaden the communication audiences for strategic industry messages.Specifically, Travel Oregon will address the following during the 2011-13 biennium:  Convene and Participate in quarterly Tourism & Hospitality Consortium Steering Committee meetings  Convene annual Consortium Industry Summit  Convene four regional town hall meetings per year  Act on the findings of Project Watershed 21
  24. 24.  Produce, deliver and maintain industry communication toolkit and platform  Advocate industry value to state’s economic development infrastructure  Advocate industry value to state’s policy-maker infrastructureKey MeasurementsConsortium Results 2009-2011 Goal 2011-2013Number of Town Halls delivered 6 8Produce Robust and Interactive Industry N/A In place by fiscalMessaging Toolkit on Updated Annual Consortium Summits 2 summits – 150 2 summits – 200 total participants total participantsIndustry CommunicationsBackground:Since the formation of Travel Oregon, the organization has understood it operates in service tothe state’s tourism industry. We also appreciate that real industry success will only occur whenall partners are aligned and leveraged in their efforts. This dynamic depends on clearcommunication that leads to trust which leads to strong partnerships.It’s a new era of collaboration. We’re all working toward the same purpose: get visitors toOregon. As the go-to resource, Travel Oregon forges alliances that inform our collective workand ultimately serve to create jobs and build our economy.Travel Oregon must demonstrate its value to the industry by establishing a superior and reliableindustry information resource.Description:To advance and support the work of the industry, Travel Oregon will develop a communicationsstrategy and tools to help partners statewide share our collective intelligence and communicatewith one voice. We will: Build out our industry website content with a wealth of exceptional tools and stories that share our industry’s value and impact Deploy our knowledge in communication tools partners can utilize to share the tourism industry story Provide businesses and media with the latest industry information 22
  25. 25.  Support tourism development projects such as the Sustainable Business Initiative and Traveler’s Philanthropy with business-to-business communicationsAnticipating industry needs, Travel Oregon will develop a state-of-the-art interactive interfacethat engages partners as THE trusted foundation for industry communication. To achieve a top-notch platform, the existing website needs new focus. Working with the industry, we willdevelop a user-friendly, intuitive “destination platform” that drives the Travel Oregon messageand delivers in a timely manner: Information resources (news, key research, industry contacts, earned media, key industry messages, Consortium/Watershed updates-opportunities, etc.) Interactive project tools (brand elements, images, FAQs/guides, case studies, etc.) Social media and intra-industry messaging (blogs, problem-solving asks, etc.) Partnership opportunities (with Travel Oregon and industry-wide)Key MeasurementsIndustry Communication Platform Results 2009-2011 Goal 2011-2013Launch of Upgraded Industry Site N/A 1/1/2012Unique Visitors to Site 30,000 50,000Oregon Governor’s Conference on TourismBackground:For over 25 years, Travel Oregon has organized and convened the annual Oregon Governor’sConference on Tourism. The purpose of this annual gathering is to provide opportunities forOregon tourism industry professionals to learn about new travel trends, acquire new skills andinteract with colleagues from throughout the state. Travel Oregon works closely with a broadrange of industry, agency and economic development partners to produce a high value,comprehensive, and interactive program that is a “can’t miss” experience. It is also the intentof Travel Oregon to move the conference each year to different regions in the state toencourage a broad range of Oregon experiences for delegates that attend year after year. Theconference has seen growth over the last decade and currently enjoys annual attendance ofover 400 delegates. The conference is predominantly supported by registration fees,sponsorships and exhibitor attendance.Description:Travel Oregon will continue to produce a “best in class” conference experience for attendees bysharing timely information and opportunities that can be “taken home” and put to use. We willwork with our partners to ensure that we also showcase the areas where the conference is heldas well as recognize the partnerships necessary to produce the event. 23
