HomeMy WebLinkAbout09-04-2024 TBID Agenda Packet
Tourism Business Improvement District Board
AGENDA
Wednesday, September 4, 2024, 10:00 a.m.
City Hall, 990 Palm Street, San Luis Obispo
The Tourism Business Improvement District Board holds in-person meetings. Zoom participation will
not be supported at this time. Attendees of City Council or Advisory Body meetings are eligible to
receive one hour of complimentary parking; restrictions apply, visit Parking for Public Meetings for
more details.
INSTRUCTIONS FOR PUBLIC COMMENT:
Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):
Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk's Office at 990
Palm Street, San Luis Obispo, California, 93401.
Email - Submit Public Comments via email to advisorybodies@slocity.org. In the body of your
email, please include the date of the meeting and the item number (if applicable). Emails will not
be read aloud during the meeting.
Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the
agenda item number you are calling about, and leave your comment. Verbal comments must be
limited to 3 minutes. Voicemails will not be played during the meeting.
*All correspondence will be archived and distributed to members, however, submissions received
after the deadline may not be processed until the following day.
Public Comment during the meeting:
Meetings are held in-person. To provide public comment during the meeting, you must be
present at the meeting location.
Electronic Visual Aid Presentation. To conform with the City's Network Access and Use Policy,
Chapter 1.3.8 of the Council Policies & Procedures Manual, members of the public who desire
to utilize electronic visual aids to supplement their oral presentation must provide display-ready
material to the City Clerk by 12:00 p.m. on the day before the meeting. Contact the City Clerk's
Office at cityclerk@slocity.org or (805) 781-7114.
Pages
1.CALL TO ORDER
Chair Bates will call the Special Meeting of the Tourism Business Improvement
District Board to order.
2.PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
At this time, people may address the Committee about items not on the agenda.
Comments are limited to three minutes per person. Items raised at this time are
generally referred to staff and, if action by the Committee is necessary, may be
scheduled for a future meeting.
3.BUSINESS ITEMS
3.a FY 23-24 TBID ANNUAL REPORT APPROVAL (15 MIN)5
Staff will present the draft FY 2023-24 TBID annual report to City
Council on October 1, 2024 as recommended by Management
Committee. Pending the City Council’s approval of the report, the
annual public hearing for the TBID will be scheduled for the October 15,
2024 City Council meeting.
3.b STRATEGIC MARKETING & BUSINESS PLAN APPROVAL (15 MIN)35
The Board will receive a presentation on the 2024-26 Strategic
Marketing & Business Plan for review and approval as recommended by
Marketing Committee.
3.c FY 2024-25 MEDIA PLAN REVIEW AND APPROVAL (25 MIN)
Noble Studios will present the annual media plan including for Q2 to the
Board for review and approval. In addition, the Board will consider the
use of remaining funds from FY2023-24.
3.d STRATEGIC PLAN CONSULTANT APPROVAL (15 MIN)77
Management Committee will present the recommendation of the
Strategic Plan consultant for the Board's approval, and subsequently
review the process and timeline.
3.e BUDGET UPDATES (10 MIN)
Staff will present an update to the FAM Trip Hosting and Event
Activation + Collateral line items of the budget and a recommendations
for the Board's consideration.
4.ADJOURNMENT
The next Regular Meeting of the Tourism Business Improvement District Board
is scheduled for October 9, 2024 at 10:00 a.m. in the Council Hearing Room at
City Hall, 990 Palm Street, San Luis Obispo.
LISTENING ASSISTIVE DEVICES are available -- see the Clerk
The City of San Luis Obispo wishes to make all of its public meetings accessible
to the public. Upon request, this agenda will be made available in appropriate
alternative formats to persons with disabilities. Any person with a disability who
requires a modification or accommodation in order to participate in a meeting
should direct such request to the City Clerk’s Office at (805) 781-7114 at least
48 hours before the meeting, if possible. Telecommunications Device for the
Deaf (805) 781-7410.
Agenda related writings or documents provided to the Tourism Business
Improvement District Board are available for public inspection on the City’s
website, under the Public Meeting Agendas web page:
https://www.slocity.org/government/mayor-and-city-council/agendas-and-
minutes. Meeting video recordings can be found on the City’s website:
http://opengov.slocity.org/WebLink/Browse.aspx?id=61016&dbid=0&repo=CityCl
erk
Page 4 of 117
SLO TBID ANNUAL REPORT
2023-2024 Page 5 of 117
Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Advisory Body . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Advisory Body Bylaws . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
2022-23 Year By The Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Strategic Plan Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Constituent Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Diversity, Equity and Inclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Visit San Luis Obispo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Marketing Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
Brand & Campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12
Website . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
SEO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Digital Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Email Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Print Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Public Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Promotions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Guest Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20
Strategic Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21
Industry Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
2022-23 Awards & Accolades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
Financial Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Looking Ahead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
TOT Chart For 2022-23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
TOT Distribution For 2022-23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
TOT Month To Month 2022-23 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
OCC Month To Month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .31
ADR Month To Month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
REVPAR Month To Month . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Strategic Imperatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34
CONTENTS
Page 6 of 117
SLO TBID Annual Report 2023-24 3
In June 2008, the City Council adopted Ordinance 1517 establishing the Tourism Business Improvement District (TBID) in the City of
San Luis Obispo as requested by the local lodging industry . The assessment of two percent of gross receipts for the district became
effective on October 1, 2008, and the use of funds as defined in Section 12 .42 .030 of the Municipal Code states:
“This ordinance is made and enacted pursuant to the provisions of the Parking and Business Improvement Area Law of 1989
(Sections 36500 et . seq ., of the California Streets and Highways Code) . The purpose of forming the district as a business
improvement area under the Parking and Business Improvement Area Law of 1989 is to provide revenue to defray the costs of
services, activities and programs promoting tourism which will benefit the operators of hotels in the district through the promotion
of scenic, recreational, cultural and other attractions in the district as a tourist destination .”
The use of the assessment fund is based on the recommendation of the Tourism Business Improvement District advisory board (TBID
Board) which is staffed by City of San Luis Obispo hotel owners, operators, and/or managers . The board members are appointed by
the City Council and serve for an initial term of four years with the opportunity to serve a second term for a maximum of eight years .
2023-24 Tourism Business Improvement District Board
BACKGROUND
ADVISORY BODY
NAME PROPERTY STATUS TERM CONCLUDES
Clint Pearce * **Madonna Inn Appointed May 2022 3/31/2026
Lori Keller Apple Farm Inn Appointed June 2022 3/31/2026
Prashant Patel Vagabond Appointed Sept . 2022 3/31/2025
Lydia Bates * **Hotel San Luis Obispo Appointed Sept . 2022 3/31/2028
Winston Newland Quality Suites Appointed April 2022 3/31/2027
Sandy Sandoval Embassy Suites SLO Appointed June 2022 3/31/2025
Nipool Patel Lamplighter Inn & Suites Appointed October 2023 3/31/2028
* Served as Chair for a portion of FY 23-24
** Served as Vice Chair for a portion of FY 23-24
Page 7 of 117
SLO TBID Annual Report 2023-24 4
In addition to the governing City ordinance, the TBID Board established its advisory body bylaws and further defined its role and
functions as:
The functions and duties of the TBID Board shall include, but not be limited to, the following:
A . Planning a comprehensive program to promote tourism to the City of San Luis Obispo and prepare an annual marketing
program consistent with industry goals and objectives .
B . Develop advertising and promotional programs and projects to benefit the lodging industry in San Luis Obispo .
C . Present an annual assessment report to the City Council regarding the implemented promotional programs and projects .
D . Perform any other lawful tasks as directed by the Council .
The TBID Board meets monthly on the second Wednesday at 10 a .m . for its regular board meeting . In fiscal year 2023-24, the board
continued holding a second monthly special meeting in addition to the regular board meeting . In total, the Board met 16 times for
regularly scheduled monthly meetings and special board meetings during the fiscal year, representing an average of 37 volunteer
hours annually per each of the seven board members . In 2023-24, the Board also met for agency interviews for their Marketing
Services RFP . This process began in November 2023 and culminated in the Board’s recommendation during their May meeting .
ADVISORY BODY BYLAWS
Page 8 of 117
SLO TBID Annual Report 2023-24 5
In the 2024-25 fiscal year, the City of San Luis Obispo once again collected a record-breaking figure of transient occupancy tax (TOT)
totaling $10 .9 million . This number represents a 2% increase over budget San Luis Obispo once again saw five $1 million revenue
collection months in July, August, September April and June . This incredible contribution of TOT revenue to the City’s General Fund
is one of the direct benefits of tourism for the City, as the full collection of TOT revenue is retained by the City . Separately, the TBID
retains the revenue collected through its special assessment of 2%, which in FY 23-24 resulted in nearly $2 .2 million, more than
$200,000 originally projected .
The fiscal year 2023-24 occupancy level in the city slightly increased by less than 1% compared to the 2022-23 fiscal year, with an
average annual occupancy rate of 68% for the year . While this modest year-over-year growth illustrates the continued recovery of
visitors returning to travel with overnight stays in San Luis Obispo — when compared to occupancy pre-pandemic, it is still about 3%
below the 2018-19 fiscal year when annual average occupancy for the city exceeded 70% for the year .
The growth of the Average Daily Rate (ADR) in San Luis Obispo has slowed . In 2023-24 the annual ADR was approximately $176, which
on average is essentially flat to the previous year, but still $23 higher than the pre-pandemic year of 2018-19 for comparison .
The last key indicator used by the TBID to gauge impact is RevPAR, defined as Revenue Per Available Room . In the 2023-24 fiscal year,
the annual average RevPAR was slightly up from the prior year at the rate of $121 .77 on average .
While these numbers present a snapshot of the status of the lodging properties, the TBID Board also tracks the visitation into the
downtown Visitor Center to represent the foot traffic . In FY 23-24, the Visitor Center served approximately 85,826 guests, up nearly 4%
compared to the previous fiscal year .
2023-24 YEAR BY THE NUMBERS
MEASUREMENT FY 2023-24 RESULT % CHANGE FROM FY 2023-24
TOT $10,901,820 .00 0%
TBID $2,176,043 .00 0%
Occupancy 68 .17% 0 .7% increase
ADR $176 .31 -0 .5% decrease
RevPAR $ 121 .77 0 .0%
CHECK THE APPENDIX FOR COMPLETE GRAPHS (GRAPHS FOR TOT/ADR/REVPAR/OCC)
Page 9 of 117
SLO TBID Annual Report 2023-24 6
The TBID Strategic Plan serves as one piece of the framework for the direction and decisions made by the TBID Board for the tourism
program this fiscal year . As outlined in the plan, the SLO TBID stewards the San Luis Obispo brand and represents its lodging partners,
driving overnight stays by telling the story of San Luis Obispo through targeted marketing content and activities, serving as a convener
and subject matter expert for tourism conversations impacting the destination and advancing strategic partnerships that extend the
reach and influence of Visit San Luis Obispo .
As defined within the plan, the TBID continues to focus on the fulfillment of the following five Strategic Imperatives:
• Elevate the SLO Brand and Experience
• Deliver Smart Growth
• Build Meaningful Partnerships
• Ensure Operational Excellence
• Foster Destination Resilience
Each of these imperatives contains objectives and initiatives that the TBID Board strives to achieve in the life of the plan . The examples
of the accomplishments pertaining to these Strategic Imperatives are highlighted throughout the annual report . In the fall of 2024, the
TBID Board will be undergoing an update to its Strategic Plan for 2025-2030 .
CHECK THE APPENDIX TO VIEW THE FULL STRATEGIC PLAN MATRIX
STRATEGIC PLAN IMPLEMENTATION
Page 10 of 117
SLO TBID Annual Report 2023-24 7
As a commitment to the imperative to “Ensure Operational Excellence” the TBID Board continued to support constituent relations
efforts in 2023-24 . To keep the lodging constituency abreast of all TBID business, the TBID Board was assigned properties to liaise .
Each board member was responsible for communication with their respective group of hotels and then asked to report their findings
during the “Hotel Update” portion of each Board meeting agenda .
The TBID also leveraged the outreach support of the SLO Chamber’s contracted services to perform weekly lodging call-arounds and
quarterly hotel visits . This resulted in 3,922 touch points with San Luis Obispo hotels through phone calls, emails and property visits to
distribute important visitor-serving collateral .
In addition, this year the TBID hosted two partner receptions to encourage constituent networking and provide an opportunity to hear
important information on TBID projects and programs . Attendees at both events represented nearly half of the 42 lodging properties
with eight strategic and community partners also in attendance . In post-event surveys, constituents rated the presentation and
updates from the TBID and partners and the ability to network as most valuable .
In addition creating opportunities for networking and education, the TBID also created marketing resources to support the lodging
properties connection to promotional efforts . Visit San Luis Obispo’s MidWekend promotion to support off-peak, shoulder season
travel was once again turned into a toolkit that was shared with lodging properties to utilize across their own channels . In addition to
the marketing efforts of the TBID, the toolkit allowed individual properties to utilize draft messaging and promotional creative to more
easily speak to their audiences, incentivizing travel to their property and SLO .
CONSTITUENT RELATIONS
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SLO TBID Annual Report 2023-24 8
DIVERSITY, EQUITY AND INCLUSION
The TBID shares in the global mission for diversity, equity and inclusion . Along with partner destination marketing organizations like
Visit SLO CAL, the TBID is committed to spreading the message that San Luis Obispo is a welcoming and inclusive destination for
all . As an ally, the TBID listens and continuously reflects to fully understand the demand for more direct action so that all people can
unequivocally feel a stronger sense of belonging and safety here . It is in the TBID organization’s DNA to treat all persons equally, with
dignity and respect, including all cultures, national origins, gender identities, gender expressions, sexual orientations, pregnancy
statuses, racial and ethnic identities, linguistic backgrounds and languages, age, abilities, genetic information, veteran status and
spiritual/religious beliefs . The TBID is committed to sharing and amplifying these values with everyone who travels to San Luis Obispo .
The TBID is committed to advancing Diversity, Equity and Inclusion through all work scopes, with diverse representation being top of
mind as we invite newcomers and all to explore San Luis Obispo . DEI continues to show up within tourism efforts through:
• Creating a strategic partnership with Gala Pride and Diversity Center .
• Targeting more diverse audiences through paid media and public relations .
• Uplifting and sharing diverse stories and faces through owned channels .
• Expanding diverse representation within TBID-owned marketing assets .
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SLO TBID Annual Report 2023-24 9
SUSTAINABILITY
At its core, Visit San Luis Obispo’s brand vision is to be known as a tourism organization that balances business and sustainability,
helping make San Luis Obispo a must-stay destination while passionately partnering to reach the City’s 2035 carbon neutrality goal .
Over the past three years, Visit San Luis Obispo focused on creating a sub-brand — Sustainable SLO — to speak to travelers and locals
and develop a consistent visual language that could be broadly applied . From these efforts sprang the Keys for Trees program and
subsequent efforts, which not only created visibility around the City’s goals but also effected real-world change at a time when the
importance of every action toward sustainability is heightened .
This year Visit San Luis Obispo continued previous work efforts and developed new, impactful partnerships to advance sustainability
and climate action within the tourism efforts . A few highlights include:
• Partnering with Kind Traveler, a responsible travel platform, to leverage their sustainable-minded audience and network .
