This document discusses how rural tourism businesses can work with their regional destination marketing organization (RDMO). It provides an overview of the programs and services an RDMO may offer, including destination advertising, visitor guides, public relations, special events, and web/social media support. The document also outlines how the Central Oregon RDMO allocates its budget and partners with the state tourism office to promote the region domestically and internationally.
Travel Oregon 101 & Partnering with your VCBoregonkat
The document provides information about Oregon's tourism industry and Travel Oregon, the state agency that promotes tourism. Some key points:
- Tourism is a major industry in Oregon, generating $8.8 billion annually and supporting over 92,000 jobs.
- Travel Oregon was established in 2004 to promote tourism across the state and works with 7 regional destination marketing organizations.
- Travel Oregon's strategic plan focuses on driving domestic and international visitation and collaboration with local tourism entities.
- The agency provides services like marketing, research, grants, training programs, and works with partners across the industry.
Jaime Claudio from Discover Long Island explains to us how tourism marketing impacts the profitability and productivity of small businesses and explains what we can do to benefit from tourism marketing.
The document summarizes the mission and activities of the Corpus Christi Convention and Visitors Bureau (CVB) in Texas. The CVB aims to increase overnight visitors to drive economic growth in the region. It markets Corpus Christi and Upper Padre Island as a beach and nature tourism destination. The CVB conducts various marketing initiatives including advertising, social media, publications and sales calls to attract visitors and group events. Tourism is a major industry for the local economy, generating over $1 billion in spending annually and supporting thousands of jobs.
This document is the 2012-2013 marketing plan for the Flagstaff Convention and Visitors Bureau. It provides an overview of the Bureau's mission to promote Flagstaff as a year-round destination. It summarizes highlights from 2011 including increased visitor numbers and tax revenues. It then outlines the tourism industry outlook, noting factors like occupancy rates, visitor origins, and upcoming developments that will impact Flagstaff tourism. Goals and initiatives for 2012-2013 are presented across marketing, sales, public relations and more.
Distinguished professor of wine and professor of management at Sonoma State University, Dr. Liz Thach, MW, will present her global research on wine regions that have successfully integrated wine tourism into their sales channel. Morgen McLaughlin, Executive Director of Willamette Valley Wineries Association, and former Executive Director for Santa Barbara Vintners’ Association and Finger Lakes Tourism and Jeff Knapp, Executive Director of Visit McMinnville will inform a panel discussion on how to build and attract repeat wine tourism. Travel Oregon culinary and agricultural tourism developers Scott Bricker and Michelle Woodard will present their findings and case studies on the benefits of coordinating tourism efforts and will advise on strategies to secure Travel Oregon grant funding.
The Flagstaff CVB Marketing Plan summarizes the following:
- Flagstaff's tourism industry has seen strong growth with BBB tax revenue increasing over 6% in FY2013 and hotel occupancy and rates reaching record highs.
- The CVB launched a new marketing campaign and website to promote Flagstaff as a year-round destination and highlight its seasonality.
- Several tourism attractions in Flagstaff had successful years and have expansion plans, such as the Arizona Snowbowl ski resort, North Pole Experience, and Lowell Observatory.
- The CVB will expand marketing in the Las Vegas area and during Cactus League Spring Training to attract new visitors to Flagstaff.
Program and results during fiscal year 2014 as well as goals and objectives for fiscal 2015. I oversaw the marketing, online marketing and social media (pages 4-9) along with public relations (pages 14-15) and film (page 18). Additionally my programs supported travel trade, meetings, visitor services and community relations.
Travel Oregon 101 & Partnering with your VCBoregonkat
The document provides information about Oregon's tourism industry and Travel Oregon, the state agency that promotes tourism. Some key points:
- Tourism is a major industry in Oregon, generating $8.8 billion annually and supporting over 92,000 jobs.
- Travel Oregon was established in 2004 to promote tourism across the state and works with 7 regional destination marketing organizations.
- Travel Oregon's strategic plan focuses on driving domestic and international visitation and collaboration with local tourism entities.
- The agency provides services like marketing, research, grants, training programs, and works with partners across the industry.
Jaime Claudio from Discover Long Island explains to us how tourism marketing impacts the profitability and productivity of small businesses and explains what we can do to benefit from tourism marketing.
The document summarizes the mission and activities of the Corpus Christi Convention and Visitors Bureau (CVB) in Texas. The CVB aims to increase overnight visitors to drive economic growth in the region. It markets Corpus Christi and Upper Padre Island as a beach and nature tourism destination. The CVB conducts various marketing initiatives including advertising, social media, publications and sales calls to attract visitors and group events. Tourism is a major industry for the local economy, generating over $1 billion in spending annually and supporting thousands of jobs.
This document is the 2012-2013 marketing plan for the Flagstaff Convention and Visitors Bureau. It provides an overview of the Bureau's mission to promote Flagstaff as a year-round destination. It summarizes highlights from 2011 including increased visitor numbers and tax revenues. It then outlines the tourism industry outlook, noting factors like occupancy rates, visitor origins, and upcoming developments that will impact Flagstaff tourism. Goals and initiatives for 2012-2013 are presented across marketing, sales, public relations and more.