  26. 26. The objectives for the upcoming biennium are:  Provide the highest level of educational, inspirational and networking opportunities for Oregon’s tourism industry members  Encourage agencies, communities and organizations to participate in the event  Look for opportunities for deeper leveraging relationships with sponsors, exhibitors and delegates  Make the conference less reliant on delegate fees  Create and utilize feedback tools to measure success and to inform future conferencesKey MeasurementsGovernor’s Conference Results 2009-2011 Goal 2011-2013Number of Delegates 862 1,000Percentage of Program Cost Supported by 60% 50%Delegate Fees (event meets budgetexpectations)Cycling Tourism Program: Making Oregon a Premiere Cycling DestinationBackground: Cycling Tourism is on the RiseOregon is home to exceptional leadership and visionary pioneers who have pushed the cyclingfrontier. Our state initiated many of the nation’s “firsts,” including the Oregon Bicycle Bill in1971, Cycle Oregon, Oregon Bicycle Tourism Partnership, Oregon Scenic Bikeways Program, anInternational Mountain Bicycling Association Ride Center designation, a result, Travel Oregon (with partners3) has identified cycling tourism - road and off-road - asan important economic development strategy for Oregon. Per the Adventure CyclingAssociation (2010), bicycle travel continues to grow as part of North American and global travelmarkets, based on empirical research and anecdotal evidence from tour operators andpromoters throughout the country.Bicycle travel is an increasingly visible part of the global adventure travel market, whichgenerates $89 billion annually.4 While Oregon has not conducted a thorough study of cycling3 A sample set of partners includes Cycle Oregon, Oregon Parks & Recreation Department, Lane County, ClackamasCounty, Wallowa County and Washington County.4 Adventure Tourism Market Report by the Adventure Travel Trade Association, August 2010 24
  27. 27. tourism, Longwoods International has extrapolated a few points from a general visitor studyconducted 20095:  1.3 Million tourists6 bicycled while visiting Oregon  Those 1.3 Million tourists spent $223 Million primarily on lodging, meals, and retail  Overnight visitors that cycled spent eight times more than day travelers ($199 Million vs. $24 Million)Description:To advance Oregon as a premiere destination, Travel Oregon will lead in the following ways: 1. Convene & Partner We will convene and contribute to the Oregon Bicycle Tourism Partnership’s key objectives, and also invest in new partnerships to bolster additional cycling tourism infrastructure. 2. Amplify Connectivity with Cycling Visitors We will upgrade with new features: o lists of guided tours o a calendar integrated with o a catalog of itineraries, including suggestions for how to enjoy the new Oregon Scenic Bikeways The creation of a ‘Bike Ambassador’ program will be pursued, whereby one designated cycling ‘expert’ per tourism region would serve as an Oregon trip planning resource. Working with local tour operators, multi-day packages will be created for inbound tour operators (domestic and international) interested in bringing medium/large size cycling tours to Oregon; we have not been able to accommodate these to date. 3. Leverage the Oregon Scenic Bikeways Program As a founding partner, Travel Oregon supports the development of this program by offering assistance to proponent groups. This includes: o assistance with marketing plans o marketing the designated Bikeways o serving on the committee that shapes the program o offering community-based workshops to support small business development & visitor amenities along Bikeway routes5 Oregon 2009 Cyclist Visitor Analysis, Longwoods International, August 20106 A tourist is defined as someone traveling more than 50 miles from their residence or staying overnight. Tourists,in this case, are inclusive of in-state and out-of-state travelers. 25
  28. 28. Key MeasurementsCycling Tourism Program Results 2009-2011 Goal 2011-2013Active members in the Oregon Bicycle +60%7 (increased +30%Tourism Partnership from 25 to 40) (increase from 40 to 52)Number of new strategic partnerships to 38 5advance cycling tourism formedNumber of visitors to 205,423* +35%Total miles designated as Scenic Bikeways 929 16749 (+80%)Number of community-based Scenic N/A 15Bikeway workshops that have been held * Visits occurring between September 2009 (website launch) to March 29, 2011.Sustainable Tourism DevelopmentBackground:While being green is only one facet to sustainable travel, it is clear from the recentTravelHorizons study conducted by the U.S. Travel Association in 2010 that cross-tabulatesgreen travel behavior with the desire to travel to Oregon that the environmentally consciousconsumer has a higher propensity to travel to Oregon than to other destinations in the U.S.10With Portland and Oregon’s international reputation for its leadership in sustainabledevelopment, green building, innovative land use practices, and bike-friendly communities, thisprovides Travel Oregon with an incredible opportunity to:  Align the Oregon experience with the Oregon reputation  Add value through increased visitation from this travel segment  Protect and enhance the natural and cultural assets from which the Oregon tourism industry stems7 Active participation in the OBTP went from about 25 to 40 within the last biennium. Active participation meansparticipating regularly in meetings and between meetings.8 Alta Planning + Design, Bricker Consulting, Oregon Parks & Recreation Department9 Aiming for an additional 445 in 2011 and 300 in 2012.10 Travel Oregon/Green Traveler Analysis conducted by the U.S. Travel Association with data collected for the 2009Wave III travelhorizons™ survey. 26
