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Page 1 of 1 Ogden City Council Work Session: April 4, 2017 OGDEN WEBER CONVENTION AND VISITORS BUREAU YEARLY CONTRACTUAL AGREEMENT REPORT Action: To receive report Background The City Council has requested to receive information from local foundations and nonprofit organizations that have a contractual agreement with Ogden City. These presentations help the Council to become more familiar with the objectives and efforts of the organizations. The Ogden/Weber Convention and Visitors Bureau (OWCVB) will describe their organizational mission and goals, successes and challenges over the past year and any future plans for your organization. Attached is an annual report provided by the OWCVB. Sara Toliver will be present to give a presentation and report. Council Staff Contact: Mavis Hawley, (801)629-8166 ---PAGE BREAK--- FY 2018 CVB Budget relating to Ogden City Funds It is estimated that the contract between Ogden City and Visit Ogden will result in a collection of approximately $71,000 for FY 18. We bill retroactively quarterly to reflect actual collections. 1. $10,000 will be allocated to Visit Ogden’s Utah Office of Tourism co-op Meet campaign to promote meetings and conventions in Ogden. The co-ops offer a dollar for dollar matching grant for awarded campaigns. Legislation requires that these dollars must be spent on out-of-state marketing. This campaign includes social media, pay per click/keyword search, promotions for meeting planners, online and print advertising. The funds are also now able to be used for sales- based tradeshows which has allowed us to significantly increase our co-op request. Final campaign details will be available June 1. Total projected budget is approximately $52,000 for the Meet Co-op Campaign. 2. $15,000 will be allocated to Visit Ogden’s Utah Office of Tourism Ski campaign promoting ski vacations to the leisure traveler. This campaign incorporates online marketing, promotional campaigns, social media, pay per click/keyword search, print advertising, and a Trip Advisor campaign to our key target markets. Final campaign details will be available June 1. Total projected budget is approximately $92,000 for the Ski Co-op Campaign. 3. $12,000 will be allocated to Visit Ogden’s Utah Office of Tourism Summer campaign promoting not-to-miss summer weekends to the leisure traveler. This campaign incorporates online marketing, promotional campaigns, social media, pay per click/keyword search, print advertising, and a Trip Advisor campaign. Final campaign details will be available June 1. Total projected budget is approximately $75,000 for the Summer Co-op Campaign. 4. $10,000 will be allocated to reprinting of the z-fold Ogden area map which we are distributing at a rate of approximately 10,000 per year. We have been producing these maps for two years. We felt the need to produce after the last, third party-produced map, finally crossed the line by selling ads to Davis County businesses. This map had been so ad heavy, that the necessary information was difficult to discern. This map is ad free and had been a great tool for our visitors. 5. $4000 will be allocated to another Utah Office of Tourism Co-op, this time focusing on “Explore Your Own Backyard.” The campaign will be matched by the Utah Office of Tourism for a total of an $8000 campaign. The campaign will utilize social media and content-driven news feed articles, giving us not only a presence through the paid advertising, but also in the content generation for the rest of our efforts. 6. $5000 will be allocated to securing photo and video assets. This is a constant need year over year. We can capture many of these through crowd-sourcing and our own means, but as our ---PAGE BREAK--- time becomes more limited, we need additional professional support to capture those truly iconic shots. 7. $15,000 will be allocated to the printing of our new visitor fulfillment pieces, including separate guides for dining, lodging, events, and recreation. Printed pieces still have incredible value as some generations still have a desire to “hold something in their hands.” We have moved to creating individual guides so that we may print in smaller quantities and update as frequently as possible to make sure all information is accurate and relevant to the consumer. ---PAGE BREAK--- visitogden.com 2016 Annual Report & 2017 Marketing Plan ---PAGE BREAK--- no one…I’m notoriously independent ---PAGE BREAK--- My travels have taken me to some of the world’s most iconic places this year…Globally recognized destinations such as Paris, France, Havasupai, AZ and our own Bryce Canyon….National hotspots such as Charleston, SC…and