Distinguished professor of wine and professor of management at Sonoma State University, Dr. Liz Thach, MW, will present her global research on wine regions that have successfully integrated wine tourism into their sales channel. Morgen McLaughlin, Executive Director of Willamette Valley Wineries Association, and former Executive Director for Santa Barbara Vintners’ Association and Finger Lakes Tourism and Jeff Knapp, Executive Director of Visit McMinnville will inform a panel discussion on how to build and attract repeat wine tourism. Travel Oregon culinary and agricultural tourism developers Scott Bricker and Michelle Woodard will present their findings and case studies on the benefits of coordinating tourism efforts and will advise on strategies to secure Travel Oregon grant funding.
The Flagstaff CVB Marketing Plan summarizes the following:
- Flagstaff's tourism industry has seen strong growth with BBB tax revenue increasing over 6% in FY2013 and hotel occupancy and rates reaching record highs.
- The CVB launched a new marketing campaign and website to promote Flagstaff as a year-round destination and highlight its seasonality.
- Several tourism attractions in Flagstaff had successful years and have expansion plans, such as the Arizona Snowbowl ski resort, North Pole Experience, and Lowell Observatory.
- The CVB will expand marketing in the Las Vegas area and during Cactus League Spring Training to attract new visitors to Flagstaff.
Program and results during fiscal year 2014 as well as goals and objectives for fiscal 2015. I oversaw the marketing, online marketing and social media (pages 4-9) along with public relations (pages 14-15) and film (page 18). Additionally my programs supported travel trade, meetings, visitor services and community relations.
Flagstaff 2016 Annual Report and Marketing PlanHeather Ainardi
Program and results during fiscal year 2015 as well as goals and objectives for fiscal 2016. I oversaw the marketing, advertising, online marketing and public relations (pages 4-11) portions along with supporting travel trade, meetings, visitor services and community relations.
The Ports-to-Plains Alliance Conference focused on tourism, transportation, and economic development in the Black Hills region. The Black Hills, Badlands and Lakes Association promotes tourism in the Black Hills through various publications and digital platforms that reach over 1 million people annually. Improving transportation infrastructure like the proposed Heartland Expressway is important for the region's $565 million tourism industry, as 94% of visitors travel by car. Tourism is a major economic driver and marketing the Black Hills' attractions can help with business recruitment and entrepreneurial development.
This document discusses destination management and development for tourism in the Southern Gulf Islands. It provides an overview of key issues for "cold water islands" including sustainability, impacts of tourism, and governance challenges. It then discusses developing a competitive advantage through destination management that enhances infrastructure, services, resources and visitor experiences. Specifically, it outlines steps to take such as conducting an inventory of cultural assets, organizing them into a product positioning matrix, defining a destination typology, developing themed cultural routes, and establishing a competitive cluster approach to link complementary services and attractions. The document emphasizes identifying community champions to build support and provide leadership in tourism planning.
Presentado por: Kimberly Connaghan, National Brand Director, National Geographic Global Media
Contenidos:
Geotourism: A Unique Commitment From A Unique Media Company
Geotourism and The American Traveler
55 Million American Geotourists
Down Payment on the Future
Geotourism and Today’s Traveler
Hotels Are Working to Protect the Environment
Destinations Are Working to Support and Sustain Local Economies
Destinations Are Working to Promote Indigenous Culture
Awareness is Key
Tailor-Made for Your Message
National Geographic Society: Vital to Today’s Consumer
NationalGeographic.com – Vital to CONNECTING to the World
National Geographic Magazine – Vital to UNDERSTANDING the World
National Geographic Kids – Vital to LEARNING ABOUT the World
National Geographic Traveler – Vital to EXPERIENCING The World
Pioneering the Future of Travel Reporting on Destinations of Distinction
Devoted Editorial for Sustainable Travel
Informing Readers About Responsible Travel Efforts
Tapping Into Reader Passions
Marketing Destinations With Geotourism Practices
Creating Signature Travel Experiences
Intercontinental Hotels & Resorts: “Photo Contest”
Puerto Rico Tourism: Customer Engagement
Peru Tourism: “Pack Your Six Senses”
Mexico Tourism: “Mexico Unexpected”
2014 2015 Clackamas County Tourism and Cultural Affairs Business PlanMtHoodTerritory
Clackamas County Tourism and Cultural Affairs operated off of a 5-year Master Plan. Each year a business plan outlining the goals for each department and how those measures will be accomplished is drafted to guide the department in accordance with the Master Plan.
The document discusses how the Travelhost brand serves over 13 million travelers annually in the Greater Cincinnati/Dayton area through its publications and digital platforms. It notes that travelers significantly outnumber locals and spend billions of dollars every year. The Travelhost publications aim to connect local businesses with these affluent travelers by featuring listings, events, attractions and helping travelers find things to do.
City Council Calaveras Visitors Bureau presentation 2/2015Lisa Boulton
This presentation shows how TOT funding from Calaveras County and the City of Angels Camp was budgeted by the Calaveras Visitors Bureau for the 2014-2015 fiscal year. ROI was shown for some marketing initiatives that were completed before the end of the fiscal year.