• Continuing Keys for Trees, developed to offset the carbon impact from travel in the community . Through this program, 1% of the
TBID’s projected revenue was directed to planting trees in San Luis Obispo as part of the Office of Sustainability and Natural
Resources’ program with EcoSLO .
• Continued Citywide collaborations such as Solid Waste and Parks & Recreation to brand the City's big belly trash receptacles and
trailheads .
• Promoting off-season and mid-week travel through Visit San Luis Obispo’s promotional campaign The Midweekend .
Page 13 of 117
SLO TBID Annual Report 2023-24 10
MARKETING ACTIVITIES
To ensure that the TBID marketing programs are intercepting travelers at all stages of the traveler’s journey, the TBID and the team
of agencies utilized different marketing levers across that journey . This multi-pronged approach drove an efficient and effective
conversion strategy . The SLO brand messages and the areas of opportunity were adapted to tease potential travelers across the
journey . In addition, looking at the travelers’ journey helped the TBID incorporate and account for the fluctuations in travel behavior .
• Aim to create
brand awareness &
connection
• Create shareable
content that inspires
travel
• Bring prospects to the
website to encourage
research and
discovery about what
makes the destination
special and unique
• Help prospective
travelers plan with
destination-specific
content
• Encourage travelers to
visit key stakeholder
pages to book & plan
their trip
SERVICES
• Organic Social
• Paid Social
• Display Ads
• Email
• PR
• Influencers
SERVICES
• Website Experience
• Organic Search
• Paid Search
• Organic Social
• Paid Social
• Display Ads
• 3rd Party Ads
• Email
• Public Relations
• Print
SERVICES
• Organic Search
• Paid Search
• Paid Social
• 3rd Party Ads
• Website Experience
• Email
SERVICES
• Website Experience
• Email
• Organic Social
SERVICES
• Organic Social
• Keep the conversation
going to amplify our
message
• Utilize website to
plan in-destination
moments and
activities
• Find up-to-date travel
information
DREAMING PLANNING BOOKING EXPERIENCING SHARING
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SLO TBID Annual Report 2023-24 11
POSITION
(Distinctly stand out
among competition)
PROMISE
(Clear messaging and
identity that connects)
PURPOSE + PERSONALITY + PRINCIPLES
(United brand & culture)
BRANDING & CAMPAIGN
The TBID, known as Visit San Luis Obispo, manages the tourism brand for the destination of San Luis Obispo, delivering balanced
growth of tourism with creativity and integrity . The Visit San Luis Obispo brand supports the TBID’s initiatives to share the abundance
of SLO, drive prosperity to the lodging economy and serve as the voice of all stakeholders .
n FY 23-24, Visit San Luis Obispo continued to utilize the recently updated brand book . The guide describes what the destination
marketing organization stands for, how it benefits travelers and locals and why it stands out . It contains the brand’s essence and spirit,
as well as how it can be brought to life visually, verbally and culturally . It contains everything from guidelines for messaging and logo
use to color palettes and brand partnership examples, as well as outlines the philosophies and beliefs for Visit San Luis Obispo .
If putting “heads in beds” is Visit San Luis Obispo’s business purpose, putting “hearts in beds” is its brand purpose . We live to share
all that SLO stands for so we can emotionally connect with and welcome people who will fall in love with our community in such a way
that they actually become part of it, caring for it as if it were their home and returning time and time again .
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SLO TBID Annual Report 2023-24 12
PURPOSE
HEARTS IN BEDS
If putting “heads in beds” is our business purpose, putting
“hearts in beds” is our brand purpose . We live to share all that
San Luis Obispo stands for so we can emotionally connect with
and welcome people who will fall in love with our community in
such a way that they actually become part of it, caring for it like
they live here and returning time and time again .
PROMISE
A CHANCE TO LIVE THE SLO LIFE
The “SLO Life” is a deep breath that releases life’s pressures .
It’s a change of pace . It’s a fresh take . It’s a warm embrace . It’s
a feeling of comfort and calm in a welcoming place filled with a
special energy, connection, creativity and a wholehearted spirit .
You can feel the “SLO Life” wrap its arms around you and pull
you close . It’s tangible . And you’ll never want to let that feeling
go, so you live the “SLO Life” to its fullest while you’re here and
take a piece of it with you when you head back home .
POSITION
HOMEBASE AWAY FROM HOME
You don’t just visit SLO on vacation, you become part of our
community and culture, an honorary local . The welcoming waves
hello, neighborly nods and small-town California charm instantly
make you feel comfortable and allow you to start living the “SLO
Life .” As you immerse yourself in our city, you bond with it and
start to feel a sense of belonging that blends with the beauty of
life’s stresses being released because you’re away–it truly feels
like a home away from home . And with the beaches, iconic sites
and stunning beauty of the world-class Central Coast nearby, it’s
also an incredible homebase during your vacation . SLO is the
ideal homebase away from home .
Page 16 of 117
SLO TBID Annual Report 2023-24 13
WEBSITE
SEO
↑
21%
Overall Traffic YoY
↑
32%
Organic Traffic
26%
Pages per Session
↑
126%
Organic Hotel Referrals
↑
126%
Organic Homestay Referrals
↑
26%
New Users YoY
9%
Hotel Partner Referrals YoY (35,979 vs 33,173)
↑
9%
Hotel Partner Referrals YoY
VisitSLO .com is the City’s official tourism website and the primary marketing tool used to represent the destination . It’s designed
mainly for consumers but also serves the travel trade, meeting planners, TBID members and media .
The website is the cornerstone for all of Visit San Luis Obispo’s marketing efforts — everything flows to or from the website . In
July 2023, the TBID launched a redesign of VisitSLO .com, a process years in the making .
Search Engine Optimization (SEO) ensures the relevancy and success of the TBID’s website . It also builds website authority to improve
VisitSLO .com’s positioning and findability on search pages . By developing the depth of content and optimizing existing content,
VisitSLO .com saw increased organic traffic to optimized pages and encouraged users to engage with the website by improving user
experience . The decrease in blog views is due to many of those articles being repurposed into pages instead . The decrease in blog
views is due to many of those articles being repurposed into pages instead, and pulling traffic with it .
↑
↑
Page 17 of 117
SLO TBID Annual Report 2023-24 14
DIGITAL MEDIA
Leveraging a 7% budget increase, our FY23-24 digital media strategy employed a comprehensive, integrated approach combining
traditional and digital tactics . Building on past successes, we focused on increasing awareness and interest for San Luis Obispo in key
markets . Our goals included:
• Brand Awareness & Interest: Increase brand awareness and build desire to visit San Luis Obispo in target drive and fly markets .
Strategically managing spend, efficiently and effectively to maximize budget .
• Increase Engagement & Planning: Encourage further engagement and consideration of San Luis Obispo among potential travelers
by driving them to VisitSLO .com
• Encourage Conversions & Booking: Optimize digital media strategies in order to encourage high-intent audiences to engage with
The strategy proved successful, and we continue to gain valuable performance insights that will help us build upon previous years to
consistently position San Luis Obispo as a top destination among our target audiences .
↑
27%
Paid Traffic YoY
62.9 MIL
Paid Impressions
13.83%
Paid Search CTR Benchmark 4 .68%
13.83%
Paid Social CTR +30%
↑
84%
Google Ads Partner Referrals YoY
↑
73%
Google Ads + Facebook Clicks YoY
3,668
New Subscribers Added in the Last Year
34
Emails sent in total
(Including brand research outreach,
additional MidWeekend promotions, etc .)
EMAIL MARKETING
Building on the foundation laid in FY 22-23 with a revamped email template, segmented subscriber database, welcome series and re-
engagement strategy, our FY 23-24 efforts centered on boosting audience engagement and growing our subscriber list . Through the
monthly creation of hyper-personalized content, we aimed to foster stronger connections with SLO visitors . By offering gated content,
giveaways and prominent sign-up buttons across the newly redesigned VisitSLO .com, we grew our email list while delivering tailored
content to existing subscribers .
↑
50%
Avg . Newsletter Open Rate
2.4%
Avg . Click Rate
20
Total Emails Sent
↑
92%
Growth in Newsletter Subscribers↑
Page 18 of 117
SLO TBID Annual Report 2023-24 15
PRINT ADVERTISING
Limited print advertising placements were continued in Visit San Luis Obispo’s media mix for FY 23-24 . Traditional print campaigns are
an important tool to reach niche market visitors primarily in the mature demographic and to reinforce travel inspiration while building
brand awareness for the destination .
Placements Included:
• Visit SLO CAL Visitors Guide
• SLO Chamber Visitors Guide
• Visit California Visitors Guide & Road Trips Guide
• Destination Brochure Distribution through Certified Folders
• Cal Poly Program Ad & Visiting Teams Guide
• Central Coast Tourism Council Map Cover and Regional Listing
• Women’s Day Magazine
SLO Chamber Visitors Guide
Women's Day Magazine
Page 19 of 117
SLO TBID Annual Report 2023-24 16
SOCIAL MEDIA
ShareSLO — Visit San Luis Obispo’s social media — is a platform for locals and visitors alike to find inspiration, information and
connection to and within San Luis Obispo . The goal of ShareSLO is to optimize Visit San Luis Obispo’s efforts and further establish
clear value for following ShareSLO across social media .
Some of the highlights include:
• Creating an organic viral reel each quarter — We’re in SLO (337k), Hidden Gems Hike (217k), SLO Restaurant Week (100k), Waterfall
Tiktok (47k) & Waterfall Reel (77k) .
• Partnering with Amtrak on collaborative reel getting in front of their audience of 301k .
• Substantial follower increase, 7,800 across all platforms with a 10% increase in out-of-area followers .
• Shoutout from Visit California for the Top Short-Form Video in their California Now Travel Story Network June Newsletter .
Visit San Luis Obispo Social Media Channels:
Page 20 of 117
SLO TBID Annual Report 2023-24 17
PUBLIC RELATIONS
In FY 23-24, Visit San Luis Obispo continued the shared approach to Public Relations contract efforts which included a joint contract
between the TBID and the Promotional Coordinating Committee (PCC) with the San Luis Obispo Chamber of Commerce for Public
Relations efforts, plus the TBID continued with the national Public Relations agency, DCI . On behalf of the City’s Community
Promotions program, the SLO Chamber is responsible for establishing professional relationships with local and regional strategic
partners and journalists to build and maintain awareness of San Luis Obispo as an ideal place to live, play and stay . To further expand
the proactive destination Public Relations efforts, DCI is responsible for national media relations .
Our Public Relations efforts resulted in dozens of individual media visits and a group press trip, The Art of SLO(wing) Down . A
significant new undertaking was the Southern California Media Mission, a dedicated activation for SLO on the road . Over five days,
staff and SLO Chamber’s PR representative met with 23 national and regional media across three events and individual meetings
spanning from Los Angeles to San Diego . The goal for PR in FY 23-24 was to curate fresh, unique content to continue inspiring travel,
generate and secure media leads that speak to our target audiences — including drive markets — as well as build and strengthen
relationships with key media who are the catalyst to generating awareness of the destination and its diverse experiences .
Overall, San Luis Obispo received 276 mentions in media articles as a result of Public Relations efforts in FY 23-24, of which 133
placements were attributed to the proactive work . Top media coverage included: CNN Travel, Los Angeles Times, Forbes and AFAR .
605 MIL
Circulation
23.4 MIL
Media Impressions
$5.8 MIL
Ad Equivalency
571/1032
Qualitative Score
86
Total Number of Placements
17 PLACEMENTS
20% MWM List Penetration
Page 21 of 117
SLO TBID Annual Report 2023-24 18
PROMOTIONS
This year, Visit San Luis Obispo continued a promotion that began in FY 21-22 to drive midweek stays . The MidWeekend supports
the strategic imperative to Deliver Smart Growth, as well as aligns with the destination stewardship and sustainability efforts by
encouraging travel outside peak periods . .
The MidWeekend
In the winter of 2024, the MidWeekend promotional campaign returned to help drive midweek stays in San Luis Obispo . From February
1 to March 31, 2024, visitors were offered $100 cash when they booked two nights between Sunday and Thursday . The promotional
campaign was integrated into the existing paid media plan with a focus on reaching our outdoor, relaxation, wine and dine and
remarketing audiences to send potential travelers to the MidWeekend landing page to get direct access to information on the special
offer . In total, 216 visitors took advantage of the promotion, resulting in 531 total room nights and more than $93,000 in revenue across
33 of SLO’s 42 lodging properties .
Page 22 of 117
SLO TBID Annual Report 2023-24 19
GUEST SERVICES
Through a dedicated contract with the Visit San Luis Obispo, the San Luis Obispo Chamber of Commerce provides a suite of guest
services to Visit San Luis Obispo . In FY 23-24, the SLO Chamber Visitor Center was contracted to answer each call made to Visit
San Luis Obispo 1-877-SLO-TOWN number, which serves as a response tool to Visit San Luis Obispo’s advertising efforts and digital
presence . This creates the option for a “real person” to assist in trip planning, ensuring that travelers seeking personal guidance have
a friendly, live voice to shape their experience of San Luis Obispo before even arriving . The telephone number, 1-877-SLO-TOWN, is a
separate line that rings in the Chamber and is used solely to refer Visit San Luis Obispo properties and promote San Luis Obispo as a
destination . During FY 23-24, nearly 500 calls were answered on the 1-877-SLO-TOWN line . The Guest Services also included the Live
Chat widget on VisitSLO .com which received hundreds of conversations throughout the year
Page 23 of 117
SLO TBID Annual Report 2023-24 20
EVENTS
In FY 23-24, destination events continued to return to San Luis Obispo and the TBID Board considered the funding for these events on
a case-by-case basis using the general application established in FY 19-20 .
Events Sponsored:
• SLO COAST WINE COLLECTIVE, HARVEST ON THE COAST - NOVEMBER 4, 2023
For the first time in more than a decade, Harvest on the Coast was held in Edna Valley, SLO’s wine region . The previous 11 years
SLO Coast Wine Collective’s signature event had been held in Avila Beach . Visit San Luis Obispo supported the event with
funding as its exclusive lodging partner as well as with marketing and advertising support leading up to the event . Additionally,
any guests staying in a SLO lodging property received complimentary early access to a VIP tasting prior to the main event .
• VINEYARD TEAM, SUSTAINABLE AG EXPO – NOVEMBER 13-15, 2023
The Sustainable Ag Expo was a three-day, mid-week, off-season educational symposium and tradeshow attracting over 500
wine industry professionals to San Luis Obispo. The Expo in 2023 marked the 18th year of the event. Visit San Luis Obispo
supported this event with cash sponsorship for industry-specific promotion and funding to support lodging for speakers and
presenters.
• MISSION COLLEGE PREP HIGH SCHOOL, MISSION PREP CHRISTMAS CLASSIC, DECEMBER 19-22, 2023
The Mission Prep Christmas Classic is a four-day premier California High School Basketball tournament featuring some of
the best high school basketball players from the state and beyond. The event draws a majority of out-of-area attendees and
livestreams to thousands more. Visit San Luis Obispo was the exclusive lodging partner and supported the event with funding to
host teams in SLO properties.