  29. 29. Travelers who consider themselves to be environmentally conscious.While relatively few travelers are willing to pay extra for green travel, significantly moretravelers (15%) considering travel to Oregon are willing to pay extra when compared to thosewho aren’t considering travel to Oregon (5%).And of those Oregon travelers willing to pay more for green travel, about 25% would be willingto pay a premium of up to 9%.Maximum additional percentage one would pay for a hotel stay, airline flight or other travel purchase to patronize an environmentallyresponsible travel company.Description:Stewardship of our natural and cultural resources is a way of life for Oregonians. To ensurethat the visitor experiences our stewardship ethic while traveling in Oregon, we will lead severalinitiatives to support sustainable practices in the industry and facilitate easier connectionsbetween the visitor and those places that have embraced this ethic. By doing so, we willpositively impact our industry’s environmental footprint and contribute to the preservation of 27
  30. 30. Oregon’s natural and cultural assets. We will lead five key initiatives under the banner of“Travel Oregon Forever” and they are: 1. Travel Oregon Sustainable Business Challenge A voluntary reporting program created to measure the commitment of tourism organizations operating sustainable businesses. Participating organizations receive rewards through Travel Oregon and partners resulting in increased market access. 2. Oregon Travel Philanthropy Fund This pioneering statewide program supports sustainable tourism development by engaging travelers and travel businesses to channel visitor donations into area projects that will enhance the places they have visited. 3. Sustainable Travel Education & Assistance Travel Oregon will launch an online Sustainability Center, provide statewide educational workshops, and continue stewardship efforts through the Rural Tourism Studio program. 4. Partnering for sustainable transportation options To ensure Oregon is a top travel destination, we will assist in connecting the visitor industry with the development of alternative forms of transportation. These include: o Electric vehicle charging station network o High-speed rail in the Willamette Valley/Oregon o See ‘Cycling Tourism’ appendix. 5. Sustainable Travel Portal Information gathered through the Sustainable Business Challenge will be brought together with other existing sustainable travel assets such as geotourism data, sustainable transportation options, how to enjoy Oregon’s conservation areas and public lands, and tips on how to travel in a sustainable manner together into one Sustainable Travel Portal for Oregon.Key MeasurementsSustainable tourism initiatives Results 2009-2011 Goal 2011-2013Number of businesses/organizations N/A 250participating in the sustainable businesschallengeNumber of hoteliers participating in the N/A 70Travel Philanthropy Program 28
  31. 31. Number of eating establishments N/A 25 participating in the Travel Philanthropy program Amount that the seven Travel Philanthropy N/A $70,000 projects receive as a result of participating in the program Number of people who benefit directly from N/A 54011 educational workshops specific to sustainable travel Travel Oregon’s Sustainable Operations Background: Travel Oregon has embarked on a process to identify its impact and understand how it can affect sustainable development both through its internal operations as well as its external programs that influence the industry. To date, Travel Oregon has worked with a graduate student consultant team at the University of Oregon to identify its carbon footprint and has involved all staff in sustainability training by the U.S. Natural Step Network. Through these efforts, Travel Oregon has begun to identify where it can have the most significant impact to reduce the industry’s carbon footprint and improve our impact on the environment and communities across Oregon. Under the leadership of the Travel Oregon Green Team, the organization has adopted a number of environmentally-friendly initiatives at its headquarters in Salem. As a result, theSustainable Tourism: a level organization received Marion County’s EarthWISE sustainableof tourism activity that can be business certification and has been recognized as one of Oregon’smaintained over the long top 100 green companies to work for by the Oregon Businessterm because it results in a benefit for the socio-cultural, economic, andnatural environments of thearea in which it takes place.Description: In the upcoming biennium, Travel Oregon will utilize information gathered over the past two years to develop an organization-wide sustainability plan that will inform internal operations as well as external programming to encourage sustainable practices in the broader industry. 