This document discusses social carrying capacity as it relates to tourism. Social carrying capacity refers to the maximum number of tourists an area can support without negative social, cultural, or economic impacts on the local community or degradation of the visitor experience. It examines both positive and negative socio-cultural impacts of tourism on communities. Positive impacts include education/training, enhanced quality of life, pride in local culture, and cultural awareness/peace, while negative impacts include commodification of culture, increased crime, loss of cultural identity, displacement of locals, economic tensions, and potential exploitation of workers. The conclusion states that sustainable tourism development aims to enhance community welfare through economic opportunities while preserving cultural heritage and quality of life, rather than relying solely on numerical carrying
This document discusses trends in global tourism. It explains that tourism is an important contributor to the global economy, generating income and employment. While international tourist arrivals and tourism revenues have seen continued growth, the nature of tourism is changing. Mass tourism is evolving to niche tourism as travelers prefer more customized experiences. Tourism is also shifting from organized group tours to independent travel. Both long and short haul destinations are developing new tourism products to attract different market segments.
Global tourism has grown significantly over the past 50 years due to various demand and destination factors. On the demand side, increases in disposable income, leisure time, and changing lifestyles have enabled more people to travel. At destinations, investments in infrastructure, attractions, marketing, and access to information have made places more accessible and appealing to visitors. New technologies like user-generated travel reviews and blogs have also aided the growth of tourism by facilitating trip planning.
Tourism planning and development (Introduction)Mike Joseph
The document discusses tourism planning and development. It explains that tourism planning involves coordinating with government agencies and private sector businesses to improve tourism infrastructure and ensure travelers' needs are met. Effective planning provides resources for tourists while allowing destinations and businesses to enhance their tourism offerings. However, a lack of planning can lead to an unorganized industry with decreased profits as planning helps destinations appeal to markets and maximize opportunities.
A Tourism Incubator in Southern Transdanubia (Hungary)IACOPO QUARONE
Analysis of an underdeveloped European region from an statistical and economic standpoint and to outline and design a local project fostering economic and social development.
The document provides an overview of Oregon's tourism and hospitality industry:
- It directly employs over 87,500 Oregonians and supports many indirect jobs.
- In 2010, tourism generated $8.1 billion in visitor expenditures, $2 billion in payroll, and $313 million in taxes for Oregon.
- Travel Oregon is the state agency that promotes tourism. It works with regional and local partners through programs like marketing grants and the scenic byways program.
- The agency focuses on driving domestic and international travel to Oregon through various marketing channels.
This document provides information about Oregon's tourism industry. Some key points:
- Oregon had 45 million overnight stays in 2009, generating $7.7 billion in direct travel spending. Tourism supports over 127,000 jobs in Oregon.
- The Oregon Tourism Commission, known as Travel Oregon, was established in 2003 to promote tourism statewide. It is funded by a 1% statewide lodging tax.
- Travel Oregon works to develop new tourism products, provides grants to local initiatives, and leads marketing efforts to bring more visitors to Oregon.
- Outdoor recreation like hiking and visiting wineries are very popular travel activities for visitors to Oregon. Outdoor interests motivate many people to plan trips to the state.
This document outlines Travel Oregon's multi-channel marketing approach to reach consumers interested in traveling to Oregon. It describes Travel Oregon's website that receives nearly 7 million annual views, their visitor guide distributed to 300,000 people, four email newsletters sent to over 175,000 subscribers monthly, and their brochure program displayed at eight welcome centers that also provides online and mobile exposure for participants. Working with Travel Oregon provides opportunities to connect with consumers through banner ads, text ads, display ads, expanded lodging listings, and distribution at welcome centers.
This document outlines a marketing plan presented by the Citrus County Chamber of Commerce Tourism Development Services division. The division was formed after the Tourism Development Council cancelled its contract with the Chamber. The plan details strategies to attract eco-tourism and increase tourism during the mid-week off-season periods through promotional campaigns, packaging of hotel and tour products, tracking of marketing efforts, and pursuing of grants. It also discusses cooperative marketing with local businesses and other areas to expand room revenue.
This document discusses the impact and role of tourism in Washington County. It notes that tourism generates $800 million in annual visitor spending, supports 8,500 jobs, and provides $9 million in tax revenue, reducing personal taxes by $1,276 annually. Tourism has also funded infrastructure projects like the DSU Human Performance Center and Snake Hollow Bike Park. The majority of out-of-state visitors spend time in St. George and Springdale. The document outlines the roles and objectives of the tourism organization, including unifying entities, maximizing revenues, growing tourism responsibly, and communicating benefits to the community.
The largest online travel site. A connection between physical - cyber worlds to build consumer trust while creating niche travel markets. A part of Hubezoo framework.
Flagstaff 2016 Annual Report and Marketing PlanHeather Ainardi
Program and results during fiscal year 2015 as well as goals and objectives for fiscal 2016. I oversaw the marketing, advertising, online marketing and public relations (pages 4-11) portions along with supporting travel trade, meetings, visitor services and community relations.
The Ports-to-Plains Alliance Conference focused on tourism, transportation, and economic development in the Black Hills region. The Black Hills, Badlands and Lakes Association promotes tourism in the Black Hills through various publications and digital platforms that reach over 1 million people annually. Improving transportation infrastructure like the proposed Heartland Expressway is important for the region's $565 million tourism industry, as 94% of visitors travel by car. Tourism is a major economic driver and marketing the Black Hills' attractions can help with business recruitment and entrepreneurial development.
This document discusses destination management and development for tourism in the Southern Gulf Islands. It provides an overview of key issues for "cold water islands" including sustainability, impacts of tourism, and governance challenges. It then discusses developing a competitive advantage through destination management that enhances infrastructure, services, resources and visitor experiences. Specifically, it outlines steps to take such as conducting an inventory of cultural assets, organizing them into a product positioning matrix, defining a destination typology, developing themed cultural routes, and establishing a competitive cluster approach to link complementary services and attractions. The document emphasizes identifying community champions to build support and provide leadership in tourism planning.