regional “competitors” such as Mesa, AZ. I embrace the opportunities to learn from every destination I visit and savor new experiences…. but Ogden is where I write my story. More importantly, it’s where I get to play a role in helping other people add unique and memorable chapters to their own stories. My job enables me to gaze at our stunning mountains through new eyes virtually every day as Visit Ogden hosts business travelers, leisure travelers, meeting and conference attendees and journalists from around the globe. Each one becomes transfixed at the natural beauty that surrounds us and each enjoys the grace and service offered by our many partners. The more cynical among them likely attribute such hospitality to being “part of the job.” After all, it’s called the “hospitality industry.” What they don’t always fully understand is that kindness and service are truly a way of life around here. I consider myself lucky that I get to do what I do every day, but I consider myself truly blessed to do it alongside competent partners and gracious friends in such an amazing community. Each of us is writing our own story every day…and each of us plays principal roles in the stories of others.. Thank you for being a part of my story. Thank you for letting me be a part of yours….and thank you for helping us add a chapter or two about this beautiful place we call home to the stories of those who Visit Ogden. Sara Message from the President ---PAGE BREAK--- 2016 Sales & Revenue Achievements Weber County TRT increase: 18% Leased Vehicle Tax increase: 2% Restaurant Tax increase: 6% 1 million 750k 500k 250k 2012 2013 2014 2015 2016 OECC Revenue 16k 12k 8k 4k 2012 2013 2014 2015 2016 Room Nights RFPs Closed = 27/40 Lodging Occupancy increase = 2.28% Lodging ADR increase = $2.69 2,000+ Prospecting Tasks completed ---PAGE BREAK--- 2016 Notable media Forbes: America’s Best Cities for Raising a Family Forbes: The Best Small and Medium-Size Cities for Jobs 2016 Yahoo! 15 US Ski Resorts That Are Actually Affordable USA Today: 10 Best Main Streets In America Sunset Magazine: The West’s Best Places To Live: 861,246,314 Impressions Advertising Value Equivalent $12,605,042 ---PAGE BREAK--- Successfully hosted 2nd year of USA Cycling Fat Bike National Championships at Powder Mountain. Participants and vendors enjoyed so much that they asked us to keep producing our own after USA Cycling contract expired. Rounded out a busy weekend by hosting two days of USSSA Snowshoe National Championships at Powder Mountain and Snowbasin, implementing first snowshoe marathon, coordinated and implemented all athlete registration and event logistics. Type to enter text Produced and executed first annual Wasatch Yeti Bash. Securing a title sponsor, partnering on an Art Festival, Yeti Yoga, Community Bike Ride, and many other family activities. Produced the Snow Sports Expo with industry suppliers and partners. Yeti Bash Implemented and marketed the long-awaited Ski 3 pass allowing visitors, with a two night minimum stay, to ski one day at each of our three ski resorts for a discounted price encouraging longer stays in our destination. 2016 Events Received more than $154k in UOT co-ops & $118.5k from partners. Ski 3 ---PAGE BREAK--- Cycling Sports Group: Assumed additional roles in the last minute change of CSG staff. Coordinated housing for 260 attendees; arranged for the donation of ten community policing bikes to the Ogden Police Department, planned and executed social events, assisted with all logistics. The sales team and OECC, with hotel partners, planned and executed the TCG Worldwide Review. Coordinated housing for 110 foreign dignitaries and US Government employees, sold out booth space, and secured additional sponsors resulting in a second year of record revenue. Hosted a successful 1st year of the Spartan Endurance Race with 5,683 athletes participating. TCG Supported the 3rd Annual Ogden Restaurant Week, providing marketing and execution support resulting in a third year of increased visitation and revenue. With this “Olympics” of meeting planner shows being held in our backyard, we designed and produced a new, professional and engaging tradeshow booth to increase our presence. Hosted meeting planners for a night out in Ogden and secured 200+ contacts for future prospecting. ASAE Convention Services hosted 31 groups ranging from 28 to 8,600 attendees. ---PAGE BREAK--- Meetings community & Industry • Destination Marketing Association of the West, President • Destination Marketing Association of the West Foundation, Vice- President • Utah State Board of Tourism Development • Utah State Board of Tourism Development Marketing Committee • Utah Tourism Industry