11 Estimating at least 14 community-based workshops with an average of 30 people per workshop and 4 conference sessions with an average of 40 people per session. 12 Travel Oregon received this recognition from the Oregon Business Magazine in March 2011. 29
  32. 32. The Travel Oregon Green Team will lead the development of the plan in coordination with theExecutive Team and the Oregon Tourism Commission.In order to develop the plan, Travel Oregon staff will continue to work with and learn fromorganizations such as the U.S. Natural Step Network and the University of Oregon’sSustainability Leadership program.Key MeasurementsSustainable Operations Results 2009-2011 Goal 2011-2013Recognition for sustainability practices EarthWISE Obtain certification Sustainable or recognition from Business two additional Certification; organizations Oregon Business Top 100 Green Businesses in Oregon RankingOrganizational sustainability plan N/A CompleteProduct Development CenterBackground:In the past, Travel Oregon has budgeted for development of individual niche markets; ourapproach has varied for each. For the upcoming cycle, Travel Oregon will combine all niches forone strategic fund to assist with the development of tourism product as the need oropportunity arises. We believe this fund will be utilized as “match” against partner dollars toaugment our reach and impact.Description:Travel Oregon foresees the following opportunities in product development: Tribal tourism business development: o The continual group work that produces the Tribal Guide also helped craft emerging programs like the Rez Kitchen Tour. We’ll continue to work with the Oregon Tribal Tourism Working Group to explore new cultural development opportunities. 30
  33. 33.  Agri-tourism business development: o Many small farmers are looking for ways to supplement their farm business o There is a desire to keep Oregon visitors connected with Oregon products when visiting the state - and after returning home o Farm Stay operations are being organized on; these assets could be integrated into the Oregon Bounty campaign o Existing agri-tourism activities can also be integrated into the Oregon Bounty campaign Assistance with assembling content for the content lenses: o Facilitate conversations with existing niche groups or new niche groups in order to properly assemble their content for’s new lenses o Provide tools and coaching to these niche groups so they can continue to build content and showcase product through these lenses over time o Work with our digital interactive team to evolve the content lenses o Niches may include but would not be limited to: wildlife watching, paddle-sports, wind-sports, and trail recreationKey MeasurementProduct Development Center Results 2009-2011 Goal 2011-2013Number of new content lenses created / N/A 4niche markets convened and coachedNumber of agri-tourism businesses (from N/A 50Farm Stands to Farm Stays) integrated intothe Oregon Bounty campaignMatching Grants ProgramBackground:The mission of Travel Oregon, is to "encourage economic growth and to enhance the quality oflife in Oregon through a strengthened economic impact of tourism throughout the state." Assuch, Travel Oregon established a program to make grant awards to eligible applicants fortourism projects that contribute to the development and improvement of local economies andcommunities by means of the enhancement, expansion and promotion of the visitor industry.Travel Oregon’s Matching Grants Program has historically provided “seed” money to Oregon’stourism industry for tourism development and planning projects. Given the state of Oregon’seconomy, each year this competitive program receives on average funding requests three timesthe amount of resources available. Over the past few years we have streamlined the process toinclude pre-screening, online application and connecting applicants to their local destinationmarketing organization. This has improved the content of the proposals and ensured thatsuccessful grants are already leveraging the marketing programs in their local areas. 31