Presentado por: Kimberly Connaghan, National Brand Director, National Geographic Global Media
Contenidos:
Geotourism: A Unique Commitment From A Unique Media Company
Geotourism and The American Traveler
55 Million American Geotourists
Down Payment on the Future
Geotourism and Today’s Traveler
Hotels Are Working to Protect the Environment
Destinations Are Working to Support and Sustain Local Economies
Destinations Are Working to Promote Indigenous Culture
Awareness is Key
Tailor-Made for Your Message
National Geographic Society: Vital to Today’s Consumer
NationalGeographic.com – Vital to CONNECTING to the World
National Geographic Magazine – Vital to UNDERSTANDING the World
National Geographic Kids – Vital to LEARNING ABOUT the World
National Geographic Traveler – Vital to EXPERIENCING The World
Pioneering the Future of Travel Reporting on Destinations of Distinction
Devoted Editorial for Sustainable Travel
Informing Readers About Responsible Travel Efforts
Tapping Into Reader Passions
Marketing Destinations With Geotourism Practices
Creating Signature Travel Experiences
Intercontinental Hotels & Resorts: “Photo Contest”
Puerto Rico Tourism: Customer Engagement
Peru Tourism: “Pack Your Six Senses”
Mexico Tourism: “Mexico Unexpected”
2014 2015 Clackamas County Tourism and Cultural Affairs Business PlanMtHoodTerritory
Clackamas County Tourism and Cultural Affairs operated off of a 5-year Master Plan. Each year a business plan outlining the goals for each department and how those measures will be accomplished is drafted to guide the department in accordance with the Master Plan.
The document discusses how the Travelhost brand serves over 13 million travelers annually in the Greater Cincinnati/Dayton area through its publications and digital platforms. It notes that travelers significantly outnumber locals and spend billions of dollars every year. The Travelhost publications aim to connect local businesses with these affluent travelers by featuring listings, events, attractions and helping travelers find things to do.
City Council Calaveras Visitors Bureau presentation 2/2015Lisa Boulton
This presentation shows how TOT funding from Calaveras County and the City of Angels Camp was budgeted by the Calaveras Visitors Bureau for the 2014-2015 fiscal year. ROI was shown for some marketing initiatives that were completed before the end of the fiscal year.
This document discusses social carrying capacity as it relates to tourism. Social carrying capacity refers to the maximum number of tourists an area can support without negative social, cultural, or economic impacts on the local community or degradation of the visitor experience. It examines both positive and negative socio-cultural impacts of tourism on communities. Positive impacts include education/training, enhanced quality of life, pride in local culture, and cultural awareness/peace, while negative impacts include commodification of culture, increased crime, loss of cultural identity, displacement of locals, economic tensions, and potential exploitation of workers. The conclusion states that sustainable tourism development aims to enhance community welfare through economic opportunities while preserving cultural heritage and quality of life, rather than relying solely on numerical carrying
This document discusses trends in global tourism. It explains that tourism is an important contributor to the global economy, generating income and employment. While international tourist arrivals and tourism revenues have seen continued growth, the nature of tourism is changing. Mass tourism is evolving to niche tourism as travelers prefer more customized experiences. Tourism is also shifting from organized group tours to independent travel. Both long and short haul destinations are developing new tourism products to attract different market segments.
Global tourism has grown significantly over the past 50 years due to various demand and destination factors. On the demand side, increases in disposable income, leisure time, and changing lifestyles have enabled more people to travel. At destinations, investments in infrastructure, attractions, marketing, and access to information have made places more accessible and appealing to visitors. New technologies like user-generated travel reviews and blogs have also aided the growth of tourism by facilitating trip planning.
Tourism planning and development (Introduction)Mike Joseph
The document discusses tourism planning and development. It explains that tourism planning involves coordinating with government agencies and private sector businesses to improve tourism infrastructure and ensure travelers' needs are met. Effective planning provides resources for tourists while allowing destinations and businesses to enhance their tourism offerings. However, a lack of planning can lead to an unorganized industry with decreased profits as planning helps destinations appeal to markets and maximize opportunities.
A Tourism Incubator in Southern Transdanubia (Hungary)IACOPO QUARONE
Analysis of an underdeveloped European region from an statistical and economic standpoint and to outline and design a local project fostering economic and social development.
The document provides an overview of Oregon's tourism and hospitality industry:
- It directly employs over 87,500 Oregonians and supports many indirect jobs.
- In 2010, tourism generated $8.1 billion in visitor expenditures, $2 billion in payroll, and $313 million in taxes for Oregon.
- Travel Oregon is the state agency that promotes tourism. It works with regional and local partners through programs like marketing grants and the scenic byways program.
- The agency focuses on driving domestic and international travel to Oregon through various marketing channels.
This document provides information about Oregon's tourism industry. Some key points:
- Oregon had 45 million overnight stays in 2009, generating $7.7 billion in direct travel spending. Tourism supports over 127,000 jobs in Oregon.
- The Oregon Tourism Commission, known as Travel Oregon, was established in 2003 to promote tourism statewide. It is funded by a 1% statewide lodging tax.
- Travel Oregon works to develop new tourism products, provides grants to local initiatives, and leads marketing efforts to bring more visitors to Oregon.