Association Executive Committee • Utah Film Commissioner • Ski Utah Marketing and PR Committees • Ogden Downtown Alliance Board • Ogden/Weber Chamber Executive Committee • Ogden/Weber Chamber Board of Governors • Ogden/Weber Chamber Legislative Affairs • Ogden/Weber Chamber Spikers • Ogden/Weber Chamber Women In Business • Ogden/Weber Chamber Transportation Committee • Ogden Eccles Conference Center Advisory Board • Golden Spike Arena Advisory Board • GOAL Foundation Board • Top of Utah Military Affairs • Air Force Association • Egyptian Theater Foundation Board • Ogden Valley Business Association • Ogden City Arts Committee Member • E3 • Ogden School Foundation Board • Ogden/Weber Boys & Girls Club • Boy Scouts of America, Trapper Trails Council Executive Board member & District Chairman involvement Ogden City Brand Development Committee ---PAGE BREAK--- 2017 Marketing Plan Sell the Destination Promote the Destination Destination Development Team and Partner Development 2017 ---PAGE BREAK--- Increase economic impact of booked business by $500,000 Maintain and grow current city-wides and annual group business Overall Booked Conference Attendance Goal of 20,000 Overall Booked Sports Event Attendance Goal of 14,000 Ski Group Attendance Goal of 250 STRATEGY: Generate additional qualified sales leads for our partners in order to secure group definite room nights. Tactics: • Increase presence at national, regional, and target trade shows by utilizing new booth, sponsorship opportunities, and promotional incentives. • Evaluate trade shows and determine which have the most potential while eliminating those that have underproduced. • Promote Ogden Eccles Conference Center 20th Anniversary and related promotions. • Maintain and quarterly prospecting goals. • Combined sales missions in addition to regular independent efforts. • Conduct quarterly sales meetings and align efforts with Weber County Culture, Parks and Rec department in order to effectively sell all County facilities. • Host quarterly lodging meetings to identify and increase collaboration for potential business. • Collaborative sales missions with hotel partners utilizing hotel reports for groups larger than 250 peak rooms. • Partner with state colleagues for events during trade shows to increase our visibility, i.e. Utah reception at Connect. • Ongoing small group sales efforts and strategy with strengthened effort and focus on larger potential group business. • Increase presence on and engagement with CVENT. • Encourage and support destination development efforts in order to provide new assets and excitement to meeting planners and event organizers. • Work with Hill Air Force Base to identify other sectors and wings with the potential for future business. • Continue building relationships and partnerships with Weber State University to identify group opportunities. • Execute current Utah Office of Tourism co-op meetings marketing campaigns in key markets and apply for additional meetings co-op funds in 2017. • Align sales and marketing efforts to provide relevant content, strategy and promotions to each group. • Create updated customized bid packets to effectively communicate what our community has to offer to potential groups. sell the destination ---PAGE BREAK--- STRATEGY: Provide unparalleled convention and events services which increase satisfaction, encourage longer stays and repeat visits and spread visitor spending countywide. Tactics: • Sales and convention service team continue working towards CMP accreditation. • Understand objectives of each event and gauge success through all phases. • Identify additional opportunities to make each event just that much better. • Be available 24/7 for meeting and event planners. • Develop practices and policies for convention service levels based on economic impact. • Conduct surveys to measure satisfaction as well as opportunities for improvement with services and within our community. • Collect testimonials for future sales and marketing efforts. • Assist in growing convention and event attendance through providing marketing materials and collateral to planners, creating event or meeting micro-sites, coordination of service projects, and packaging recreation opportunities with convention bookings. • Provide housing services for groups of qualifying size. 13% of executives with site selection responsibilities state that their perceptions of an area’s business climate were influenced by leisure travel and 37% reported influence by business travel. Familiarity is critical in attracting investment! (From Development Counsellors International) ---PAGE BREAK--- STRATEGY: Enhance website to positively affect user experience, improve