  34. 34. Description:Travel Oregon will continue to deliver the Matching Grants Program during the next two years.Working with an experienced and diversified grant committee, we will work with thoseorganizations that are eligible to receive the funds to make sure the process is clear and theresults from the grants are meaningful. The program will continue to leverage the grantfunding with other Travel Oregon and industry partner programs seeking to get the best overallreturn for the investment. As designed, the program requires a 50% match from the qualifyingapplicants. This match is important to ensure the strong partnership necessary to create strongtourism products. Those entities eligible for grant qualification are:  Cities & Counties  Port districts  Federally recognized TribesKey Measurements:Continue to invest in qualifying projects that meet the program ROI guidelinesRural Tourism StudioBackground:The percentage of direct travel-generated earnings per capita as a share of total earnings ismore than double in rural counties as compared with the five most urbanized counties 13. Thesesame rural counties are experiencing a higher unemployment rate as of December 201014 thanthe rest of Oregon. In addition, vast amounts of Oregon’s natural and cultural tourism“product” resides within and around rural areas. Therefore, it is vitally important that TravelOregon continues to make strategic investments in the development of community-basedcapacity for developing tourism and harnessing the economic potential at the local level. Sincepiloting the RTS program in two communities in 2009, Travel Oregon has received applicationsfrom six regions and inquiries from over 15 communities/regions interested in hosting theprogram to enhance their capacity and develop their tourism product. Travel Oregon has alsobeen approached by the U.S. Forest Service which expressed interest in collaborating throughthe Rural Tourism Studio to advance their goals of sustainable recreation planning andmanagement in communities surrounded by National Forestlands. It is clear from both theopportunity and the demand that this is a critical program for advancing Oregon’s tourismeconomy.13 Five most urbanized counties in Oregon include Multnomah, Washington, Clackamas, Marion andLane. Source: Oregon Travel Impacts 1991-2009, Dean Runyan Associates14 Oregon Employment Department 32
  35. 35. Description:Travel Oregon will continue to deliver the Rural Tourism Studio in at least twocommunities/regions in Oregon per year. Communities that demonstrate a significant need forassistance and potential for accelerated development through the program will be selected.The RTS will assist rural community and business leaders with the development of their tourismindustry in a way that will:  Help stimulate the local economy  Protect and enhance local natural and cultural resources  Foster pride amongst participantsIn the 2011-2013 biennium, we will develop strategic partnerships to augment the programbudget and impact, expand program offerings, diversify and lengthen follow up services tocommunities that have graduated from the program, and consider outsourcing programproduction.We will consider forging strategic partnerships with groups such as:  U.S. Forest Service  Business Oregon  Oregon’s Main Street Program  The Ford Family FoundationWe will consider adding modules such as:  International travel market  Sustainable business practices  Main Street development  Small town brandingAdditional follow up assistance may include providing:  Consulting to assist with developing a formalized strategic plan for tourism  Coaching to help with establishing a new organization or committee  One-day follow up workshops or training 33
  36. 36. Key MeasurementsRural Tourism Studio Results 2009-2011 Goal 2011-2013Number of RTS programs delivered 415 4Number of participants engaged Wallowa (63), 200 Oakridge (41), John Day River Territory (37), McKenzie River Valley (37, to date); total (178, to date)Number of partner organizations engaged 1616 19in design and deliveryIntegrating & Bolstering National Geographic Geotourism EffortsBackground:Geotourism is defined as: Tourism that sustains or enhances the geographical character of a place - its environment, culture, aesthetics, heritage, and the well-being of its residents.In 2007, Travel Oregon joined a broad partnership17 to impact sustainable tourism developmentin rural communities across the “Central Cascades” – a bi-state region from Mt. Rainier NationalPark in Washington to Crater Lake National Park in Oregon. After two years of planning,fundraising and working with Central Cascades communities to identify special places theywanted to share with visitors, the project’s Stewardship Council produced a printed MapGuideand website. Released in January 2010, these travel tools contain a unique dataset of over1,200 off-the-beaten path places recommended by the people who live there. A copy of theprinted MapGuide was distributed in the April 2010 issue of National Geographic Travelermagazine.15 Wallowa County, Oakridge area, John Day River Territory, McKenzie