- Outdoor recreation like hiking and visiting wineries are very popular travel activities for visitors to Oregon. Outdoor interests motivate many people to plan trips to the state.
This document outlines Travel Oregon's multi-channel marketing approach to reach consumers interested in traveling to Oregon. It describes Travel Oregon's website that receives nearly 7 million annual views, their visitor guide distributed to 300,000 people, four email newsletters sent to over 175,000 subscribers monthly, and their brochure program displayed at eight welcome centers that also provides online and mobile exposure for participants. Working with Travel Oregon provides opportunities to connect with consumers through banner ads, text ads, display ads, expanded lodging listings, and distribution at welcome centers.
This document outlines a marketing plan presented by the Citrus County Chamber of Commerce Tourism Development Services division. The division was formed after the Tourism Development Council cancelled its contract with the Chamber. The plan details strategies to attract eco-tourism and increase tourism during the mid-week off-season periods through promotional campaigns, packaging of hotel and tour products, tracking of marketing efforts, and pursuing of grants. It also discusses cooperative marketing with local businesses and other areas to expand room revenue.
This document discusses the impact and role of tourism in Washington County. It notes that tourism generates $800 million in annual visitor spending, supports 8,500 jobs, and provides $9 million in tax revenue, reducing personal taxes by $1,276 annually. Tourism has also funded infrastructure projects like the DSU Human Performance Center and Snake Hollow Bike Park. The majority of out-of-state visitors spend time in St. George and Springdale. The document outlines the roles and objectives of the tourism organization, including unifying entities, maximizing revenues, growing tourism responsibly, and communicating benefits to the community.
The largest online travel site. A connection between physical - cyber worlds to build consumer trust while creating niche travel markets. A part of Hubezoo framework.
The strategic plan outlines challenges facing West Virginia's tourism industry, including declining economic impact from tourism. It aims to address these challenges through a new approach. This involves developing a unified branding message through a cooperative advertising program to replace fragmented messaging. It also focuses on industry development by working with the Development Office to recruit new tourism businesses and help existing ones grow, in order to reverse the decline and position West Virginia for long-term tourism sector growth.
Communicating the Economic Value of TourismAileen Murray
Here's a copy of my presentation at the Ontario's Southwest Conference in 2014. Communicating the contribution of tourism to the local economy can be a challenge. This presentation focused on bridging the gap between tourism and economic development including tips and tools to measure and report the value of tourism in Ontario’s Southwest to the decision makers in our communities.
This document summarizes the Destination Southwest Nova Association's annual general meeting and provides information on tourism trends and marketing initiatives in the region. It shows that visitation to the region has increased in recent years. The association's priorities for 2013 include increasing website visits, membership, and marketing partnerships. Data on tourism spending and visitation by source market is presented. The association's strategies for the coming year aim to boost tourism through collaborative marketing, leveraging partnerships, and showcasing regional experiences online and at trade shows.
The Northwest Oregon Transit Alliance is a collaboration between five transit agencies that aims to improve regional transit connections. The Alliance seeks to reduce emissions through expanded transit use by visitors and commuters. Major goals include improving inter-agency coordination, promoting environmentally-friendly travel, and developing transit as an economic asset. Initial successes include extended routes connecting Tillamook and Lincoln counties. Ongoing work focuses on better inter-county connections and transfers as well as partnerships to expand service.
The RLVB Destination Marketing Plan aims to promote economic development in the Rathbun Lake area through tourism. Key objectives include generating economic impact, partnering locally, and marketing globally and culturally. Initiatives focus on packaged leisure travel, arts/heritage, brand strategy, communications, member opportunities, and partnerships. The goal is to enhance employment and prosperity through tourism sales and marketing.
The Nuts & Bolts of the West Virginia Tourism OfficeKara Moore
The West Virginia Tourism Office provides resources, tools, and services to support the tourism industry in the state. This includes cooperative advertising programs, public relations assistance, listings and photos on the tourism website, and guidance on economic development. The office aims to promote West Virginia as a world-class travel destination through strategic marketing and partnerships with industry organizations.
Tourism is a major industry in Nebraska, generating billions in revenue and tens of thousands of jobs annually. In Pierce County specifically, tourism brought in $4.8 million in 2008 and supported 80 jobs. The county collects a lodging tax to fund tourism promotion. Prior studies recommended strategies like improving local attractions, marketing partnerships, and driving occupancy to increase these revenues.
Times Media Company : Marketing Overview for International AutosAmi Reese
This document provides an overview of The Times Media Company and its products and services to drive vehicle sales in Northwest Indiana (NWI). It summarizes The Times' print and digital products, including its daily newspaper with over 300,000 weekly readers, niche publications, and the region's most visited website with over 8 million page views per month. It also outlines the company's capabilities to help auto dealers in NWI, such as advertising in The Times, an auto directory, and targeted digital campaigns using tools like banner ads, video ads, and social media management. Partnerships are also highlighted as a way to generate brand recognition and store traffic.
The document provides details on conducting a SWOT analysis for an American Revolutionary War Living History Center & Experience project. It identifies the project's potential strengths as hosting reenactments, a spa, horseback riding, and living history villages. It also lists similar local attractions that the project could complement, such as battlefields, parks, and trails. The analysis seeks to establish how the project can enhance the international draw and tourism of the region through marketing and programming.