organic search performance, update google search preferences, generate increased page views, engagement and ultimately bookings. Tactics: • Refresh and update website to integrate new search technology and enhanced user interface in addition to new design to reflect brand. • Implement findings from third party website audit including: o Identify content gaps and opportunities. o Refresh site’s content strategy. o Research target keywords to guide content and SEO. o Mix original and user generated content plus editorial, rich media, etc. o Focus on “striking distance” keywords for quick wins. o Build a link strategy especially with authoritative websites. o Audit mobile strategy. o Build engagement and repeat visits. o Define online goals indicating signals of intent to travel and measure all campaigns and marketing against these goals. • Invest in content creation to generate new photos and videos for use in all mediums and to share with marketing partners. STRATEGY: Spread brand awareness through integrated marketing campaigns. Tactics: • Conduct Winter Visitor Research Study to identify visitor demographics and behaviors. • Complete Ski, Summer, and Meet Utah Office of Tourism co-op campaigns. • Produce Ogden Valley lodging, dining, and recreation specific campaigns. • Implement Wasatch Front marketing campaign with partners in order to promote brand. STRATEGY: Further define paid digital strategy to continue to increase page views, engagement, and bookings for travelers looking for destinations with similar amenities, attractions, and recreation offerings as Weber County. Tactics: • Continue enhancing presence on TripAdvisor for increasingly positive search results as well as utilizing their insights and training opportunities for CVB and marketing partners. • Fulfill current paid contracts and determine, based on comparisons being generated in 2016, best partner for future paid campaigns. • Discontinue resource allocation to OneOgden app. promote the destination Increase Transient Room Tax collections Increase TRCC Increase out-of-state skier days Increase web visits by 18% Increase social media fans and engagement ---PAGE BREAK--- STRATEGY: Continue to develop social strategy to engage current and emerging market demographics. Tactics: • Use newly generated visual and video content to engage potential visitors via paid and organic posts. • Increase paid content posts and advertising. • Make daily Instagram posts to provide inspiration to visit and engage in our destination. • Utilize Facebook to keep our local community informed of events and opportunities and to encourage visitation during seasons and events. • Keep up-to-date on emerging social media platforms to determine appropriate engagement to connect to new markets. STRATEGY: Increase local, regional and national exposure via public relations efforts. Tactics: • Partner with Utah Office of Tourism and Ski Utah to produce successful media visits. • Continue to develop relationships with various media to secure independent media visits. • Host a social media influencer fam trip. • Utilize available tools to track and report exposure value. • Provide PR reports to board. Why prioritize destination marketing? The visitor economy is outpacing the rest of the economy o Hospitality and tourism has generated more US jobs over the past 15 years than any other traded cluster of its size o Accounts for more than 9000 jobs in Weber County (2015) o Generated more than $5.2 million in Weber County tourism tax revenue (2015) The visitor economy is the catalyst for economic development It actually works ---PAGE BREAK--- STRATEGY: Produce high quality publications, marketing materials, and collateral that embrace our brand and provide valuable information for the visitor in both the planning and in-market stages. Tactics: • Continue to update and produce Ogden area and Weber County ad-free maps. • Create and produce individual guides for dining, events, nightlife, attractions, recreation, and lodging, to replace the adventure guide and remain more consistently up-to-date. • Produce and consign Ogden merchandise for souvenirs and collateral. • Design and print a new meeting and event planner guide. STRATEGY Increase out-of-state skier days at Weber County ski resorts. Tactics: • Utilize Ski 3 packages as a marketing message to communicate three unique ski experiences in one destination. • Increase Ski 3 packages sold by 75%. • Execute Utah Office of Tourism ski co-op marketing campaign. • Partner with Snowbasin to promote the Ski-Free promotion with Alaska Airlines to skiers in the Northwest. • Encourage ski resorts to share research data and skier days visitation