• SLO INTERNATIONAL FILM FESTIVAL, 30TH FESTIVAL– APRIL 25-30, 2024
The 30th San Luis Obispo International Film Festival hosted a six-day event and screened over 100 films throughout the
week. The event featured a VIP Festival Lounge, Red Carpet events, live music, educational conversations with filmmakers
and industry leaders and capstone events each night that brought the community together to celebrate the arts and expose
our audience to important topics around the world. Visit San Luis Obispo supported the festival in various promotional ways
including funding and managing the out-of-area paid media campaign, funding to provide lodging for filmmakers, media and
industry professionals and promoting a complimentary See + Stay film fest package in exchange for overnight reservations.
• GALA PRIDE & DIVERSITY CENTER, PRIDE AND CULTURAL PROGRAM - YEAR ROUND
Gala Pride and Diversity Center celebrated 30 years in 2024 and turned the success of their signature event, Central Coast
Pride, into an ongoing Pride and Cultural Program. Visit San Luis Obispo invested as a legacy partner supporting not only the
three-day kick-off Pride celebration which was held at venues throughout SLO like the Fremont Theater, Meadow Park and at
Mission Plaza for PRIDE in the Plaza, but year-round programming. As part of the partnership, Visit San Luis Obispo funded and
managed the out-of-area paid media campaign for Central Coast Pride, remains Gala’s exclusive lodging partner and continues
to partner on overall cross-promotional efforts.
In addition, the Visit San Luis Obispo continued participating in the multi-jurisdictional working group of 18 destination partners, event
organizers and community leaders convened by Visit SLO CAL to provide input and guidance for the Events & Festivals Strategy . The
Events & Festivals Working Group (EFWG) was pivotal in the development of the SLO CAL Events & Festivals strategy and alignment
to drive new countywide visitation, to achieve incremental growth in the economic impact of tourism and enhance residents’ quality
of life . The project work focused on creating a strategy for existing and future events that attract overnight visitors to the county,
more efficiently utilize off-peak periods, drive collaboration and/or pairing of events for a positive economic outcome for SLO CAL and
Page 24 of 117
SLO TBID Annual Report 2023-24 21
STRATEGIC PARTNERSHIPS
Visit San Luis Obispo collaborates with numerous community partners and industry nonprofit organizations in marketing San Luis
Obispo as a destination, which makes the TBID more efficient in promotional activities . Visit San Luis Obispo’s strategic partnerships
provide the opportunity for the marketing agencies and team to build relationships with the organizations below, elevating the
destination as a whole . Promotional opportunities with each organization give Visit San Luis Obispo new platforms and audiences to
build brand awareness .
In April of 2024, Visit San Luis Obispo officially launched a new partnership with Kind Traveler, a responsible travel platform that
empowers travelers to create positive change in the communities they visit . Through their Every Stay Gives Back Program, Visit San
Luis Obispo has been able to showcase its Keys for Trees initiative and appeal directly to sustainably minded travelers within Kind
Traveler’s network .
In FY 23-24, the partnerships with Cal Poly continued to be essential to making a first and lasting impression of San Luis Obispo to
supporters and their students . The partnership with Cal Poly’s Office of Student Affairs was extremely valuable this year with SLO
Days, where during thirteen separate 45-minute long presentations about discovering San Luis Obispo, the team is able to connect
with thousands of new Cal Poly Parents and Supporters . In addition to SLO Days, Visit San Luis Obispo has a presence on campus
during Mustang Family Weekend and Open House .
The TBID also continued the partnership with Cal Poly Athletics and Mustang Sports . This partnership included the sponsorship of the
athletic program in exchange for marketing benefits and the hosting of the rooms using the sponsorship fee in SLO TBID properties .
.
Top partnerships included:
• Cal Poly’s Office of Student Affairs – New Student & Transition Programs and Parent Program
• Cal Poly Athletics – Mustang Sports
• Kind Traveler
• ECOSLO with Keys for Trees
• SLO Coast Wine Collective
• Gala Pride & Diversity Center
Page 25 of 117
SLO TBID Annual Report 2023-24 22
INDUSTRY RELATIONS
CALIFORNIA HOTEL & LODGING ASSOCIATION (CHLA)
The California Hotel & Lodging Association (CHLA) protects the rights and interests of the California lodging industry . Legislative
advocacy, educational training, communication and cost-saving programs are provided for all segments of the industry . Through the
TBID, all lodging properties in the City of SLO are members of CHLA and can utilize the services offered . This year, CHLA attended the
second Visit San Luis Obispo Partner Reception presenting statewide legislative updates .
VISIT CALIFORNIA
The Visit California partnership has been critical in the growth of Visit San Luis Obispo’s brand within the California Tourism product . SLO has received coverage through the marketing activities performed by Visit California including travel trade, press and industry
outreach . Monthly submissions are uploaded to Visit California for media leads, trade contacts and newsletter content .
CENTRAL COAST TOURISM COUNCIL
The Central Coast Tourism Council (CCTC) is an organization of tourism and hospitality professionals whose marketing efforts
accomplish collectively what no single tourism entity can do alone — promote the entire California Central Coast as a destination and
maximize our members’ tourism revenue . The CCTC serves as the Central Coast's voice in Sacramento and partners with California
Tourism's global marketing and advertising campaigns . The TBID is actively involved in CCTC with a seat on the board from staff and
the SLO Chamber public relations representative on the PR committee .
VISIT SLO CAL
The TBID maintains participation with Visit SLO CAL by having a representative on the Board of Directors and the Economic
Development & Tourism Manager on the Marketing Committee . The TBID Board leverages the partnership with Visit SLO CAL to
promote San Luis Obispo on a national and international level — beyond the local and state reach the TBID’s marketing plan focuses
to achieve . The TBID’s participation in Visit SLO CAL also encompasses group sales, film commission, countywide public relations and
countywide strategic planning like the SLO CAL Events & Festivals Strategy .
Page 26 of 117
SLO TBID Annual Report 2023-24 23
2022-23 AWARDS & ACCOLADES
Through the work of Noble Studios, the TBID received multiple awards for integrated campaign and brand book development .
AAF RENO ADDY
Silver - Specialty Advertising / Merchandise
HSMAI ADRIAN AWARD
Bronze - Environmental, Social, Governance (Sustainable SLO)
AAF RENO ADDY
Silver - User Experience
HSMAI ADRIAN AWARD
Bronze - Digital Website
HSMAI ADRIAN AWARD
Bronze - Brand Campaign
FINALIST IN THE 2024
ETSY AWARDS IN THREE CATEGORIES:
• Best Email Marketing Campaign
• Best Website
• Best Use of Sustainability and Social
Responsibility (Sustainable SLO)
Page 27 of 117
SLO TBID Annual Report 2023-24 24
2023-24 FINANCIAL STATEMENT
INCOME SOURCE 2023-24
2023-24 TOT Revenue Assumption * $10,704,000
2023-24 TBID Assessment Revenue Assumption *$2,140,800
Fund Balance Transfer
Fund Reserve $200,000
2023-24 TBID Program Budget $2,140,800
EXPENDITURE ALLOCATED
Operations/Staffing
Administration Overhead (2% of TBID Assessment)$42,816
Staffing (FTE & .75 FTE)
Staffing Contingency
$276,698
$276,698
Contracts & Marketing Services
Marketing Contract - Noble Studios/DCI $1,000,000
Chamber of Commerce - PR $50,000
Chamber of Commerce - Guest Services $51,975
Chamber of Commerce - Media Monitoring Service Fee $3,713
Co-op Marketing Program Funding $45,000
Content Marketing Services - Badger Branding $87,800
Partnerships & Promotions
Cal Poly Athletics $65,000
EcoSLO - Sustainability Initiative $21,408
SLO Coast Wine Collective Membership $4,500
Events & Promotions
General Events Promotion $100,000
Event Activation + Collateral $40,000
Seasonal Promotion $25,000
Tradeshows
Tradeshows $25,000
Tourism Conferences $8,000
Tourism Organizations
CCTC Dues $1,000
Smith Travel Report $3,629
CalTravel Membership $1,000
California Hotel & Lodging Association $30,000
Research + Program
Research + Program Development $160,000
Support / Meetings
Tourism Program Expenses $7,500
FAM Trip Hosting $8,000
Services/Online Tools/ Fulfillment (Dropbox, Crowdiff, Survey Monkey)$15,000
Contingency
Contingency Fund $29,000
Totals Commited $2,140,341
Funds Remaining
Total Allocated Expenditures **
* This figure was not adjusted within the TBID operating program budget following the Adopted Supplement Budget
** This figure represents the total allocated expenditures. The difference will be available for carryover to the 2022-23 program budget.
Page 28 of 117
SLO TBID Annual Report 2023-24 25
LOOKING AHEAD
As the TBID moves into FY 24-25, the key focus areas that remain top of mind for the work of the Board in the next fiscal year:
• Updating the TBID Strategic Plan for 2025-2030, setting the tone and tenor for Visit San Luis Obispo’s impact .
• Developing the next evolution of Visit San Luis Obispo’s brand campaign with “the SLO Life Coach .”
• Expanding Destination Stewardship through Sustainable SLO and Visit San Luis Obispo’s commitment to fostering a thriving and
balanced tourism economy .
• Continuing a thoughtful and intentional approach to Diversity, Equity and Inclusion across all TBID programs emphasizing the new
opportunity utilizing TBID’s new public relations agency, Uniquely Driven and their network and expertise .
While these are not the only subjects that the TBID Board will be focused on, these four areas will require a significant amount of
dedication as Visit San Luis Obispo works toward successful implementation of each .
Additionally, the TBID Board will implement the defined imperatives from the recently updated 2024-26 Strategic Marketing &
Business Plan . In alignment and building off the forthcoming 2025-2030 Strategic Plan, the two-year marketing plan is truly a guide for
the overarching marketing initiatives for Visit San Luis Obispo, and also the individual tactics and specific efforts that will help achieve
them .
LOOKING AHEAD
Page 29 of 117
SLO TBID Annual Report 2023-24 26
APPENDIX
TOT CHART FOR 2023-24
TOT DISTRIBUTION FOR 2023-24
12,000,000
6,000,000
4,000,000
$615,972 .30
$10,031,635 .32
0
2009-10 2010-11 2011-12 2012-13 2013-14 2013-14 2015-16 2016-17 2018-19 2019-20 2020-21 2021-222017-18
Homestay Hotel
2022-23 2023-24
Page 30 of 117
SLO TBID Annual Report 2023-24 27
TOT MONTH TO MONTH 2023-24
2,000,000
1,000,000
500,000
0 July Aug .Sept .Oct .Nov .Dec .Jan .Feb .Mar .Apr .May June
OCC MONTH TO MONTH
80+
0
2021-22 2022-23 2023-24
Oct .Sept .Aug .July JuneMayApr .Mar .Feb .Jan .Dec .Nov .
40
Page 31 of 117
28
ADR MONTH TO MONTH
SLO TBID Annual Report 2023-24
190+
120
2021-22 2022-23 2023-24
Oct .Sept .Aug .July JuneMayApr .Mar .Feb .Jan .Dec .Nov .
150
REVPAR MONTH TO MONTH
190+
120
(R
e
v
e
n
u
e
$
)
150
90
0
2018-19 2019-20 2020-21
Oct .Sept .Aug .July JuneMayApr .Mar .Feb .Jan .Dec .Nov .
Page 32 of 117
SLO TBID Annual Report 2023-24 29
SLO TBID STRATEGIC IMPERATIVES - FY 19-24
IMPERATIVE OBJECTIVES INITIATIVES
Elevate the
SLO Brand and
Experience
• Increase visitor
awareness in target
markets
• Increase positive
visitor perception
PRIORITY 1:
• Integrate the City’s priorities into the execution of the TBID’s
marketing strategies
• Identify the core SLO identity and develop a plan to market it
PRIORITY 2:
• Develop a TBID Destination Stewardship approach
PRIORITY 3:
• Identify opportunities to influence community placemaking and
destination management efforts
Deliver Smart
Growth
• Exceed California’s
RevPAR growth over
FY21 baseline
• Year-over-year
growth in ratio of
weekday to weekend
occupancy
PRIORITY 1:
• Develop an approach to monitoring local sentiment related to tourism
PRIORITY 2:
• Influence the SLO conference center development plan and effort
• Identify structure and budget allocation for midweek and group
business
PRIORITY 3:
• Develop a local business travel program to drive visitation
Build Meaningful
Partnerships
• Increase average
Earned Partnership
Value score over
2022 baseline
• Grow economic
impact of tourism in
SLO by 2024, over
2017 baseline
PRIORITY 3:
• Identify and develop BOLD partnerships that generate overnight
stays
• Create a partnership management plan using measurable goals that
are in line with our TBID mission
Ensure
Organizational
Excellence
• Growth in member
newsletter open rates
• Growth in
stakeholder
satisfaction score on
survey
PRIORITY 1:
• Establish and document a process to execute, evaluate and track
strategic plan
PRIORITY 2:
• Identify opportunities to streamline governance and leverage
constituency of TBID
Foster
Destination
Resilience
• Year-over-year
growth in TOT over
FY21 baseline
PRIORITY 1:
• Implement COVID-19 Response Plan
PRIORITY 2:
• Document lessons learned from COVID era to feed resilience
assessment
PRIORITY 3:
• Perform a destination resilience assessment
Page 33 of 117
SLO TBID Annual Report 2023-24 30Page 34 of 117
SLO TBID STRATEGIC MARKETING & BUSINESS PLAN
FY 24-26
Page 35 of 117
SLO LIFE TIP: BE THE FIRST TO SAY HELLO!
Hi, and welcome to the San Luis Obispo Tourism
Business Improvement District’s (SLO TBID)
Strategic Marketing & Business Plan for Fiscal
Years 2024-2025 and 2025-2026. This document
will be your guide on our journey to elevate San
Luis Obispo as a must-visit destination over the
next few years.
To make this plan, we pored over the past and
learned from our successes. Now, we’re excited
to share our vision for the future. This document
outlines our strategic goals and initiatives,
serving as a compass for creating unforgettable
experiences that showcase San Luis Obispo’s
small-town California charm.
To keep us agile and responsive, we’ll
implement this plan within a more detailed
Quarterly Marketing Plan. We’ll also track
progress on a monthly basis so we can adapt
to changing trends. This plan aligns with our
broader five-year Strategic Plan, ensuring every
action contributes to our longterm goals.
Get ready for fresh ideas, captivating campaigns
and a whole lot more as we continue to share
the SLO Life far and wide!