This document provides an agenda and information for a meeting to discuss nature-based tourism development in River Canyon Country. The morning agenda includes introductions, reviewing the community's tourism vision, defining nature-based tourism, understanding local assets, and identifying target market segments. The afternoon focuses on strategy development, including identifying infrastructure, business, and marketing opportunities and prioritizing projects. The document also provides background on nature-based tourism industry trends, examples of successful nature-based destinations, and Oregon's outdoor recreation economy and participation rates to inform the discussion.
Session 1 - Product Development, Scott Andrews nl forumCruiseNL2011
The document outlines the roles and responsibilities of Newfoundland and Labrador's Product Development division, which focuses on developing tourism experiences, infrastructure, and protecting the natural environment. It discusses strategic goals like doubling tourism revenue by 2020 and becoming a leader in environmental sustainability. It also provides details on the division's activities, which include signage projects, skills training, partnerships, and supporting seasonal events and attractions. Moving forward, priorities include quality assurance, researching visitor wants, filling product gaps, and ensuring collaboration across industry and government stakeholders.
Similar to RCC - COVA Partnership Opportunities (20)
Working with Influencers - Sparkloft MediaTravel Oregon
This document provides an overview of using social media influencers to promote brands and campaigns. It discusses what influencers are and how big brands like Marriott have partnered with them. Two case studies are presented: a "7 Wonders" tourism campaign that engaged influencers to promote destinations, and a "Brand USA Culinary Tour" that involved influencers exploring different regions. A six-step process for brands to partner with influencers is then outlined: research influencers, conduct outreach, plan the campaign, activate the influencers, reactivate them later, and measure results. The presentation emphasizes how influencers can authentically promote brands to their loyal followers.
The End of Free Social - Sparkloft MediaTravel Oregon
This document discusses the shift from free to paid social media. It notes that in 2010, major platforms like Facebook, Instagram, and Twitter launched and grew rapidly while content was free. However, the focus has shifted to "pay to play" as platforms now require paying for ads and promotions to reach audiences. It provides examples of common social media ad types and pricing. The document recommends changing content strategies, testing new platforms and influencer marketing as ways for brands to adapt to this new paid environment.
Voluntourism: Understanding and Creating Opportunities - Crooked TrailsTravel Oregon
More and more people are choosing to spend their vacation time volunteering, making the concept of "voluntourism" one of the fastest growing travel trends today.
Trends in Tourism Marketing - Michael GaudioTravel Oregon
From the dramatic rise in mobile-savvy travelers, to the ever-changing social landscape, to the importance of video strategy, to the variety of apps that help visitors travel like a local; it is critical to reach today's tech-savvy traveler now more than ever.
The document discusses The Oregon Experience and The Promise We Hold. It includes photos credited to various photographers and quotes from Stephen Covey about respectful human beings going beyond preconceived ideas. The document has minimal text and is primarily a collection of photos with credits.
Brand USA Updates and Ways to Partner TogetherTravel Oregon
The document summarizes Travel Oregon's accomplishments in 2013-2014 and plans for future international marketing. Some key points:
- Visitor spending in Oregon reached $3.4 billion in 2013, supporting over 53,000 jobs.
- Partnership contributions doubled from the previous year to over $130 million.
- International marketing plans include campaigns targeting key markets like Brazil, China, Canada, Japan, and others in 2014-2015.
- Brand USA plans to expand market representation to over 90% of inbound US travel by 2015 through partnerships and campaigns.
Longwoods International displays key insights and results from their evaluation of the Travel Oregon Fall 2012 and Spring 2013 brand advertising campaigns.
Wine, microbrews, spirits, farm-to-table cuisine, u-pick farm experiences, farm stays and ranch stays; with resources like these at our fingertips, Oregon has tremendous potential to develop into a premier agritourism destination.
Analytics 2.0: Creating Meaningful Insight From Your DataTravel Oregon
From Google Analytics and Facebook Insights, to Smith Travel Research and visitor profiles, we're awash in data. Optimize your marketing campaign and spark visitation by understanding your visitor and gleaning actionable insights from your data.
The metrics of the past don't always make sense in today's changing media landscape. Travel Oregon shares the latest thinking behind their point-based qualitative measurement system for working with bloggers, influencers and traditional media.
Oregon is home to one of the largest and most robust networks of Electric Vehicle (EV) Fast Charging Stations in the United States. Find out how your business or community can better plug in to this growing transportation trend.
Make Your Content Travel Farther with the OrbTravel Oregon
This document introduces the Orb platform for sharing tourism content across multiple websites and apps to reach more visitors. It lists the panel members from Travel Oregon and other organizations discussing the Orb and its evolution. Attendees are encouraged to submit their content to the Orb and sign up for email updates to further distribute tourism information through various travel sites and apps.
We live in a hyper-connected, multi-platform, always-on, world. Information faucets are all going full blast. Grab the attention of your audience by making every word pull its weight.
Bicycle-related tourism contributes $400 million to Oregon's economy. Travel Oregon's statewide Bike Friendly Business program is the first of its kind in the nation, and is geared to help your business reach out to this quickly-growing segment of our tourism economy.
The document promotes Travel Oregon's 2014 advertising network which uses a multi-channel approach to reach consumers through various media including print, online, email newsletters and social media. It offers opportunities to target curious first-time visitors on TravelOregon.com, serious travelers in the official visitor guide, engaged Oregon fans through four email newsletters, and those stopping at one of nine Oregon welcome centers.