results. STRATEGY Increase summer weekend occupancy. Tactics: • Execute Utah Office of Tourism summer co-op marketing campaign in key target markets. • Identify and recruit key sporting events resulting in high economic impact for our community. • Evaluate and attend appropriate sports market trade shows. • Participation in the Utah Sports Commission Team Utah initiative. • Bid on USA Cycling Mountain Bike National Championships and other Governing Body events. • Utilize community partnerships and County Sports Alliance partnership for event approval and coordination among all involved entities. • Continue to offer event support that exceeds expectations. • Partner with GOAL to provide volunteer support for events and out-of-state marketing support for their events. The global economy is on shaky ground, while the US economy is on solid footing. Therefore, travel growth is most likely to come from domestic leisure markets. Check out this quote that appears to have been highlighted before it was torn from a reputable publication. ---PAGE BREAK--- The visitor economy is the catalyst for economic development. Developing our destination leads to greater visitor demand (for meetings and conventions) while in turn creating greater quality of life assets for our residents and vice versa. STRATEGY: Collaborate with Weber County Culture Parks and Rec leadership to determine priorities for capital improvement projects and marketing efforts. Tactics: • Hold quarterly all-facilities sales team meetings to determine areas of necessary support and identify sales opportunities. • Participation in TRCC Task Force to identify the most effective potential uses of additional tourism tax dollars becoming available in future years. • Continue to research and identify future needs. STRATEGY: Develop, plan, and/or execute destination events during off-peak periods. Tactics: • Plan, partner, and execute to grow 2nd Annual Yeti Bash to encourage visitation downtown and an après ski culture with a goal to secure 30 exhibitors and attendance of 2,000. • Create, plan, and implement a successful 1st Annual Sweaty Yeti Fat Bike Race with a goal of 200 riders. • Provide management, logistics, and marketing support for Ogden Restaurant Week to continue increases in year-over-year sales and visibility along the Wasatch Front. • Support marketing and logistics efforts to host a successful first TedX Conference and auxiliary events. • Work with Peery’s Egyptian Theater and Sundance to determine best new partnership opportunities. STRATEGY: Develop county-wide wayfinding plan. Tactics: • Participate with Ogden City, Ogden Downtown Alliance and chamber on design and development of budgeted wayfinding program and signage. • Further developed wayfinding program into other communities in the county. • Support efforts to implement planning and execution in each interested community. STRATEGY: Partner with Weber County Economic Development and Ogden City Community and Economic Development on airport development and airline recruitment. Tactics: • Research all information available through DMO colleagues and trade resources. • Support Airport Manager’s recruitment efforts through customized marketing materials. • Participate in appropriate committees, sales efforts, and marketing initiatives. • Continue efforts to ultimately secure additional round-trip commercial flights into Ogden Hinckley Airport from target market destinations. destination Development ---PAGE BREAK--- STRATEGY: Identify product development opportunities for tourism growth in cities in Weber County. Tactics: • Form a Product Development committee comprised of members from various industries in our community to determine what projects are necessary, determine support and delivery opportunities. • Develop an Ogden Valley marketing committee to determine best opportunities to highlight available recreation and economic impact through lodging and dining. • Identify agri-tourism opportunities and develop product offerings. • Encourage transportation solutions including: Salt Lake International Airport, Ogden Hinckley Regional Airport, Ogden FrontRunner Station, Ogden Valley year-round and Ski Bus. • Create packages and potential revenue through the expansion of the Bandwango platform opportunities to restaurant and attraction partners. • Support the completion of the Grant Avenue Promenade as a pedestrian corridor with wayfinding signage and lighting. • Work with Weber County and Ogden City to strategically develop short-term rental ordinances. • Promote Dark Skies initiatives and continue to be a partner in the development of those assets. • Continue to push for the implementation of a non-formula-based