INTRODUCTION
SLO TBID / Marketing Plan 2024-26 PAGE 3Page 36 of 117
SLO TBID Strategic Direction FY 19-24 ......................................................7
Brand Strategy .............................................................................13
Destination Partners ......................................................................19
Market Trends & Research .................................................................21
Travel Trends ...........................................................................22
Brand Research Initiatives .............................................................24
Brand Research Findings & Takeways .................................................28
Brand Opportunities ...................................................................29
Sustainability ..........................................................................30
Diversity, Equity & Inclusion ............................................................33
Research & Development ..............................................................34
Visit San Luis Obispo Marketing Plan ......................................................36
Activating Across the Traveler's Journey ...............................................38
Target Audiences ......................................................................40
Geographic Considerations ............................................................42
Brand Campaign ......................................................................44
The Midweekend Campaign ..........................................................46
Sustainable SLO .......................................................................48
Influencer & Community Partnerships ................................................50
Paid Media ..............................................................................53
Paid Media Specifics ...................................................................54
Public Relations ........................................................................56
Business, Meetings & Trade Travel ......................................................61
Website Development & Maintenance .................................................62
Search Engine Optimization ...........................................................65
Content Development .................................................................66
Organic Social Media ..................................................................69
Strategic Industry Partnerships .......................................................70
Events ..................................................................................73
Constituent Relations ..................................................................74
Measurement Strategy .................................................................76
Budget ................................................................................78CO
N
T
E
N
T
S
PAGE 5Page 37 of 117
STRATEGIC DIRECTION, OBJECTIVES & BRAND STRATEGY
SLO TBID / Marketing Plan 2024-26 PAGE 7Page 38 of 117
As stewards of the San Luis Obispo brand, the SLO TBID
represents its lodging partners and drives overnight stays by:
• Telling the San Luis Obispo story via targeted marketing
content and activities.
• Serving as a convener and subject matter expert for tourism
conversations impacting the destination.
• Advancing strategic partnerships that extend the SLO TBID’s
reach and influence.
VISION
A welcoming community with a vibrant economy that enriches
the lives of visitors and residents alike.
MISSION
We share the abundance of SLO, driving the lodging economy and
serving as the voice of our stakeholders.
VALUES
• Service
• Leadership
• Adaptability
• Collaboration
IMPERATIVES
• Elevate the SLO Brand and Experience
• Deliver Smart Growth
• Build Meaningful Partnerships
• Ensure Organizational Excellence
• Foster Destination Resilience
VALUE PROPOSITION
San Luis Obispo is an authentic and inviting California community
where you can play, taste, explore, relax and recharge.
SLO TBID STRATEGIC DIRECTION & IMPERATIVES
PAGE 9SLO TBID / Marketing Plan 2024-26 Page 39 of 117
SLO TBID STRATEGIC IMPERATIVES—2019-2024
IMPERATIVE OBJECTIVES INITIATIVES
Elevate the SLO Brand &
Experience
• Increase visitor awareness in target markets
• Increase positive visitor perception
PRIORITY 1:
• Integrate the City’s priorities into the execution of the TBID’s marketing strategies
• Identify the core SLO identity and develop a plan to market it
PRIORITY 2:
• Develop a TBID Destination Stewardship approach
PRIORITY 3:
• Identify opportunities to influence community placemaking and destination management efforts
Deliver Smart Growth • Exceed California’s RevPAR growth over FY21
baseline
• Year-over-year growth in ratio of weekday to
weekend occupancy
PRIORITY 1:
• Develop an approach to monitoring local sentiment related to tourism
PRIORITY 2:
• Influence the SLO conference center development plan and effort
• Identify structure and budget allocation for midweek and group business
PRIORITY 3:
• Develop a local business travel program to drive visitation
Build Meaningful
Partnerships
• Increase average Earned Partnership Value score
over 2022 baseline
• Grow economic impact of tourism in SLO by 2024,
over 2017 baseline
PRIORITY 3:
• Identify and develop BOLD partnerships that generate overnight stays
• Create a partnership management plan using measurable goals that are in line with our TBID mission
Ensure Organizational
Excellence
• Growth in member newsletter open rates
• Growth in stakeholder satisfaction score on survey
PRIORITY 1:
• Establish and document a process to execute, evaluate and track strategic plan
PRIORITY 2:
• Identify opportunities to streamline governance and leverage constituency of TBID
Foster Destination
Resilience
• Year-over-year growth in TOT over FY21 baseline PRIORITY 1:
• Implement COVID-19 Response Plan
PRIORITY 2:
• Document lessons learned from COVID era to feed resilience assessment
PRIORITY 3:
• Perform a destination resilience assessment
SLO TBID / Marketing Plan 2024-26 PAGE 11Page 40 of 117
POSITION
(Distinctly
stand out among
competition)
(Clear messaging & identity that connects)
PROMISE
(United brand & culture)
PURPOSE + PERSONALITY + PRINCIPLES
BRAND STRATEGY
HEARTS IN BEDS
If putting “heads in beds” is our business purpose, putting “hearts in beds” is
our brand purpose. We live to share all that San Luis Obispo stands for so we
can emotionally connect with and welcome people who will fall in love with
our community in such a way that they actually become part of it, caring for
it like they live here and returning time and time again.
A CHANCE TO LIVE THE SLO LIFE
The SLO Life is a deep breath that releases life’s pressures. It’s a change of
pace. It’s a fresh take. It’s a warm embrace. It’s a feeling of comfort and calm
in a welcoming place filled with a special energy, connection, creativity and
a wholehearted spirit. You can feel The SLO Life wrap its arms around you
and pull you close. It’s tangible. And you’ll never want to let that feeling go,
so you live The SLO Life to its fullest while you’re here and take a piece of it
with you when you head back home.
You don’t just visit San Luis Obispo on vacation. You become part of our
community and culture, an honorary local. The welcoming waves, neighborly
nods and small-town California charm instantly make you feel comfortable
and invite you to start living The SLO Life. As you immerse yourself in our
city, you bond with it and start to feel a sense of belonging that blends with
the beauty of releasing life’s stresses, because it truly feels like a home away
from home. And with the beaches, iconic sites and stunning beauty of the
world-class Central Coast nearby, it’s also an incredible homebase during
your vacation.
HOMEBASE AWAY FROM HOME
The Visit San Luis Obispo brand
supports the TBID’s initiatives to
share the abundance of SLO, drive
the lodging economy and serve as
the voice of our stakeholders.
SLO TBID / Marketing Plan 2024-26 PAGE 13Page 41 of 117
LAID-BACK
There’s a calmness to San Luis Obispo. It
doesn’t walk, it strolls. It doesn’t talk, it chats.
It’s not lazy or apathetic, but is chill and
engaged. It’s carefree but it still cares a lot.
ACTIVE
San Luis Obispo doesn’t hustle and bustle like
a big city, but it moves. It gets out in the fresh
air and sweats. It crafts and creates.
YOUTHFUL ENERGY
Like any university town, there’s a certain buzz
of life and promise. San Luis Obispo has that
same spirit and sparkle in its eyes.
NATURAL
There is an agricultural focus, environmental
awareness and love for outdoor activities in
San Luis Obispo.
FRESH
From the air to the locally grown food, the
thinking and way of life, there’s freshness to
San Luis Obispo.
BRIGHT
The hills surrounding the city, the sunsets, the
art, the buildings, the people and the smiles
are all bright in San Luis Obispo.
WELCOMING
Whether you’re a visitor or local, everyone is
accepted and embraced in San Luis Obispo.
The entire city is a welcome mat that says,
“Come on in and stay a while.”
FRIENDLY
Warm smiles, welcoming waves, neighborly
nods. There’s a race in San Luis Obispo to see
who will say “Hi!” first. There are no strangers,
only friends you haven’t met yet.
CHARMING
It’s hard to describe it in any other way. San
Luis Obispo’s historic buildings, quaint shops,
rolling hills, winding trails and approachable
people just make it charming as can be.
CURIOUS
As a university town filled with lifelong
learners, creators, craftspeople and
collaborators, San Luis Obispo is filled with
curiosity about the world.
COMFORTABLE
San Luis Obispo has an easy way about it. It’s
comfortable in its own skin, knows who it is
and accepts who others are. It feels safe and
secure.
THOUGHTFUL
San Luis Obispo is a giving city filled with
generosity and respect.
PROGRESSIVE
Not only is San Luis Obispo on the leading
edge of social and societal issues, its thirst
for positive change and innovation is
unquenchable.
WHOLEHEARTED
Don’t let its easygoing, laid-back ways fool
you, this sincere and caring city is always 100%
devoted to everything it does and says.
CONNECTED
There is a deep connection between the
people, between the people and the
place and between the people and the
environment in San Luis Obispo.
COMMUNITY
The sense of collaboration, support and
encouragement between the people and
businesses makes San Luis Obispo more than
a place-it makes it a community.
BRAND PERSONALITY
We know the SLO Life is a vibe. It's a way of life.
If San Luis Obispo was a person, here's how we'd describe our personality.
PAGE 15SLO TBID / Marketing Plan 2024-26 Page 42 of 117
We’re San Luis Obispo
But you can call us SLO.
This is small-town California with
charm for days.
But it’s not just a place, it’s a lifestyle.
Here, we live the SLO Life.
The SLO Life is hard to describe.
It’s a vibe.
A spirit.
An unspoken way of life locals live by
And if you’re here, you’re a local.
And once you’re here, you feel it wrapped
around you.
It’s comfort and calm in a welcoming place.
It’s bright smiles and colorful people.
A city without strangers, only people you
haven’t met yet.
It’s a change of pace.
We don’t walk, we stroll.
We don’t talk, we chat.
And the only time we hurry is to see who
can say “hi” first.
The SLO Life is carefree
But it definitely cares.
It’s a whole lot of wholehearted.
While it’s laidback, it always moves
Gets outside and gets going
Works and plays
Sweats and creates
There’s always a fresh take.
A breath of fresh air, in the air.
A buzz of progress and promise.
It’s waking up every day to have the best
day
and live your best life.
And help everyone else live theirs.
Once you experience it, you know it
You know there’s no life like the SLO Life
And once you stay here, it stays with you
For life.
That’s the SLO Life.
BRAND MANTRA
SLO TBID / Marketing Plan 2024-26 PAGE 17Page 43 of 117
In 2008, San Luis Obispo established a Tourism Business Improvement District (TBID), allowing
the hotel industry to raise funds solely dedicated to tourism marketing and promotions to attract
visitors to San Luis Obispo. The TBID is inclusive of all lodging properties in the city of San Luis
Obispo including hotels, motels, bed and breakfasts, hostels, inns and owner occupied homestays.
The appointed TBID Board members in collaboration with City Staff and agency partners help to
guide the marketing efforts for the public-facing destination brand Visit San Luis Obispo.
The SLO TBID partners with organizations at the state, regional, countywide and local level to
leverage the reach and impact of our marketing programs for our tourism businesses in San Luis
Obispo. These partnerships allow the SLO TBID to maximize investments and expand awareness in
ways the organization would not be able to do alone.
VISIT CALIFORNIA
CENTRAL COAST TOURISM COUNCIL
VISIT SLO CAL
VISIT SAN LUIS OBISPO
SLO LODGING + TOURISM BUSINESSES
DESTINATION PARTNERS
SLO TBID / Marketing Plan 2024-26 PAGE 19Page 44 of 117
MARKET TRENDS & RESEARCH
SLO TBID / Marketing Plan 2024-26 PAGE 21Page 45 of 117
SUSTAINABLE TRAVEL
Sustainable travel continues to trend as travelers
become more conscious of their environmental
footprints. While they may not be willing to
pay significantly more for green options, they
seek destinations that prioritize sustainability.
Additionally, travelers are looking for
experiences that benefit the environment rather
than harm it, such as bike tours, volunteering
and tree planting activities.
YOUNGER GENERATIONS
A recent study by McKinsey found that 66% of
travelers surveyed expressed greater interest
to travel now than before the pandemic.
Millennials and Gen Z are traveling more
frequently and allocating a higher share of
their income to travel compared with older
generations. Additionally, data shows that
younger travelers are taking more spontaneous
trips, unlike boomers who plan trips with longer
lead time.
EXPERIENCES OVER THINGS
Many travelers are seeking more unique,
personalized experiences that go beyond
traditional sightseeing. These may include
cultural immersion, local cooking classes and
hands-on activities that offer opportunities to
make memories or live like the destination’s
locals.
AI TRAVEL PLANNING
Advances in generative AI and machine
learning are changing the way people plan and
experience travel. In addition to standalone,
AI-powered itinerary planners, search engines
are leveraging AI to enhance and personalize
hotel bookings, airline tickets and overall trip
planning.
LUXURY TRAVEL
The luxury hospitality sector is forecasted to
grow by 6% in 2025. Reports show that 35% of
luxury travel spending comes from travelers
with net worths between $100,000 and $1
million, recently named “aspirational luxury
travelers.” This group of travelers may be willing
to spend more on certain aspects of their trip,
but not on every purchase.
COOLCATIONING
As temperatures continue to rise during
warmer seasons, some travelers are choosing
destinations with more moderate weather over
traditionally hot beach locations or to escape
the heat of their home locale. This trend, known
as "coolcationing," is gaining traction as people
seek comfortable climates for
their vacations.
MULTI-GENERATIONAL TRAVEL
According to a survey by the NYU School of
Professional Studies' Jonathan M. Tisch Center
of Hospitality, over half of the parents surveyed
plan to travel with both their children and
grandparents. This trend highlights the growing
popularity of multi-generational and group
travel experiences.
TRAVEL TRENDS
SLO TBID / Marketing Plan 2024-26 PAGE 23Page 46 of 117
Over the past few years, the TBID Board has made significant investments in a variety of brand research programs through self-directed and co-op
commitments. These studies helped to increase the organization’s knowledge and ability to have specific data and valuable insights to help further guide our efforts
to develop program actions. Over the next two years, we’ll look to leverage insights and data we’ve gathered to positively impact progress and performance towards
our tourism marketing initiatives and strategies.
BRAND RESEARCH INITIATIVES
Brand Health & Equity Research
• An analysis of the San Luis Obispo destination brand from a qualitative and
quantitative perspective.
• These insights and takeaways continue to guide our marketing efforts.
FALL 2021
Brand & Emerging Market Research
• This custom research study leveraged audience insights and a partnership with Wiser Insights Group to better understand market
influencers, perceptions and sentiments within new emerging markets as they pertain to San Luis Obispo. This study provided
robust evidence for the effectiveness of current positioning strategies and identifies clear opportunities for expanding San Luis
Obispo's appeal and market share.
SPRING 2024
Brand Tracker & Local Sentiment
• This Brand Tracker research has allowed us to set a baseline and trackable measure of
sentiment towards San Luis Obispo as a branded destination, among locals and prospective
visitors.
• We’ll continually use these baselines in order to measure progress in key areas.
• The Fall 2025 Brand and Local Sentiment Tracker will help inform the next marketing and
business plan.
WINTER 2021, SPRING 2022, FALL 2023, FALL 2025
SLO TBID / Marketing Plan 2024-26 PAGE 25Page 47 of 117
BRAND RESEARCH FINDINGS & TAKEAWAYS
FALL 2023 BRAND TRACKER & LOCAL SENTIMENT FINDINGS:
• Overall perception of San Luis Obispo as an overnight destination observed an 8% increase in
the Fall 2023 brand tracker compared to the baseline established in Winter 2021. However, the
current growth is toward shorter stays and fewer nights.
• There was significant improvement in sentiment among San Luis Obispo locals, with a
majority reporting that they like what tourism adds to the area.
SPRING 2024 BRAND & EMERGING MARKET RESEARCH TAKEAWAYS:
To inform the development of a comprehensive and effective marketing strategy within their
formal response to the City of San Luis Obispo’s RFP for Destination Marketing Services, Noble
Studios conducted a custom research study in partnership with Wiser Insights Group. This
research provided invaluable insight into the target audience, brand perception and market
opportunities for San Luis Obispo. These findings will continue to be foundational in shaping this
plan’s strategic recommendations.