Wild Rivers Coast Rural Tourism Studio Marketing PresentationTravel Oregon
This document discusses strategies for targeting different audience segments for tourism marketing. It segments audiences into those with big potential impact, those that are known well, those that are unknown, and those with limited potential impact. Examples are provided for different audiences like culinary travelers, birders, and cyclists. The document recommends determining the key components of a message framework, including what is being offered, why the audience should care, and what action is wanted from the audience. Overall it provides guidance on developing targeted messaging for different tourism audience segments.
2. HOW to WORK WITH YOUR
REGIONAL DESTINATION
MARKETING ORGANIZATION (RDMO)
• What is an RDMO vs. DMO? How are they different from a Chamber of
Commerce?
• Does the RDMO understand the needs of the River Canyon Country?
What programs might a RDMO offer my business?
• Destination Advertising, Promotion & Sales
• The state tourism liaison for increased, leveraged exposure
• Welcome Center – Visitor Information Center
• Membership or Non-Member Organization
• Visitor Guide – collateral fulfillment and distribution
• Public Relations – Local, Regional and International
• Special Events – Charitable partnerships
• Web Site – Digital Marketing
• Groups / Meetings & Conventions – Sporting Events
WWW.VISITCENTRALOREGON.COM
3. COMMUNICATION IS KEY
WITH YOUR DMO/RDMO
• What are the economic drivers in your community and how does the RCC market fit in the tourism,
economic and business landscape?
• Central Oregon case studies: Tourism, Medical, Wood Products, High Tech, Entrepreneurialism
• Tourism employs more than 7,200 Central Oregon residents and is the single largest employer
in the region.
• Central Oregon has more than 6665 lodging unit rentals in the Tri-County marketplace. Hotel,
vacation homes, lodging rental units in the region are a vital component of tourism landscape.
• Visitors to Central Oregon generate nearly $8 million annually in Transient Lodging Tax. TLT is
most often used for General Fund obligations of cities and counties, such as police, fire and
transportation. While TLT allocations vary from community to community, in Deschutes
County approximately 27% of the TLT is reinvested in tourism marketing and visitor services.
• Central Oregon is a year-round destination, however, more than two-thirds of the TLT is
generated between the months June – September.
• Destination tourism promotion helps grow and diversify new business development throughout the
region by introducing the quality of life in Central Oregon to visitors. The majority of new business
starts are a result of people who first discovered Central Oregon while on vacation.
4. IMAGE ADVERTISING & PROMOTION
How does your RDMO allocate budget Resources? Is the emphasis on Visitor Center, Customer
Relations, Advertising/Marketing or Sales? What resources are most valuable for your business?
Nearly 80% of COVA’s $1.8 million annual budget is spent directly on Advertising, Marketing and Public
Relations and sales programs to position Central Oregon as a visitor destination. COVA’s funds are
primarily invested in highly targeted programs throughout California, Washington and Oregon and are
designed to drive multi-night, destination visits. All programs are tracked for accountability and Return
On Investment.
COVA’s 2012 “What’s Your Central Oregon” campaign includes :30 and :60 television commercials; two,
half-hour travel destination programs; Interactive & Online geotargeted marketing and a robust print
campaign through the west. COVA will invest nearly $700,000 in paid advertising and our private
partners leverage our paid schedule by more than two to one.
COVA’s funding of the PBS “Getting Away Together” destination series was a strategic Marketing Co-op
led by the VRMA’s in Sunriver, Oregon. The GAT opportunity was a vital and highly successful example of
a leveraged marketing and public relations investment.
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5. WEB & SOCIAL MEDIA CHANNELS
• The VisitCentralOregon.com website serves as a vacation planning
tool for potential visitors while promoting member businesses
through these features:
• Searchable member business listings with images, lists of
amenities, hyperlinks to business website and social media
pages, phone number, address and map location.
• An online Event Calendar searchable by date or category
with an event submission form from which all members and
regional partners can directly publish their events.
• Planned feature: an interactive regional map providing
users with visual information on the region’s Communities,
Cultural By-Way, Scenic Bikeways, Golf Courses and Points
of Interest throughout Central Oregon.
• Key social media channels such as Facebook, Twitter and
YouTube are used to build awareness of Central Oregon among
travelers and to foster relationships with repeat visitors.
• COVA promotes member news, special events and social
media pages to encourage visitor interaction and to inspire
travel to the region.
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6. OFFICIAL VISITORS GUIDE
AND DMO MEMBERSHIP OPPORTUNITIES
• COVA membership base of more than 500 businesses
• Provides industry networking and communications
• Provides cooperative marketing opportunities
• Provides industry education and training support
• Member dues generate 10% of COVA’s annual budget
• COVA produces the Official Central Oregon Visitors Guide
• Distribution:
• Portland International Airport (PDX)
• Redmond Airport (RDM)
• ‘Travel Oregon Regional Pack’ Program
• International bulk mailing
• AAA offices statewide
• Partner DMO’s / Chambers of Commerce
• In-Room at premier lodging properties in Central Oregon
• Media and Meeting Planner Press kits
• Industry and Consumer Travel Shows and Sales Missions
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7. WELCOME CENTER
The Central Oregon Visitors Association is professionally staffed in two convenient locations to answer
any questions regarding our expansive and diverse region. The COVA Welcome Center and Ticket Mill
Kiosk in Bend’s Old Mill District serves an average of 2,200+ visitors each month.