River Valley16 Rural Development Initiatives, Great Destination Strategies, Alta Planning + Design, International MountainBiking Association, Oregon Parks & Recreation Department, U.S. Forest Service, Bricker Consulting, SustainableTravel International, Innovative Leadership USA, Write to Know Consulting, Northeast Oregon EconomicDevelopment District, Mid-Columbia Economic Development District, Lane County Small Business DevelopmentCenter, Mercy Corps Northwest, Eastern Oregon Visitors Association, Travel Lane County17 Travel Oregon was part of a core advisory committee consisting of Washington State Tourism, RuralDevelopment Initiatives, Sustainable Northwest, U.S. Forest Service, U.S. Bureau of Land Management, andSustainable Travel International. 34
  37. 37. In January 2011, National Geographic convened all of the project leads from the western states’geotourism projects18 to discuss lessons learned and next steps.Description:In 2011-2013, Travel Oregon will work in partnership to:  Support the efforts of a National Geotourism Stewardship Council and the development of a National Online Geotourism Atlas that would contain the Central Cascades geotourism data  Assess the value and interest in re-convening a bi-state or statewide Stewardship Council  Implement a set of program measurements to determine the success of the first phase of the project  Assess the value of expanding the community-based sustainable tourism identification process to the rest of the state  Assess the interest in reproducing the MapGuide into a format with enhanced National Geographic branding and in a mapping format that facilitates navigation of the region, to be sold and distributed by National GeographicWith Travel Oregon’s Consumer Marketing Team, we will:1) Determine how to integrate geotourism data into a new sustainable travel portal site for Oregon2) Explore ways to bolster our marketing efforts to continue to get the MapGuide distributed.Key MeasurementsGeotourism Results 2009-2011 Goal 2011-2013Number of unique visitors to the 27,27319 (or a futuregeotourism lens on of Central Cascades Geotourism 12,20020 10,000MapGuides distributedNumber of businesses/locations on the N/A 80MapGuide or website indicating increasedvisitation due to the project18 Travel Oregon joined representatives from other geotourism projects in the Western United States including theCalifornia Redwood Coast, Sierra Nevada, Crown of the Continent, Greater Yellowstone and Four Corners Region.19 Google Analytics as of March 17, 201020 As of March 15, 2011 35
  38. 38. Oregon Q CARE ProgramBackground:The Oregon Q CARE Program is a statewide customer service training certification created tosupport the development of the tourism and hospitality industry through enhanced guestexperiences. The program provides statewide standardized customer service, emphasizing theimportance of quality visitor care in the tourism industry, and equips Oregon employees withtools and resources needed to better serve our visitors. Initially launched in 2003, the OregonQ-CARE Program was implemented in all seven Oregon tourism regions and trained over 10,000people through 2007. Beginning in 2007, the program transitioned to a free, behavior-basedonline training curriculum. Since the implementation of the online offering another 5,000people have been trained.Description:Travel Oregon will continue to deliver the Oregon Q-CARE program for the next two years.Great customer service is vital to the success of any business, tourism-based or not. Everypersonal or interactive contact with consumers is an important opportunity to make thoseconsumers believers in Oregon.The objectives for the program in the coming biennium are:  Establish Oregon Q-CARE as a vital training tool in private and public sector organizations  Establish strategic delivery partnership with industry training partners  Develop sponsorships, scholarships and funding sources to support the training  Review curriculum and tourism content and investigate producing additional online modules  Schedule annual regional in-person trainings to help promote the value of customer service  Leverage Oregon Q CARE training through all Travel Oregon programsKey MeasurementsOregon Q CARE Results 2009-2011 Goal 2011-2013Number of Q-CARE Certificates 3,000 6,000Regional Trainings Delivered N/A 6 36