• SLO awareness is highest in Las Vegas. 48% are familiar or have visited the destination.
• SLO has strong name recognition across identified emerging markets —even if they have
never visited and know nothing else about the destination. This signals an opportunity to build
familiarity through targeted awareness campaigns.
• Seattle ranks highest for sustainability-focused travelers. As we begin to develop those
audiences, it will make sense to invest there.
• Travelers who have visited SLO (or the Central Coast in general) rank higher for HHI. 47%
earn $100k or more, and 64% hold a 4-year college degree or postgraduate degree. This data
supports our targeting goals, and is a positive sign for gaining market share.
SLO TBID / Marketing Plan 2024-26 PAGE 27Page 48 of 117
Overall, research indicates that the Visit San Luis Obispo brand has legs—legs we fully
intend to stretch and take for a good run over the next two years. By focusing on key areas
of opportunity identified through various brand research studies, we will continue to elevate the
destination’s appeal while driving increased awareness and visitation.
Learning: Shift Perception to Overnight Destination
Opportunity: Evolve the MidWeekend campaign into an always-on strategy, emphasizing the
“ideal homebase to explore the Central Coast” positioning to positively impact growth in 2+ night
stays.
Learning: Own Key Destination Features
Opportunity: Based on brand sentiment studies, the highest motivators influencing San Luis
Obispo visitation included the following destination features: Food & Beverage, A Happy, Feel
Good Community and Ultra-Convenient Hiking & Biking/Outdoor. To help establish stronger brand
awareness tied to San Luis Obispo’s unique destination offerings, we should continue creating
dedicated content and messaging focused on these three ownable destination features.
Learning: Build Familiarity and Consideration in Emerging Markets
Opportunity: Based on brand sentiment studies, the highest motivators influencing San Luis
Obispo visitation included the following destination features: Food & Beverage, A Happy, Feel
Good Community and Ultra-Convenient Hiking & Biking/Outdoor. To help establish stronger brand
awareness tied to San Luis Obispo’s unique destination offerings, we should continue creating
dedicated content and messaging focused on these three ownable destination features.
Highest-Rated Motivating Attributes Influencing Visitation
• Great outdoor hiking and biking
• Charming and historic downtown, with unique shopping and local attractions
• Mediterranean climate
• 15 minutes from multiple beaches
Learning: Increase Visit San Luis Obispo Brand Awareness
Opportunity: San Luis Obispo is more than a destination—it’s a lifestyle. To strengthen our brand
identity, we’ll look to personify the Visit San Luis Obispo brand with a SLO Life Coach who can
share SLO Life Tips and teach people how to Live the SLO Life. The SLO Life Coach will provide
a fresh way to get people’s attention, teach them about the SLO Life by hitting on our key
destination attributes and advantages (as highlighted by our research and strategic goals) and
make people smile.
Learning: Sustainability is a Key Differentiator
Opportunity: By emotionally and authentically sharing the story of Sustainable SLO and Keys
for Trees, and by incorporating sustainability as an undercurrent through all that we do, we
can continue to win travelers’ hearts and minds while differentiating the the destination from
competitors and uniquely building awareness.
BRAND OPPORTUNITIES
PAGE 29SLO TBID / Marketing Plan 2024-26 Page 49 of 117
San Luis Obispo is more than just a beautiful place to visit—
it’s a destination committed to preserving its natural beauty
for generations to come. Our brand vision is to be a tourism
organization that seamlessly balances business and sustainability,
making San Luis Obispo a must-visit destination while actively
contributing to the City's 2035 carbon neutrality goal.
Sustainability is deeply woven into the fabric of our community,
and we believe it's a key differentiator to attract conscientious
travelers. While our Sustainable SLO initiative is a cornerstone of
this commitment, it's also just the beginning. We aim to embed
sustainability into every aspect of our tourism efforts, from marketing
and partnerships to visitor experiences.
Over the next two years, Visit San Luis Obispo will continue to
support the City’s sustainability initiatives through dedicated efforts,
passionate partnerships and ongoing tourism programs with a focus
on the following objectives:
• Supporting in-market experiences that showcase San Luis
Obispo’s commitment to sustainability for visitors and locals
alike.
• Inspiring more sustainability-minded travelers to visit San
Luis Obispo.
• Elevating San Luis Obispo as a national leader in sustainable
tourism.
• Educating visitors about how their trips can contribute to
sustainability efforts.
• Pursuing partnerships with sustainable businesses to
enhance and create awareness of Sustainable SLO.
• Increasing local stakeholder engagement in sustainable
tourism initiatives.
• Assisting the City in reaching their carbon neutrality goal.
• Through the Keys for Trees program, supporting the 10Tall
initiative (planting 10,000 trees by 2035).
SUSTAINABILITY
SLO TBID / Marketing Plan 2024-26 PAGE 31Page 50 of 117
As Visit San Luis Obispo, we share in the global mission for
inclusion and change. Along with partner destination marketing
organizations like Visit SLO CAL, we are committed to sharing
this important message: San Luis Obispo is a destination that is
welcoming and safe for all. As an ally, we listen and continuously
reflect to fully understand demands for more direct action, so
that all people can unequivocally feel welcomed here. It is in our
organization’s DNA to treat all persons equally, with dignity and
respect, regardless of race, religion, creed, color, national origin,
ancestry, age, sex, sexual orientation, gender, gender identity or
ability.
We are committed to sharing these values with everyone who
travels to San Luis Obispo. You can be you, and we celebrate that.
Our dedication to Diversity, Equity and Inclusion is reflected in
our ongoing efforts to:
• Develop DEI-focused content that resonates with diverse
audiences, aligning with key themes within our Quarterly
Marketing Plan.
• Authentically showcase the diversity of our community
through imagery, storytelling and partnerships.
• Utilize paid, earned and owned media channels to reach a
broader, more diverse audience.
• Offer key destination materials in Spanish to ensure
inclusivity for visitors.
• Amplify the voices of diverse-owned businesses within our
community.
By prioritizing DEI in our marketing and business strategies,
we aim to create a destination where everyone feels valued,
respected and celebrated.
DIVERSITY, EQUITY & INCLUSION
SLO TBID / Marketing Plan 2024-26 PAGE 33Page 51 of 117
Over the past few years, the TBID has leveraged
insights and findings from brand sentiment
research, audience research tools and co-op research
investments to inform program efforts. Over the next
two years, Visit San Luis Obispo will continue to seek
out research insights through the following program
initiatives:
• Exploring new co-op research opportunities
with Visit SLO CAL and Visit California.
• Supporting efforts related to the Conference
Center feasibility study.
• Developing the 2025-2030 TBID Strategic Plan.
• Deploying a Fall 2025 brand tracker and local
sentiment study.
RESEARCH & DEVELOPMENT
SLO TBID / Marketing Plan 2024-26 PAGE 35Page 52 of 117
VISIT SAN LUIS OBISPO MARKETING PLAN
SLO TBID / Marketing Plan 2024-26 PAGE 37Page 53 of 117
ACTIVATING ACROSS THE TRAVELER’S JOURNEY
• Aim to create brand awareness
& connection
• Create shareable content that
inspires travel
• Bring prospects to the website
to encourage research and
discovery about what makes the
destination special and unique
• Help prospective travelers plan
with destination specific content
• Encourage travelers to visit key
stakeholder pages to book &
plan their trip
SERVICES
• Organic Social
• Paid Social
• Display Ads
• Email
• PR
• Influencers
SERVICES
• Website Experience
• Organic Search
• Paid Search
• Organic Social
• Paid Social
• Display Ads
• 3rd Party Ads
• Email
• Public Relations
• Print
SERVICES
• Organic Search
• Paid Search
• Paid Social
• 3rd Party Ads
• Website Experience
• Email
SERVICES
• Website Experience
• Email
• Organic Social
SERVICES
• Organic Social
To ensure we’re reaching travelers (and to account for fluctuations in travel behavior) we’ll utilize different marketing levers across all stages of their journey.
This multi-pronged approach will drive an effective and efficient conversion strategy. We’ll adapt Visit San Luis Obispo brand messages brand messages and areas of opportunity to tantalize potential travelers.
• Keep the conversation going to
amplify our message
• Utilize website to plan in-
destination moments and
activities
• Find up-to-date travel
information
DREAMING PLANNING BOOKING EXPERIENCING SHARING
SLO TBID / Marketing Plan 2024-26 PAGE 39Page 54 of 117
All kinds of people are curious about
the SLO Life. Our job is finding them
and bringing them here! To ensure we’re
reaching the most receptive audiences,
we’ll leverage deeper insights into target
demographics and potential travelers’
psychographics. This will help us tailor
messaging and placements to the
individuals most inclined to travel to San Luis
Obispo.
Furthermore, we’ll look to strategically
expand into emerging markets through
a blend of demographic and geographic
targeting strategies. This data-driven
approach ensures we reach new markets
effectively and deepen connections with
existing ones, driving results aligned with our
goals and KPIs. In addition, we’ll align efforts
with Visit California and Visit SLO CAL to gain
efficiency and effectiveness.
Website Visitor Data
(July 2023 - June 2024) - 54% Female
• The largest age group is 25-34, followed
by 35–44
• 93% of website traffic comes from the
United States
TARGET AUDIENCES TARGET AUDIENCES (DEMOGRAPHICS AND PSYCHOGRAPHICS)
CORE AUDIENCES NICHE AUDIENCES
Potential travelers
looking to be active
and experience
nature.
Ages 25-54.
HHI $110k+.
Outdoor Culinary Families Retargeting 65+SustainabilityRelaxation &
Wellness
Potential travelers
that seek rest and
relaxation activities.
Potential travelers
in the 65+ age
range that are likely
to book a trip to the
Central Coast.
Potential travelers
likely to book
family or multi-
generational group
trips.
Potential travelers
looking for unique
culinary and beer/
wine experiences.
Ages 25-54.
HHI $110k+.
Potential travelers
that live more
sustainable/green
lives and consider
environmental
impact.
Potential travelers
that have showed
intent by engaging
with our ads/
website. Along with
Cal Poly parents.
Ages 25-54.
HHI $110k+.
Ages 25-54.
HHI $110k+.
Ages 25-54.
HHI $110k+.
Ages 25-54.
HHI $110k+.
Ages 25-54.
HHI $110k+.
SLO TBID / Marketing Plan 2024-26 PAGE 41
PAGE 41Page 55 of 117
PAID GEOS
We want continuous, year-round emphasis
on the most profitable and visitor-attracting
target markets. We assessed markets that
have proven historically successful, organic
website traffic and airline passengers by
origin, as well as market demographics. In
addition, we accounted for up-to-date travel
sentiment for market consideration.
We want to also consider the efforts of Visit
California and Visit SLO CAL.
Tier 1 will represent those markets that
show the most opportunity for growth and
awareness. Tier 2 will represent California
Drive markets that are important for
maintaining ongoing investment to drive
continued visitation.
Tier 1 Markets: Seattle DMA Las Vegas DMA
Dallas DMA
Tier 2 Markets: San Francisco-Oakland-San
Jose DMA San Diego DMA Los Angeles DMA
GEOGRAPHIC CONSIDERATIONS
SLO TBID / Marketing Plan 2024-26 PAGE 43Page 56 of 117
Over the next two years, we'll strategically
amplify the brand through a new campaign
anchored in our tagline: “Live the SLO Life.”
These efforts will leverage work from the last
two years, as well as impactful messaging
and visuals that resonate with our identified
audiences across all channels.
OBJECTIVES
• Continue sharing the SLO Life and putting
hearts in beds through a compelling and
creative brand campaign.
• Increase awareness among new audiences
and emerging markets while deepening
brand connection across existing
audiences.
• Create emotional connections by
integrating sustainability messaging and
further differentiating the destination in a
meaningful way.
WHAT TO EXPECT
• A new campaign creative direction focused
around the “SLO Life Coach.”
• Integration of the “SLO Life Coach” across
all channels.
• Evolving brand visuals within the
overarching brand guidelines.
• Further refinement of audience-specific
landing pages.
• Audience segmentation testing.
• Exploration of content partnerships to
further amplify brand awareness.
• Integration of sustainability messaging to
attract like-minded visitors.
BRAND CAMPAIGN
SLO TBID / Marketing Plan 2024-26 PAGE 45Page 57 of 117
Why should weekends get all the fun? When you life the SLO Life, every
day feels like a Saturday. We call it the MidWeekend.
In the spring of 2022, the first MidWeekend promotional campaign was
launched to help drive midweek stays in the City of San Luis Obispo.
The MidWeekend promotional campaign has become a staple within
our annual tourism program. Over the next two years, we’ll focus on
positioning San Luis Obispo as a convenient and inviting homebase for
exploring the Central Coast, encouraging longer stays and increased
visitation during traditionally slower periods.
OBJECTIVES
• Solidify San Luis Obispo’s position as the ultimate midweek
destination.
• Increase year-over-year growth in ratio of weekday to weekend
occupancy and length of stay via promotional campaign refinement.
• Drive overnight stays Sunday through Thursday with promotions
targeting travelers most likely to come “Live the SLO Life.”
• Increase visitation during identified need periods.
WHAT TO EXPECT
• An evolution of the MidWeekend campaign: new messaging and
visual elements in alignment with the new brand campaign.
• Exploration of key partnership activations to amplify promotional
campaign awareness.
• Seeking out media opportunities to offer potential travelers more
personally-relevant travel inspiration.
• Transition to an always-on approach for MidWeekend messaging.
• Messaging and strategic ties between midweek stays and
sustainable travel experiences.
THE MIDWEEKEND CAMPAIGN
SLO TBID / Marketing Plan 2024-26 PAGE 47Page 58 of 117
In recent years, Visit San Luis Obispo introduced Sustainable SLO as a dedicated sub-brand to help further showcase our commitment to sustainability. The sub-brand provides a consistent visual language that
helps us speak to travelers and locals alike. This initiative, along with the impactful Keys for Trees program, have been instrumental in raising awareness of our sustainability efforts and driving positive change.
Building on this strong foundation, we aim to amplify Sustainable SLO's influence and create an even deeper emotional connection with our audience. By sharing inspiring stories, expanding our reach and
forging strategic partnerships, we will solidify San Luis Obispo's position as a leader in sustainable tourism. We’ll also strategically leverage this messaging to strengthen connections between travelers, our
destination and our commitment to sustainability.
The following strategies will guide our efforts to elevate Sustainable SLO and make a lasting impact:.
VISUAL STORYTELLING
• Creating a short-form educational video that explains the Keys for Trees program, its benefits
and how visitors contribute to sustainability.
• Explorating a long-form video project to tell the Keys for Trees story in a more emotional
and engaging way, showcasing the positive impact the program has on people’s lives, our
community and the environment.
• Creating signs to identify trees planted in partnership with EcoSLO.
AUDIENCE EXPANSION
• Identifying new ways to reach to a wider audience of sustainability-minded travelers.
CONTENT INTEGRATION
• Developing engaging content aligned with key sustainability themes (e.g. Earth Day) and
seamlessly integrating it into the Quarterly Marketing Plan for broader reach across all tourism
marketing efforts.
• Seeking ways to further highlight Sustainable SLO and sustainability content across
VisitSLO.com.
PARTNERSHIPS
• Tapping into Kind Traveler’s sustainable network to reach their eco-conscious audience.