The Central Oregon
Welcome Center and Ticket Mill Information & Services: Visitor Information and
Welcome Center
• Regional Member Brochures
• State – Travel Oregon Visitor Guide
• Regional Visitor Guides (Chambers)
• Winter & Summer Recreation Maps
• Free Regional Road Maps
• Vacation Planning
• Relocation Assistance
• Lodging Assistance for families
• Housing Bureau for Region-wide Events
• Region Wide Event Listings & Digital Calendar
Welcome Center and Ticket Mill Services includes:
• State, Snow Park & NW Forest Pass Permits
• Hiking & Biking Maps/Books
• Old Mill & Bend, Sisters Downtown Gift Certificates
• Central Oregon Artists
• Silipints, Old Mill Posters & Pint Glasses
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8. PUBLIC RELATIONS
In 2013, COVA’s Public Relations and Communications programs will generate more than $3.5 Million in
earned media coverage domestically and internationally. Central Oregon will be featured on television,
in print (magazine and newspaper), online/digital messaging and via radio broadcast.
Central Oregon’s RDMO manages our Public Relations programs with a budget of less than $50,000
annually.
9. INTERNATIONAL MARKETING
INTERNATIONAL MARKETING / PARTNERSHIPS ARE KEY TO OUR SUCCESS:
• International Marketing for Central Oregon could not be accomplished without our
partnership with Travel Oregon, which heavily leverages the Regional DMO investment.
• Funding for Central Oregon’s International sales and marketing efforts is derived from the
Travel Oregon Regional Cooperative Marketing Program (RCMP) fund.
INTERNATIONAL TRAVELERS:
• Receive an average of 6 – 8 weeks paid annually
• Spend more per vacation than domestic visitors
• Book further in advance and are less influenced by seasonal short-term market fluctuations
INTERNATIONAL FAMILIARIZATION (FAM)/ RESEARCH TRIPS (# guests): Travel Trade Media
2011 43 29
2012 61 35
$497,838 Total Value International Media Impressions for FY 2011-12 (Source Travel Oregon clippings report.)
INTERNATIONAL VISITOR COMPARISON #’s 2010-11 Fiscal Year Total 419
2011-12 Fiscal Year Total 542 Up 29.36%
July – Dec 2011 399
2012-13 FYTD July – Dec 2012 437 Up 9.52%
Strongest International Inbound: July – Dec 2011: 160
July – Dec 2012: 230 Up 43.75%
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10. REGIONAL COOPERATIVE MARKETING
PROGRAM (RCMP)
REGIONAL, STATE & NATIONAL LEADERSHIP FOR CENTRAL OREGON
• COVA is the Travel Oregon appointed RDMO for the Central Oregon region comprised of
Deschutes, Crook, Jefferson and South Wasco counties.
• Travel Oregon RCMP fund can award up to 15% of the 1% room taxes generated in
Central Oregon for regional marketing
• RCMP funds are required to be dedicated to out-of-state or international marketing
efforts to drive overnight visitation
• RCMP Stakeholders Committee is comprised of the Destination Marketing Organization
Central Oregon Lodging Advisory Group (COLAG) and includes:
Bend Chamber • Visit Bend • Redmond Chamber & CVB • Madras Chamber
Prineville Chamber • Sunriver Chamber • La Pine Chamber • Crooked River Ranch Chamber
Maupin Chamber • Sisters Chamber • Brasada Ranch • Eagle Crest Resort • Riverhouse Resort
Seventh Mountain Resort • Sunriver Resort •Black Butte Ranch Resort • Deschutes Expo Center
11. SPECIAL EVENTS
The Central Oregon Visitors Association partners with the community to identify, develop and support
headline shoulder-season events to strengthen Central Oregon as a destination during non-peak travel
periods.
Case Study: The Pacific Amateur Golf Classic-The PacAm is the second largest event of its kind in
the U.S., with attendance of more than 1,250 visitors comprised of Participants, friends/family,
Sponsors and Media. The PacAm is entirely produced and managed by COVA.
• $2.52 Million in direct economic impacts in Central Oregon
• $150,000+ donated to Boys & Girls Clubs of Central Oregon in 16-year PacAm history
• 98% of participants stated they are “very” or “somewhat” likely to return in 2013.
98% will recommend the event to a friend.
• 78% of participants stayed 6 or more nights. 9% stayed 9 or more nights in Central Oregon.
• 99% of participants would consider Central Oregon when making
future vacation plans.
• Media exposure for the region is in excess of $500,000.
• Publications: Golf Digest, Golf World, GolfWeek, Inside Golf, Golf Northwest,
Pacific NW Golfer, NCGA, SCGA, Executive Golfer and Golf Today
• 17th Annual PacAm: September 21-26, 2013
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12. GROUPS / MEETINGS & CONVENTIONS
POSITION YOUR DESTINATION FOR MEETINGS / GROUP BUSINESS
Meetings and Conventions and the Lodging and Recreation market:
• Family Reunions
• Weddings
• Corporate Incentive Travel
• Team / Sport Events
• RDMO support for group bookings with lodging partners
• COVA operates as the Housing Bureau for region-wide conventions
• Official Central Oregon Visitors Guide: Meetings Section
• Dedicated budget for Group sales and Marketing
• Dedicated Group/Meetings pages on the RDMO web site
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13. Get to Know Your RDMO
and our Partner Opportunity Programs
We exist to work FOR you and WITH you!
THANK YOU!
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