business ordinance on Historic 25th Street. • Engage and educate front-line personnel in order to provide valuable insight and support to visitors. • Encourage the infrastructure development of hotels and parking in the right places in the community. • Continue to be active in state legislative issues that affect the tourism industry. • Support Ogden Downtown Alliance and community arts organizations in the development of a beautification program for downtown vacant buildings. • Identify potential of integrating the next generation and our diverse populations into scope of work and utilizing perspectives for strategy growth. • Discuss permitting options and opportunities with Forest Service. ---PAGE BREAK--- We value our team and the passion they bring to their jobs every day. We strive to provide a rewarding, encouraging and enriching employment experience. We encourage a work-life balance and value family, personal, and adventure time as being important for our health and work productivity. We are stewards of limited resources. We work to maximize return on investment, creating tax benefits and quality of life amenities for our residents while creating the preferred visitor destination. The efforts to impact our community cannot be done alone. Our relationships with our community and state partners are of the utmost importance to be successful. STRATEGY: Continue the development and growth of the Visit Ogden brand and team. Tactics: • Provide training and growth opportunities for team. • DOS to continue working towards obtaining CSEE certification (finish in 2 years). • Sales Managers to continue working to obtain CMP certifications (finish in 3 years). • Add an educational component to quarterly sales retreats. • Work to ensure successful organizational culture with a motivated team. TEAM & PARTNER Development ---PAGE BREAK--- STRATEGY: Be a valuable resource to the community. Tactics: • Provide marketing support to community events that generate visitation. • Support fundamental community business and civic organizations. • Help execute community brand strategies outside the state of Utah. • Provide event notifications to Ogden Valley residents. • Promote the creation of the Ogden Valley events calendar to residents. STRATEGY: Educate the community regarding the economic impact of tourism in our destination. Tactics: • Communicate value and impact of DMO efforts to Weber County, cities, and the hospitality community. • Present impact of tourism, and encourage referrals, to community organizations and local contacts. • Encourage vocal board support for destination and/or tourism issues. • Host annual Open House to educate community about the importance of tourism. STRATEGY: Continue to create and provide value to Marketing Partners. Tactics: • Identify and partner on co-op opportunities. • Distribute Convention Calendar to partner businesses to increase awareness of upcoming business. • Provide exposure through familiarization tours, media opportunities, social media, website, and other marketing efforts. STRATEGY: Be considered a key partner in state tourism efforts and utilize state support for Weber County efforts. Tactics: • Communicate Northern Utah needs through board placements on the Utah Office of Tourism and Utah Tourism Industry Association. • Participate in Ski Utah Marketing and PR committees and attend Board meetings. • Support re-formation of Team Utah through the Utah Sports Commission. • Work with the Utah Film Commission for site inspections and production. • Be active in legislative issues affecting the tourism industry. • Participate in state-level marketing, sales, and familiarization tour opportunities. • Identify opportunities to partner or work with regional and state colleagues. ---PAGE BREAK--- 2016 BOARD OF DIRECTORS VISIT OGDEN Scott Sluis – Zion’s Bank – Chair Paige Pitcher – GIV Group – Vice Chair Debbie Merritt – Hampton Inn & Suites – Secretary Jennifer Graham – Golden Spike Event Center – Past Chair Commissioner Matthew Bell – Weber County Commissioner Kerry Gibson – Weber County Mayor Mike Caldwell – Ogden City Holin Wilbanks – Weber County Lori Aston – Non Profit Consulting Steve Ballard – Sonora Grill Susan Cross – Ben Lomond Hotel Rick Danger – Admiral Beverage Amir Jackson – Nurture the Creative Mind John Lewis – Wolf Creek Resort Patrick Lundin – Keller Williams Realty Casey Nielsen – Gold’s Gym Mark Schroetel – Powder Mountain Marty Smith – Weber County Councilman Marcia White – Ogden City Chuck Leonhardt – Ogden/Weber Chamber Nathan Rafferty – Ski Utah Jenny Scothern – GOAL Foundation Angelica Sweet – Historic 25 exec team Pray for snow! ---PAGE BREAK--- notoriously independent