• Hosting a unique familiarization trip for media and influencers centered around a Keys for Trees
tree-planting event in partnership with EcoSLO.
• Align with Visit SLO CAL’s sustainability program, exploring potential synergies.
• Explore partnership opportunities with Highway 1.
AMPLIFYING AWARENESS OF KEYS FOR TREES
• Seamlessly incorporate Keys for Trees into existing marketing materials and messaging to
continue bolstering awareness.
• Tailor paid retargeting efforts to show potential travelers how their stays contribute to Keys for
Trees.
SUSTAINABLE SLO
Live the S LO Life
SLO TBID / Marketing Plan 2024-26 PAGE 49Page 59 of 117
Influencer and community partnerships play a vital role in
authentically showcasing the essence of San Luis Obispo.
By collaborating with influential voices, we can reach
targeted audiences and inspire travel to our destination.
OBJECTIVE
To maximize on these partnerships, Visit San Luis Obispo
will adopt a more strategic and collaborative approach.
The SLO Chamber, Uniquely Driven and Badger Branding
will work together through public relations and content
marketing to develop a comprehensive influencer
strategy that aligns with our overall marketing goals.
• Develop a structured approach for identifying,
vetting and engaging influencers.
• Prioritize partnerships with micro-influencers who
resonate with specific target audiences.
• Explore partnerships based on mutual benefits and
shared values, emphasizing authentic storytelling.
• Target influencers who align with key market
segments: sustainability, LGBTQ+, solo travel, BIPOC
travel, outdoor adventure, road trips and more.
By implementing these strategies, we aim to build strong
relationships with influencers who can authentically
represent San Luis Obispo and inspire travelers to
experience our destination firsthand.
INFLUENCER & COMMUNITY PARTNERSHIPS
SLO TBID / Marketing Plan 2024-26 PAGE 51Page 60 of 117
OBJECTIVES
• Utilize an integrated paid media strategy to support and
promote the brand, promotional and event campaigns, in
alignment with research findings, to drive impact toward
strategic objectives.
• Collaborate on media plans that contribute to continued
growth in core markets and expansion into new emerging
markets that show strong potential.
WHAT TO EXPECT
• Build brand awareness and inspire dreaming behavior.
• Leverage custom research and audience research tools
to further enhance brand equity within core and emerging
markets through tailored messaging and media placements.
• Optimize and expand top-of-funnel marketing tactics in
existing and emerging markets to grow positive brand
awareness.
• Extend reach and brand awareness by integrating
MidWeekend messaging into the ongoing paid media plan
with a year-round approach campaign strategy.
• Explore ways to expand reach among sustainable travelers.
• Increase Engagement and Planning Behavior.
Encourage further engagement and consideration of San
Luis Obispo among potential travelers by driving them to
VisitSLO.com.
• Target audience with higher household income to encourage
longer stays and higher spend in market.
• Encourage Conversion and Booking Behavior.
Engage in ongoing optimizations to campaign strategies
in order to encourage high-intent audiences to engage with
partner pages and drive booking behavior.
PAID MEDIA
PAGE 53SLO TBID / Marketing Plan 2024-26 Page 61 of 117
OVERALL OBJECTIVES
Using historical performance, campaign learnings and brand sentiment research, our paid media
plan is a strategic full funnel approach incorporating successful past tactics while introducing
upper funnel tactics to build more awareness of the Visit San Luis Obispo brand. Our marketing
tactics are employed in an always on approach, with specific digital and traditional partnership
flights incorporated during periods of travel planning.
PAID SOCIAL
Paid social has been a significant source of engaged visitors to our website in the last year with
increased traffic from Facebook and Instagram. These highly visual channels are the perfect place
to build awareness and encourage visitation through static, video and carousel ads. In addition,
traveler sentiment can start to be realized from social listening on ads.
DISPLAY
Using programmatic display platforms, such as Google Display Network, we can appeal to high-
intent, interest-based audiences. By layering intent, we will be able to appeal to more of a mid-
funnel audience that has shown interest in travel to San Luis Obispo rather than an unqualified
audience. In addition, we are using multiple formats to address travelers in their planning including
responsive display ads. discovery ads and interactive ads.
VIDEO
Additional video was added in previous fiscal years with both YouTube and Connected TV with
successful full funnel results. This tactic is used to grow awareness of the destination and build
relationships with travelers using visual storytelling aspect of video content.
DIRECT PLACEMENT
With travelers returning to the area, we have begun exploring options such as online travel
agencies with more granular third-party targeting. This tactic has shown to address travelers in the
research and booking phase in the travelers' journey.
PRINT
The media plan accounts for Certified Folder placements for our brochure in target geographic
markets, as well as Visit California Road Trips Guide, Visit SLO CAL and San Luis Obispo Chamber
Visitor Guides.
PAID MEDIA SPECIFICS
SLO TBID / Marketing Plan 2024-26 PAGE 55Page 62 of 117
Effective public relations is essential to building
and maintaining a strong destination brand.
By strategically leveraging local, regional and
national media outlets, we can generate positive
press coverage, drive visitation and solidify
San Luis Obispo’s reputation as a must-visit
destination.
Through a collaborative effort with the SLO
Chamber and our new partnership with Uniquely
Driven, we’ll execute a comprehensive PR
strategy that highlights our destination’s one-of-
a-kind character. Uniquely Driven’s expertise in
multicultural marketing will play an important
role in our efforts to reach new audiences and
advance our DEI initiatives.
OBJECTIVES
• Secure impactful media coverage to
promote San Luis Obispo as a premier travel
destination to stay and play, driving visitation
and delivering economic impact through
longer stay duration.
• Build consumer awareness through
earned media, serving as the voice of SLO
by amplifying the destination brand and
reaching new and existing audiences locally,
regionally and nationally.
• Communicate the unique attributes, vitality
and character of San Luis Obispo and
the community through interest-based
storytelling.
PUBLIC RELATIONS
SLO TBID / Marketing Plan 2024-26 PAGE 57Page 63 of 117
WHAT TO EXPECT
• Influencer strategy targeting micro-influencers (e.g., sustainability, LGBTQ+, solo travel, BIPOC
travel, outdoor adventure, road trips, family).
• Continued always-on PR efforts:
All media request fulfillment.
Expert press visit planning and execution.
Custom itineraries and hosting for travel writers on individual and FAM trips.
• Pitch ideas leveraging current marketing efforts and themes and cultural moments.
• Co-op partnerships with Visit SLO CAL and Visit California to maximize earned media exposure.
• Leveraged partnerships, such as Kind Traveler’s journalist and influencer network, to host a
sustainability-focused group trip.
• Onboarding and immersion trip for new PR Agency, Uniquely Driven.
• Enhance PR efforts to expand awareness among target drive, fly and national audiences,
including:
Travel and Interest-Based Audiences
• Outdoor Adventure
• Family-Friendly
• Foodies/Culinary
• Wine/Beer/Cocktails
• Health and Wellness
• Eco/Sustainability
• Business and Meetings/Bleisure
• Solo Travel
• Dog-Friendly
• Events (social, meetings, educational,
group travel, etc.
Generation-Based Audiences
• Millennials
• Gen Z
• Baby Boomers
• Multigenerational group travel
Multicultural Audiences
• Hispanic/Latino
• Asian American
• African American
LGBTQ+ Community
PUBLIC RELATIONS
PAGE 59SLO TBID / Marketing Plan 2024-26 Page 64 of 117
While San Luis Obispo has huge potential for
business and meeting travel, our current focus is
building a strong foundation in partnership with
Visit SLO CAL. As they embark on the first phase
of their county-wide sales strategy, we’ll align our
efforts to support their initiatives and maximize
our collective impact.
OBJECTIVE
Enhance San Luis Obispo County’s visibility as
a premier business and meeting destination,
driving increased consideration among travel and
meeting planners.
WHAT TO EXPECT
• Leverage existing relationships with Visit SLO
CAL to maximize resources and amplify our
reach.
• Explore co-op opportunities to attend
industry events and showcase the
destination.
• Proactively pitch media outlets and attend
industry events to generate positive press
coverage.
• Identify opportunities to position San Luis
Obispo as an attractive destination for
business travelers seeking leisure experiences.
• Enhance Visit San Luis Obispo's LinkedIn
profile to connect with industry professionals
and share destination updates.
By working closely with Visit SLO CAL and
implementing these strategies, we’ll lay the
groundwork for future business and meeting
travel development while maximizing our current
resources.
BUSINESS, MEETINGS & TRADE TRAVEL
PAGE 61SLO TBID / Marketing Plan 2024-26 Page 65 of 117
VisitSLO.com is the digital heart of our marketing efforts,
acting as an online hub for travelers seeking information and
inspiration. Following the redesigned website’s successful
launch in July 2023, our focus over the next two years will be on
maximizing its effectiveness. This will involve ongoing content
curation and maintenance, plus continuous user experience
optimization, to connect visitors with everything they need to
plan their trips and Live the SLO Life.
OBJECTIVES
• Ensure site is healthy and stable at a foundational level and
optimized for performance.
• Enhance and elevate the user experience and
performance of VisitSLO.com.
WHAT TO EXPECT
• Creation of new web blocks and styles to accommodate
new types of content, like embedded California Now
stories, Instagram reels and more.
• Exploration of ways to further personalize audience-
specific and promotion-specific landing pages for visitors.
• Optimization of landing page user experience to improve
conversions to hotel stakeholders.
• Technical optimizations for search engines and user
experience.
• Ongoing enhancements to website functionality and
design.
• Maintain site health and security while ensuring usability
across all devices and regular software and plugin updates.
• Quarterly Media Page updates to ensure inquiring
journalists and press have access to the latest content.
• General website content updates.
WEBSITE DEVELOPMENT & MAINTENANCE
SLO TBID / Marketing Plan 2024-26 PAGE 63Page 66 of 117
Building a strong SEO strategy is critical for maximizing San Luis
Obispo's online presence and attracting high-intent travelers. Search
engines, increasingly powered by AI, are constantly evolving, prioritizing
user intent and comprehensive content. By implementing a holistic
SEO approach, we can not only strengthen VisitSLO.com's technical
foundation but also enhance its authority with search engines, ensuring
our destination remains discoverable by the right audience at the right
time.
OBJECTIVES
• Continue building website authority to improve VisitSLO.com’s
position and findability on search pages.
• Drive high-intent visitors to VisitSLO.com through a focused owned
content strategy and ongoing improvements to the website visitor
experience.
WHAT TO EXPECT
• Content Development and Optimization
Content audits and keyword research to identify opportunities to
optimize existing content, or to create new content to maximize
visibility and reach.
Development of new SEO-optimized, relevant and compelling
content that resonates with our target audience and has potential
to rank for important keywords.
Ongoing optimizations towards Google’s Experience, Expertise,
Trustworthiness and Authoritative ranking factors.
• Technical Optimization
Addressing technical issues to ensure search engines can easily
crawl, index and understand the website.
Strategic implementation of structured data markup like Schema
to help VisitSLO.com appear in more rich, visual results in Google
search.
• Additional Tactics
Integration of paid and organic search efforts to maximize real
estate within search engine results pages.
Ongoing monitoring of top ranking keywords and SEO results for
key competitors.
SEARCH ENGINE OPTIMIZATION
PAGE 65SLO TBID / Marketing Plan 2024-26 Page 67 of 117
The more people know about San Luis Obispo, the more they love the destination and the
longer they stay. Compelling storytelling is essential to showcasing San Luis Obispo’s unique
charm while helping people get to know SLO more intimately, ultimately inspiring them to
Live the SLO Life. By creating engaging and informative content across multiple platforms, the
TBID aims to deepen audience connections and drive increased visitation. Over the next two
years, our strategy will focus on producing versatile content that can be adapted for various
channels, maximizing our reach and impact.
OBJECTIVE
• Create a content creation and distribution ecosystem that keeps subscribers and SLO fans
engaged through fresh content, regular email marketing and constant inspiration to Live
the SLO Life.
WHAT TO EXPECT
EMAIL MARKETING
Continued focus on growing our email database, including:
• Creation of more gated content opportunities on the website.
• Exploration of new partnerships, giveaways and paid media tactics to incentivize
newsletter signups.
Deepening connections with subscribers:
• Leveraging audience and performance insights to deploy e-newsletters at the right time
to the right audiences.
• Continuing to engage segmented audiences with content relevant to their unique
interests.
• Keeping those familiar with the destination engaged and excited.
• Helping travelers Live the SLO Life by sharing inspiring content, events and deals.
VISITSLO.COM BLOG
• Writing inspiring travel through itineraries, theme-based content and event-driven
content.
• Weaving the DEI and Sustainability thread into every content piece possible.
• Embedding Visit California Travel Network stories when applicable.
CONTENT DEVELOPMENT
SLO TBID / Marketing Plan 2024-26 PAGE 67Page 68 of 117
ORGANIC SOCIAL MEDIA
Social media is a powerful tool for fostering engagement, building
brand loyalty and reaching new audiences. By delivering compelling
and authentic content, we can cultivate a strong digital community
of both locals and visitors who feel connected to San Luis Obispo.
Through strategic platform management and audience insights, we’ll
optimize our social presence to support visitation and strengthen our
destination brand.
OBJECTIVE
Connect, engage and grow our audience by providing timely and
relevant information.
WHAT YOU CAN EXPECT
• Target out-of-area audiences in our drive and fly markets via
comprehensive social media strategy.
• Define and execute Influencer Strategy in collaboration with the
TBID’s public relations partners.
• Maintain and manage presences on all platforms, daily posts and
social feedback.
• Create and implement video-heavy evergreen and campaign-
driven content, leveraging new and existing styles.
• Work toward making Sustainable SLO Instagrammable, including
itineraries and trails.
• Increased focus on building Visit San Luis Obispo’s presence on
Tiktok.
• Work in unison with partners to remain consistent across blog
posts and messaging.
• Stay in-the-know about what’s trending and successful on social
media and execute accordingly.
• Lodging-specific roundups/features emphasizing property
amenities.
• Integration of SLO Life Coach
PAGE 69SLO TBID / Marketing Plan 2024-26 Page 69 of 117
Success is never achieved alone. To maximize our impact,
the TBID Board & Staff supports and nurtures strategic
partnerships with destinations, agencies, industry and
community partners. Through knowledge sharing and open
lines of communication, we will actively collaborate with
partner organizations driving impact toward shared goals.
PARTNERSHIPS
• Central Coast Tourism Council (CCTC) • California Hotel &
Lodging Association (CHLA) • Cal Poly Athletics & Office of
Student Affairs • Cal Travel • Downtown SLO • Gala Pride &
Diversity Center • Kind Traveler • SLO Chamber • SLO Coast
Wine Collective • Visit California • Visit SLO CAL
WHAT TO EXPECT
• Tapping into Kind Traveler’s sustainable network
through focused initiatives.
• Working with Gala Pride & Diversity Center to create
more inclusive content, tools and trainings.
• Exploring opportunities to grow a greater presence at
SLO Days, Parent Weekend and CAL Poly Open House.
• Identifying how Downtown SLO can integrate into
industry relations and partnership opportunities.
• Re-engaging SLO Coast Wine Collective for co-op
opportunities.
• Maximizing awareness of SLO through inclusion in
digital cross-promotion opportunities.