  39. 39. Visitor Information NetworkBackground:Oregon is primarily a drive travel market with over 85%21 of its traffic arriving by automobile.Research shows that a majority of those visitors view Welcome Centers/Rest Areas asimportant destinations in their travels22. One of the primary reasons they look for thesecenters is to find restrooms. However, it is also important to note that finding “brochures andmaps” and “staff” are also high on travelers’ minds. Even in this day of rapidly expandinginteractive travel information, travelers continue to seek tourism collateral and in-person traveladvice.Travel Oregon is responsible for the management of the State Welcome Centers. Currently, weoperate nine centers located at the borders of Washington, Idaho and California. The majorityof the centers are operated seasonally; only the center at Portland International Airport is openall year. The nine centers are listed below:  Ashland (Siskiyou)  Astoria  Brookings (Crissey Field)  Klamath Falls (Midland)  Lakeview  Ontario  Oregon City  Portland International Airport (PDX)  UmatillaDescription:Travel Oregon will continue to direct the State Welcome Centers. It is important to understandthat the State Welcome Centers are simply one piece of the state’s overall visitor informationenvironment. This environment contains regional and local destination centers as well asprivate sector locations that also function as visitor information outlets. The mission of allcomponents of this environment is to deliver first class customer service and information toOregon visitors. The desired outcome is to enhance the visitors’ experience while they are inOregon in hopes of creating return customers.In the next biennium, we seek to help create a stronger, more efficient overall visitorinformation environment. The objectives to achieve this goal are the following:  Assess Welcome Center/Visitor Information Center system realities and opportunities  Support development of new Siskiyou Welcome Center21 Longwoods International, Visitor Profile22 US Travel Association, Travel Horizons 37
  40. 40.  Upgrade strategic Welcome Center locations with Brand Oregon assets  Introduce qualified web-based surveys throughout the system to collect actionable data  Conduct continued topical and industry trainings for staff  Improve brochure program opportunities for industry members  Deliver first-class visitor experience in the most efficient manner possible  Measure visitor experience through secret-shoppers & satisfaction surveysKey MeasurementsVisitor Information Network Results 2009-2011 Goal 2011-2013Total Welcome Center Visitation 400,179 525,000Average System Cost/Visitor $2.00 $1.80Brochure Program Occupancy N/A 80%Visitor Information Network Facilitated Occurs by 10/1/11Conversation N/A 38
  41. 41. DOMESTIC CONSUMER MARKETINGOver the last five years Travel Oregon has seen significant growth in consumercontact/engagement to our marketing programs with responses having more than doubledsince 2006 (an increase of 109%). With over 2.1 Million unique visitors to traveloregon.comeach year, 21,000 Facebook fans, and 193,327 subscribers to our segmented e-newsletters, wenow have more potential travelers than ever before in Travel Oregon’s relationship network.Over the next biennium Consumer Marketing programs in Advertising, PR, Promotions andDigital Marketing will continue to build awareness for Oregon with a focus on deeperrelationship building and conversion of our fans, and greater efficiency with our programimplementation and resources. An in depth analysis of the visitor purchase cycle—frominspiration, to on the ground, to post trip—will yield innovative and compelling ways to breakthrough message clutter and surprise and delight each consumer we come in contact with. Ourmarketing efforts will position Travel Oregon as a trusted source for inspiration and tripplanning visitors will rely on and recommend to others.AdvertisingBackground:Media Landscape:The media environment is changing rapidly and is more fragmented than ever with consumerscontinuing to exert increased control over the media delivered to them  It’s important to efficiently target niche audiences because of premiums charged for these limited-reach impressions. (Note: there are still efficiencies to be gained by purchasing through more traditional, broad reach media.)  Studies indicate that TV and online media continue to dominate consumer media consumption. Per eMarketer, the average time spent per day per channel is: o Online - 4:30 hours o TV & Video - 3:17 hours o Music & Radio - 1:26 hours o Mobile phone - 1:18 hours  Other media trends: o Mobile: "It is estimated that by 2014 half of Americans’ web browsing will be done on mobile devices."23 o Online video usage is up 45% over the prior year24 o Social media: travelers are spending more time on social media venues even while traveling2523 39