• Expanding destination awareness through B2B sales
by leveraging trade show opportunities with industry
partners.
STRATEGIC INDUSTRY PARTNERSHIPS
SLO TBID / Marketing Plan 2024-26 PAGE 71Page 70 of 117
EVENTS
OBJECTIVE
To leverage events by positioning Visit San
Luis Obispo as the exclusive destination
partner while sharing the unique experiences
and offerings of the city thus attracting more
visitation and longer length of stays.
WHAT YOU CAN EXPECT
In FY 23-24, Visit San Luis Obispo continuously
supported the implementation of the SLO CAL
Events and Festivals Strategy. In FY 24-25, we
will continue to support signature SLO events
and grow destination specific goals through
participation in Visit SLO CAL’s Events & Festival
Strategy Working Group.
PAGE 73SLO TBID / Marketing Plan 2024-26 Page 71 of 117
OBJECTIVE
Engage TBID constituents in the work of Visit San Luis Obispo, amplifying
the connection and increasing awareness of growth opportunities.
WHAT TO EXPECT
Visit San Luis Obispo will continue to identify opportunities to further educate and involve
constituents in the tourism program through the following initiatives:
• Continue biannual Partner Receptions, fostering connection and collaboration
• Identify opportunities for training/education with strategic and industry partners
• Develop constituent resources to enhance and promote participation
• Ongoing constituent outreach including the development of newsletters and other pertinent
communication
CONSTITUENT RELATIONS
SLO TBID / Marketing Plan 2024-26 PAGE 75Page 72 of 117
PRIMARY METRICS
• Impressions
• Reach/Frequency
• Video Views
• Brand Sentiment
PRIMARY METRICS
• Website Sessions
• Content Engagement
• Ad Engagement
• Newsletter Signups
PRIMARY METRICS
• Partner Referrals
Type of Conversion
By Channel
By Value
• Bookings
• TOT
DREAMING
PLANNING
BOOKING
MEASUREMENT STRATEGY
From a quantitative perspective, we plan
to measure success through the various
stages of the travelers’ journey. In the
dreaming phase, we will assess interaction
with the website by channel and from
target geographies, impressions and
reach from our paid, owned and earned
initiatives. Looking at the planning phase,
engagement metrics like website sessions,
time on site and pages per session will be
analyzed as well as social engagements
and newsletter open rate. Lastly, in the
booking phase, we can refer to partner
referrals and TOT for success. Throughout
the travelers’ journey, efficiency metrics
such as Cost per Thousand Impressions
(CPM), Cost per Click (CPC), Qualitative
Score, Click Through Rate (CTR) and Cost
per Acquisition (CPA) will all be reported
to show opportunities for optimization.
From a qualitative perspective, we plan to
collaborate with partners and stakeholders
to assess impact, maintain up-to-date
traveler sentiment research and leverage
real-time traveler data.
SLO TBID / Marketing Plan 2024-26 PAGE 77Page 73 of 117
BUDGET
For fiscal year 2024-2025, the TBID’s revenue
is projected to be $2,183,616. The budget
expenditure allocations are broken down
between four primary categories with over half of
the annual budget being allocated to marketing
and contract services. The TBID continues to
allocate essential funds to operations which
includes staffing and tourism program expenses,
as well as strategic partnerships and key tourism
organizations.
2024-2026 TBID BUDGET EXPENDITURE ALLOCATIONS
OPERATIONS/STAFFING
MARKETING & CONTRACT SERVICES
PARTNERSHIPS, EVENTS & TRADESHOWS
TOURISM ORGANIZATIONS & RESEARCH
69%
10%
3%
18
%
SLO TBID / Marketing Plan 2024-26 PAGE 79Page 74 of 117
Page 75 of 117
Page 76 of 117
Visit San Luis ObispoStrategicPlanUpdate
City of San Luis Obispo
Tourism Business Improvement District
AUGUST 2024
Page 77 of 117
We can’t wait to work
with you again in
San Luis Obispo.
“We’ll bring together our collective
expertise in strategy,tourism,
marketing,and economic development
to help you chart a more prosperous and
sustainable future for your destination.”
City of San Luis Obispo TBID 2
Page 78 of 117
Table of
Contents
01
Leer of Intent Page 04
02
Experience &Expertise Page 06
03
Methodology and Approach Page 16
04
Project Timeline &Budget Page 24
City of San Luis Obispo TBID 3
Page 79 of 117
01
Leer of Intent
City of San Luis Obispo TBID 4
Page 80 of 117
Visit San Luis Obispo
990 Palm Street,San Luis Obispo
CA 93401
AUGUST 2,2024
Re:Visit San Luis Obispo Strategic Plan Update
Dear Jacqui Clark-Charlesworth,
It’s our pleasure to submit this proposal to create a Strategic Plan for the San Luis Obispo TBID.
Our firm,Resonance,is a leader in tourism development and management,with more than a decade of
strategic planning experience working with countries,regions,and cities of all sizes in the U.S.and around
the world,including San Luis Obispo,Los Angeles and San Diego in California.
Like our previous work with Visit SLO CAL and the City of San Luis Obispo,our process will deliver important
insight into how the San Luis Obispo TBID should invest in and manage its assets,resources,products and
services to grow visitation to the region,while also enhancing quality of life for local communities.Based on
our work in the county,we would value the opportunity to work with your team and stakeholders in this
continued initiative for one of the most desirable destinations in California.
If you have any questions,please do not hesitate to contact me at your convenience.We look forward to
discussing our proposal with you in the near future.
Sincerely,
Christopher Fair
President &CEO,Resonance Consultancy
E cfair@resonanceco.com
M +1 646 413 8887
175 Varick St.,4th Floor,New York,NY 10014
City of San Luis Obispo TBID 5
Page 81 of 117
02
Experiences
&Expertise
City of San Luis Obispo TBID 6
Page 82 of 117
Resonance:Empowering Places
Resonance creates transformative strategies,plans,brands and
campaigns that help destinations,cities and communities realize
their full economic potential.
Our diverse,multidisciplinary team of planners,economists,strategists,storytellers,creatives and account
leaders have completed over 200 visioning,strategy,marketing and branding projects for cities,districts and
destinations throughout the country and around the world—ranging from Corporate Strategies for
Destination Canada to Tourism Plans for Los Angeles,San Diego,Pisburgh,Portland,and San Luis Obispo.
Our approach to planning for destination marketing organizations like the SLO TBID is rooted in thoroughly
understanding the goals and aspirations of the destination,its visitors,industry stakeholders and the local
community to create a plan that will guide the long-term sustainable development,marketing and
management of the destination in a manner that generates both economic benefits and enhances quality of
life for local residents.Our areas of expertise include:
01
Destination Development
We help cities,regions and countries improve the
performance and sustainability of their visitor economy
with strategic planning,destination master planning and
brand strategy.
02
Economic Development
We help regions and cities plan and articulate their
economic development roadmaps with strategies that
align with government priorities,community aspirations
and investor needs.
03
Urban Development
We help forward-looking cities,districts and developers
to envision,activate and shape the future of downtowns,
districts and new developments with market analysis,
placemaking strategies,and branding.
For more information,please visit:resonanceco.com
City of San Luis Obispo TBID 7
Page 83 of 117
Chris Fair
President &CEO
As President of Resonance,Chris leads a team of leading global
advisors on placemaking,branding and marketing for destinations,
cities,districts,and developments around the world.Chris holds a
Master’s degree in Studies of the Future and specializes in trend
analysis,visioning,strategic planning and marketing for destinations,
cities and communities.
In 2016,he designed the World’s Best Cities rankings to define and
benchmark the performance of more than 400 cities around the
world,and he is a frequent speaker and commentator on global
tourism,real estate and urban development trends.
Chris is a past Chairman of the Urban Land Institute’s Travel
Experience &Trends Council,a member of the Project for Public
Spaces Leadership Council,and instructor in Placemaking at New
York University.
EDUCATION
Master’s of Science (Studies of the Future),
University of Houston
Bachelor of Arts (Journalism),Concordia
University,Montréal,Quebec
RELEVANT EXPERIENCE
Destination Canada Strategic Plan
San Diego Tourism Master Plan
Pisburgh Tourism Development Plan
Oawa Strategic Plan
City of Los Angeles Tourism Master Plan
San Luis Obispo Tourism Plan
Failte Ireland Regional Development Strategy
Tim Hasid
Director of Destination
Strategy
As Director of Destination Strategy,Tim has shaped the future of
destinations across the globe for the past decade—from countries
to urban centres.An expert placemaker,Tim leads the strategic
planning and destination development practice at Resonance and
holds a Master’s degree in Urban Planning and Sustainable
Development from the University of Bordeaux,and a BSc in Civil &
Environmental Engineering from the University of CardiEngineering
School.
He has worked with clients ranging from Destination Canada to the
Republic of Ireland,all the while providing deep data insights that
surface the vital signals from the noise and provide organizations
with target market behaviours that take the guesswork out of
planning.
EDUCATION
Master’s of Science in Urban Planning and
Sustainable Development,University of Bordeaux
Bachelor of Science in Civil &Environmental
Engineering,University of Cardi
RELEVANT EXPERIENCE
Bellevue WA Destination Stewardship Plan
Destination Canada Strategic Plan
Oawa Destination Stewardship Plan
Pisburgh Tourism Development Plan
Scosdale Tourism &Events Plan
San Luis Obispo Tourism Plan
City of San Luis Obispo TBID 8
Page 84 of 117
Kyla Egan
Destination Stewardship
Consultant
Kyla Egan is an experienced consultant in destination development
and sustainability.She leans into her background in research and
community engagement in Central America and the Caribbean to
provide inclusive economic opportunities to communities through
tourism.
Before joining Resonance,Kyla worked on Vancouver Island as 4VI’s
Director of Sustainability.She was responsible for managing 4VI’s
sustainable development initiatives,including the organization’s
commitment to the Glasgow Declaration and Biosphere
Certification.Kyla’s passion for environmental justice and climate
action has shaped her career for the past decade.
EDUCATION
Master’s in Social Geography,University of Toronto
Bachelor of Arts,Humanities/Humanistic Studies,
University of Toronto
RELEVANT EXPERIENCE
Saint John Destination Stewardship Plan
Vancouver Island Tourism GHG Inventory
Vancouver Island Climate Action Plan
City of San Luis Obispo TBID 9
Page 85 of 117
Experience
City of Bellevue
City of Brampton
City of Charloesville
City of El Paso
City of Goodyear
City of Greenville
City of Guelph
City of Los Angeles
City of Lynchburg
City of North Vancouver
City of Olathe
City of Prince George
City of San Luis Obispo
City of Scosdale
City of Tucson
Calgary Municipal Land
Corporation
Christchurch NZ
Coastal Mississippi &Mississippi
Gulf Coast Regional Convention
&Visitors Bureau
Cordillera Metropolitan District
Curacao Tourist Board
Department of Culture and Tourism
Abu Dhabi
Destination Canada (Canadian
Tourism Commission)
Destination Cleveland
Destination El Paso
Destination Madison
Destination Toronto
Destination Vancouver
District of West Vancouver
Downtown Vancouver Business
Improvement Association
Fayeeville Convention &Visitors
Bureau
Finger Lakes Wine Country Tourism
Greater Topeka Partnership
Houston First Corporation
Houston Theater District
Illinois Council of Convention &
Visitor Bureau
Lower Lonsdale Business
Improvement Association
New York City Economic
Development Corporation
Oice du tourisme de Québec
Oawa Tourism
Richmond Region Tourism
Salmon Arm Economic
Development Society
San Diego Tourism Authority
Singapore River One BID
Snohomish County Oice of
Economic Development
South Bend Elkhart Regional
Partnership
Town of Milton
Tourism Vancouver
Tourisme Montreal
Travel Manitoba
Travel Portland
Tulsa Regional Chamber
Urban Redevelopment Authority
Singapore
Visit Bellevue
Visit Denver
Visit Oakland
Visit Pisburgh
Visit Quad Cities
Visit SLO CAL
Visit Tampa Bay
Visit Tucson
Visit Tulsa
VisitColumbusGA
West Harlem Community
Preservation Organization
City of San Luis Obispo TBID 10
Page 86 of 117
San Luis Obispo
A DESTINATION TO LIVE,WORK,
PLAY AND PROTECT
A Balanced Destination Management
Strategy Between Preservation and
Tourism Development
Org.:Resonance
Date:2018 2019
Client:Visit SLO CAL
Services:Destination Management Strategy
Extended Case Study
Reference:
Chuck Davison,ex-President &CEO
Visit SLO CAL
chuck@tourismeconomics.com
+1 805 541 8000
CONTEX T
Resonance Consultancy was engaged by Visit SLO CAL to help San
Luis Obispo County community leaders understand the key
competitive advantages and weaknesses for tourism,and quality of
life for local residents in order to create a Destination Management
Strategy intended to guide the planning,product development,
programming,policy and promotion of SLO CAL as a destination to live,
work,play and visit.
APPROACH
The approach was to create a shared vision for the future by defining
the destination as more than the sum of its parts.While the
Destination Management Strategy addresses critical hardware,such
as transportation or a potential conference center,required to achieve
SLO CAL’s goals,it also addresses the software of relationships and
programming required to foster the quality of life,culture and
experiences necessary to create a unique and compelling sense of
place.
This project required a careful balance between natural environmental
protection and preservation,and tourism development.Residents in
San Luis Obispo shared through the survey that they care deeply
about their natural environment and that they prioritize this as a
driving force for developing SLO County as a destination.They
understand the impact tourism is having on their communities,
economically and with regard to quality of life,and want to make sure
that both are balanced in the Destination Management Strategy.
IMPACT
We continue to work with San Luis Obispo County on a Destination
Stewardship Plan for Oceano Dunes,a natural preserve and oceanfront
sand dune destination for outdoor adventures.
City of San Luis Obispo TBID 11
Page 87 of 117
Los Angeles
AN OLYMPIC EFFORT TO GROW
TOURISM
A plan to prepare the City of Los
Angeles for the 2028 Olympic Games
and grow from welcoming 50 million to
more than 70 million visitors a year.
Org.:Resonance
Date:2019 2020
Client:City of Los Angeles
Services:Consulting,Tourism Master
Planning,Strategic Planning
Extended Case Study
Reference:
Doane Liu,Chief Tourism Oicer
City of Los Angeles,City Tourism Department
doane.liu@lacity.org
+1 213 765 4249
CONTEX T
In 2018,the Los Angeles travel and tourism industry generated a
record $36.6 billion in total economic impact.With an upcoming Super
Bowl,World Cup and Olympic Games,L.A.planned to host 70 million
visitors a year by 2030,which would create more than 400,000
additional jobs and create as much as a billion dollars a year more in tax
revenue for the city.The City of Los Angeles engaged Resonance and
HVS to develop a Tourism Master Plan to prepare for this growth in a
way that would deliver a positive experience for visitors while also
enhancing quality of life for local residents.
APPROACH
Our team engaged hundreds of tourism stakeholders in L.A.,including
convention planners,hotel owners,more than 1,000 residents and
1,500+past visitors.With the input from stakeholders,the public,
boards and steering commiees,Resonance created a final report
that orders and contextualizes the findings and lays out a path of
action for the CTD and the City of Los Angeles.