  42. 42. o People over 65 are adopting Facebook faster than any other age group; 6.5 Million of members 65+ joined in May 2010 alone. Less surprising is that the fastest growing age group on Twitter is 35-49 year olds. Add to this the fastest growing group on is over 50. o Over all, 47 percent of 50-64 year olds are using social media; an 88 percent growth from 200926Advertising Objectives:  Motivate overnight travel to Oregon  Communicate the state’s travel product in a way that elevates it within a crowded category  Continue to grow and strengthen awareness for travel to or within Oregon  Stimulate interest and response for additional information about travel in Oregon (generate leads)  Engage consumers through Travel Oregon’s family of sites, as well as other Travel Oregon branded “outposts”Targeting:  Our target has evolved to include an International component to our advertising communications o Adults 25-64 o Spend $1,000+ on vacation travel (per year) o Geotarget  Primary: No. CA, OR, WA, ID  Key business driver markets27  Secondary: So. CA, NY  International: Vancouver BC  Within our demographic target, we’ll look to incorporate psychographic/behavioral segmentation as a way to provide a tighter focus in identifying potential travelers to Oregon—a mix of more adventurous, more curious, and more experience-driven people for whom travel has become a lifestyle.25 eMarketer How Travelers Use Social Media26 ‘09 Longwoods Visitor Profile Study 40
  43. 43. RegionsUrban Sources of Willamette Southern Central Eastern Greater Mt. Hood/Business The Coast Valley Oregon Oregon Oregon Portland The Gorge OregonPortland 54% 40% 14% 38% 38% 19% 32% 40%Seattle 6% 6% 10% 14% 7% 25% 13% 13%Eugene 9% 21% 5% 10% 6% 4% 9%Medford 6% 17% 5% 5% 5%Bend 3% 5% 5% 5% 5% 4%LA 5% 4% 5% 7% 3%SF 13% 5% 5% 8% 4% 3%Spokane 3% 4% 4% 3%Boise 13% 4% 2%Sacramento 8% 2% Advertising Program Description: We continue to tie our advertising communications to our focused two pillar strategy that:  Provides a culinary focus during the Fall and positions Oregon as a premier foodie destination. Oregon Bounty anchors this portion of the campaign.  Features Oregon’s outdoor recreation stories during the spring/summer when Oregon can deliver a wide array of outdoor adventure product. We see the opportunity to weave other priority messages like Arts & Culture, Sustainability, and Scenic Byways to these pillars. And, all of Oregon’s other events, activities, and travel product will continue to be promoted through the agency’s other channels (, visitor guide, e-newsletters, PR, etc.). Advantages to this strategy:  Oregon stands out with focused advertising messages  Highlights the state’s greatest assets…within season  Leverages the success of Oregon Bounty by combining promotion with fall brand advertising  Partners can build co-ops around seasonal focus, when consumers are more likely to plan seasonal travel It is important to note that we are now able to gain traction with a more focused message and more efficient digital channels because of our success establishing the Oregon brand. And we must continue to reinforce that brand’s recognition. As such, the core brand message will remain the heartbeat of our effort for the coming years—and we will look for ways to not simply “send” the brand message—but also create ways for people to interact, engage and share our brand. This “engagement” shift is a critical step in creating a sincere dialogue with consumers to further communicate our value proposition, to build relationships, a strong fan base, and trust. 41
  44. 44. During the last biennium we refreshed the brand creative and shifted from a print-focusedcampaign to one that included a heavy mix of online media:  The Market: Travelers taking shorter, closer-to home vacations; planning cycle compression, more online travel planning, social media usage, and a decline in print.  Research: Longwoods Ad Accountability study indicated that being more specific, while maintaining brand positioning/voice, will have positive impact on image & trip generation. Surprise and inspire travelers with actual things they can see and do in a place they think they may already know.  Industry: We felt our Book of Oregon creative had started to show signs of wear as it had been running for five years and we found other advertisers copying our creative.Creative:Oregon is a refuge for idealism. It’s a place for dreamers. It’s a place with a unique voice, asense of humor, and a drive to do things differently. It’s a place of authenticity, of intimacy, ofstories. While we continue to evolve our advertising messaging, this concept embodied as theOregon Dreamer continues to be the backbone of our creative body of work.During the Spring 2011 season, we introduced high impact television advertising spots as thefoundation creative to our brand campaign:  It allows us to leverage the sight, sound, motion environment of this medium.  The two minute video vignettes that produced for the two pillar campaigns did a great job of rich storytelling. TV allows us to get more eyes on this powerful creative  We’re able to repurpose/reuse our growing library of excellent HD footage, which provides a significant increase in video production value/efficiencies.We will continue to produce banner ads that complement the TV spots and leverage the retail-nature of the medium to drive consumers to our website. 42