IMPACT
While the Tourism Master Plan addresses critical hardware—such as
transportation or the Los Angeles Convention Center—required to
achieve the City of Los Angeles’goals,it also addresses the software
of relationships and programming required to foster the quality of life,
culture and experiences necessary to create a unique and compelling
sense of place for visitors and residents.As a result of Resonance
recommendations,Mayor Eric Garcei signed his 33rd Executive
Directive,which creates the City of Los Angeles Tourism Cabinet,a
group of department general managers to support growth in the
tourism and hospitality sectors in Los Angeles.The Executive Directive
also calls for the creation of a Chief Tourism Oicer and
implementation of the recommendations laid out in the City’s Tourism
Master Plan.
City of San Luis Obispo TBID 12
Page 88 of 117
Scosdale
A STRATEGIC PLAN FOR ONE
OF THE COUNTRY’S MOST
AFFLUENT DESTINATIONS
Charting a sustainable future
for a destination that marries culture
and outdoor recreation.
Org.:Resonance
Date:2021 2022
Client:City of Scosdale Tourism &
Events Department
Services:Consulting,Tourism Master
Planning,Strategic Planning
Extended Case Study
Reference:
Rachel Pearson,Vice President of Government
Aairs,Experience Scosdale
rpearson@experiencescosdale.com
+1 480 429 2259 |+1 800 782 1117
CONTEX T
The Tourism &Events Department of the City of Scosdale engaged
Resonance,in partnership with Experience Scosdale,in the
development of the strategic plan to guide the post-pandemic
recovery and growth of the industry over the next five years.
APPROACH
As one of the country’s most recognized and desirable destinations,
Scosdale welcomes visitors from around the world who come to
enjoy an urban sanctuary in the heart of the Sonoran desert.From
hiking trails to shopping safaris,sports to arts and culture,Scosdale
oers a wealth of experiences that aracts active adventurers,urban
enthusiasts,business meetings and world-class events throughout
the year.The strategic plan provides a framework for decision making
regarding eorts and investments to enhance Scosdale’s visitor
economy.The planning eort was overseen by a Steering Commiee
consisting of representatives from the hotel industry and key anchor
aractions within the destination.As part of our process,we
conducted extensive engagement that included the Mayor &City
Council,City Manager’s Oice,various city department leadership,
hoteliers,property owners,retailers,restaurants,art galleries,and
other partners and stakeholders.
IMPACT
The framework developed a clear and shared vision of tourism to help
Scosdale grow sustainably as one of the country’s most desirable
destinations by positioning it as a luxury destination in the heart of the
Sonoran Desert.The framework was guided by the specific experience
principles that aided in the understanding of the facilities,
programming and events that would be required to enrich both the
visitor and resident experience that would minimize the impact of
tourism on the environment while maximizing its economic benefits for
the city.
City of San Luis Obispo TBID 13
Page 89 of 117
Destination Canada
SHAPING THE FUTURE OF
TOURISM IN CANADA
The development of Destination
Canada’s 2030 Strategy and
forward-thinking measurement
framework to define Canada’s
performance.
Org.:Resonance
Date:2021-Present
Client:Destination Canada
Services:Tourism Strategy,Research
Extended Case Study
Reference:
Meaghan Ferrigno,Chief Data Analy tics Oicer
Destination Canada
ferrigno.meaghan@destinationcanada.com
+1 604 638 8378
CONTEX T
What will tourism look like after the pandemic?From a virtual
industry-wide shutdown to unprecedented demand for leisure
travel in some destinations in the space of just two years,the
pandemic upended the long-term plans of Canada’s national,
provincial,and municipal destination marketing organizations.
Destination Canada needed to develop a shared strategy to
drive the recovery of travel and tourism and plan for long-term
growth and resilience.
APPROACH
Resonance is leading the way in helping the Canadian tourism
industry recover post-pandemic and plan for a more resilient
future as part of the development of Destination Canada’s 2030
Resilience Strategy.To develop the strategy,our team led internal
and external engagement to co-develop the strategy with
partners,developed future scenarios for the tourism sector,built
an innovative and centralized measurement framework,and
organized key meetings with industry stakeholders and
government oicials.
IMPACT
The 2030 Strategy has unified stakeholders and partners behind
a common aspiration –tourism generates wealth and wellbeing
for all of Canada and enriches the lives of our guests –with
shared objectives and targets.To track the impact of the
Strategy,Resonance was engaged to develop The Wealth &
Wellbeing Index for the organization.The Index provides a
strategic benchmarking tool to track progress in economic,
social,and environmental sustainability and resilience at all levels
–from national to provincial,and municipal tourism by identifying
the key strengths and development opportunities to support
long-term industry advancement.
City of San Luis Obispo TBID 14
Page 90 of 117
Oawa
STRATEGIC PLAN FOR TOURISM
IN CANADA’S CAPITAL
Research reveals surprising insight
about the national capital’s strengths
and opportunities.
Org.:Resonance
Date:2021 2022
Client:Oawa Tourism and Convention
Authority,Inc
Services:Tourism Strategy,Research
Extended Case Study
Reference:
Mary Sayewich,PMP,Director,Strategy and
Project Management,Oawa Tourism
msayewich@oawatourism.ca
+1 613 696 8824
CONTEX T
The pandemic greatly aected Oawa’s tourism industry,
revealing the need for a reconsideration of the city’s audiences
and oerings.Resonance was engaged by Oawa Tourism to
help define a new vision for tourism in Canada’s capital and
create a roadmap that would ensure both recovery in the
short-term and the long-term sustainability and growth of
Oawa as a national and international destination.
APPROACH
In Oawa,the Destination Stewardship Plan was developed with
and shared by stakeholders.While Oawa Tourism is guiding the
plan,the implementation of the recommendations and initiatives
relies on other partners such as the City of Oawa and Invest
Oawa.We engaged over 100 stakeholders,surveyed more than
1,700 visitors from across Canada and 1,000+local residents to
understand the current state of tourism,define the visitor of the
future,and compare how Oawa ranked against 14 other cities,
including eight peer Canadian cities.We combined insights to
produce experience principles that included voicing
reconciliation to living for the great outdoors to celebrating
neighborhoods and loving our terroir.
IMPACT
Our work resulted in a new 5-year Strategic Plan for Oawa
Tourism as an organization and longer-term Stewardship Plan.It
was a unique opportunity to tie long-range destination planning
for Oawa’s tourism industry to a shorter-term organizational
strategy for Oawa Tourism itself.To ensure long-term
implementation,the development of the Strategic Plan helped
define the resources and structures required for Oawa Tourism
to implement key strategies.The shared action plan supported
the integration and mapping of partner responsibilities across
these strategies.
City of San Luis Obispo TBID 15
Page 91 of 117
03
Methodology
&Approach
City of San Luis Obispo TBID 16
Page 92 of 117
Our Approach in Short
Our approach is designed to be agile and help stakeholders articulate and share a clear vision for the future.
The strategic planning will follow the engagement schedule and will be divided into four phases to ensure all
stakeholders are empowered in the development of the vision and the five-year strategy map.
TASKS TIMELINE
PHASE 01Kick-O&
Strategic Review
1.1
Project Set Up
1.2
Strategic Review
1.3
Market &Trends Analysis
WEEKS 01 04
PHASE 02Stakeholder
Engagement
2.1
Stakeholder Engagement
2.2
SWOT Analysis
WEEKS 02 05
PHASE 03Strategic
Sessions
3.1
Strategic Workshop (Retreat)
3.2
Recommendations &Consultation
WEEKS 06 10
PHASE 04Strategic
Plan
4.1
Strategic Plan
4.2
Action Plan
WEEKS 11 16
Bi-weekly calls will be scheduled to manage the project,consult with the project team,and review key
deliverables.
City of San Luis Obispo TBID 17
Page 93 of 117
Phase 1:
Kick-O&Strategic Review
1.1 PROJECT SET UP
The project kick-owill be an opportunity to align on the methodology,and project governance and discuss
the stakeholder and community engagement process.We will align on the overall approach,define roles and
responsibilities,validate collaborative tools,and platforms.We track and share regular progress reports and
up-to-date budget reports in all projects.
The project kick-o(virtual)will take place with SLO TBID and will include:
●Introductions,orientation,and project kick-obetween our team and the SLO TBID team;
●Detailed project planning between our team and the SLO TBID stato coordinate future phases;
●Strategic review of previous plans and studies;
●Scan of other inter and extra-regional strategic plans;and
●Analysis and selection of stakeholders to engage.
We will perform a strategic review of existing research,audiences,current business development eorts,
and future projects,including regional and provincial plans.
1.2 STRATEGIC REVIEW
Our team will review and synthesize past and existing reports,analysis,and information made available by
SLO TBID and its industry partners.The review is intended to provide our team with a baseline understanding
of existing research inputs that can be leveraged and enable us to identify key ongoing development
projects/tourism and hospitality initiatives,recent labor/workforce challenges,and existing tourism
programs and policies that will impact destination development.In addition,it provides a baseline
understanding of organizational frameworks and existing resources that shape the current state of tourism
in San Luis Obispo.
City of San Luis Obispo TBID 18
Page 94 of 117
1.3 MARKETS &TRENDS ANALYSIS
We have been collecting key tourism trends around the world to help inform large-scale tourism policy and
product development.Our team monitors key trends within the supply side of the industry,changes in
consumer behaviours,and responses from other competing destinations.
Wewe will identify and report on key potential trends in each area that could have implications for the future
of Leisure Travel,Corporate Travel,and Destination Development.We will review and evaluate the
information collected to produce an environmental scan that identifies the key trends,issues,and
opportunities that SLO TBID should consider and evaluate.A summary and draft prioritization of key trends
will be shared during the planned engagement sessions to identify the most relevant/highest impact trends
that SLO TBID should consider in its strategic planning process.These will be documented through a
detailed and visual presentation that will present the insights and detail the trends.
Sample:Big Shift Trends Report
Destination Canada commissioned
Resonance to conduct an extensive scan
and assessment to identify key trends that
are most likely to have the greatest impact
on the travel and tourism industry in Canada.
Long-term trends were also identified as
part of the process to anticipate adaptive
measures for the industry moving forward.
City of San Luis Obispo TBID 19
Page 95 of 117
Phase 2:
Stakeholder Engagement
2.1 STAKEHOLDER ENGAGEMENT
We will develop the stakeholder engagement plan,including developing the interview guide.The stakeholder
engagement stage will include a series of interviews with representatives of destination.Interviews will be
held online,we will meet with stakeholders in individual and small group sessions ranging from 30 60
minutes each to discuss:
●The trends/events impacting the destination and its tourism industry and the threats and
opportunities they represent;
●SLO TBID’s current activities and their perceived impact on the destination’s economy,employment,
tourism quality,environment,and quality of life;
●The relationship between SLO TBID and its partners/stakeholders in building and marketing the
destination;and
●The nature and role of the Board,Sta,and Members,as well as local tourism partners and
supporters.
Stakeholders will include public organizations,lodging industry,key aractions,tourism infrastructure and
others with interest in/influence over tourism to discuss the SWOT and trends analysis,as well as core
priorities.
2.2 ASSESSMENT &SWOT ANALYSIS
The insights shared by stakeholders will be summarized in a SWOT Analysis.The internal strengths and
weaknesses,and external opportunities and threats will be shared and validated by SLO TBID.
City of San Luis Obispo TBID 20
Page 96 of 117
Phase 3:
Strategic Sessions
3.1 STRATEGIC WORKSHOP
The strategic planning workshop will encourage open dialogue from participants to gain meaningful input
into the establishment of the mission,vision and goals for the next five years.Both the Trends Analysis and
the SWOT Analysis will inform the process of establishing core priorities,goals,and KPIs for the organization.
Our approach to scenario planning and workshop facilitation is dierentiated by three core beliefs:
●Engaging a diverse range of participants in the process;
●Shifting the dialogue from focusing on “What is”to “What could be,”through the use of future
techniques and methodologies;and
●Utilizing graphic facilitation methods and imagery in strategic exercises to illustrate ideas that are
more robust than can be expressed by words alone
During the workshop,participants will be asked to identify and prioritize opportunities for the organization.
Our team has successfully followed the Play-to-Win framework to establish strategic priorities for
organizations.
City of San Luis Obispo TBID 21
Page 97 of 117
The framework involves five key steps:
●Decide where to play:Determine which markets or segments to compete in;
●Understand how to win:Identify the unique capabilities and advantages that will allow you to
succeed in those chosen markets;
●Assess core capabilities:Evaluate your organization's strengths and weaknesses to determine if you
have the necessary capabilities to win;
●Develop the right to win:Invest in and develop the capabilities needed to succeed in chosen
markets;and
●Manage for results:Implement processes and systems to ensure ongoing performance and
adaptability to changing market conditions
3.2 RECOMMENDATIONS DEVELOPMENT
Based on the destination vision established with stakeholders in the workshops,and informed by insights
gleaned in the previous phases,our team will develop an initial draft of strategies across several areas.After
refinement of the strategies,the vision and recommendations will be shared back for additional input.The
consultation phase will focus on the relationships between key players,including Board engagement and
staengagement,alignment with business targets and objectives,and exploring areas of greater eiciency
and opportunity.The draft strategic plan will be presented to the SLO TBID Board at an osite planning
session.
City of San Luis Obispo TBID 22
Page 98 of 117
Phase 4:
Strategic Plan
3.1 STRATEGIC PLAN
Following approval of the strategies by the Board,we will develop and design SLO TBID’s Five-Year Strategic
Plan.It will be graphically formaed and user-friendly in its organization,narrative,and visual appearance.
Both a report and condensed highlight presentation will be developed to support the launch of the Strategic
Plan in Q1,2025.
Sample:Strategic Plan
The final product of this process will
be a plan that is both aspirational and
actionable.In many projects,the final plan
is shared and presented to stakeholders.
Time has been allocated to deliver the
Strategic Plan to stakeholders.
3.2 STRATEGIC ACTION PLAN
Key to the success of any strategic planning initiative is the corresponding action plan that defines
responsibilities (key actors,supporting partners,sponsors/funders),estimated timeline,project risks,and
key performance indicators for each strategy.As such,our team will then develop a tool to track and
measure progress and to hold staand external partners accountable for the implementation of strategies
in the Strategic Plan.The action plan will act as a strategy map for a five-year horizon,including actions and
KPIs.Implementation progress will be integrated as part of the action plan.
City of San Luis Obispo TBID 23
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04
Project Timeline
&Budget
City of San Luis Obispo TBID 24
Page 100 of 117
Timeline
TASKS /WEEKS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
STRATEGIC PLAN
Kick-O&Strategic Review
Project Set Up •Kick-o
Strategic Review
Market &Trends
Analysis
Stakeholder Engagement
Stakeholder
Engagement
Assessment &
SWOT Analysis
Strategic Sessions
Strategic Workshop •Workshop (Retreat)
Recommendations &
Consultation
Strategic Plan
Strategic Plan •Review
Action Plan
City of San Luis Obispo TBID 25
Page 101 of 117
Fee Schedule
STRATEGIC PLAN
1.Kick-O&Strategic Review
Project Set Up
Strategic Review
Market &Trends Analysis
$15,000.00
2.Stakeholder Engagement
StaEngagement
SWOT Analysis
$12,000.00
3.Strategic Sessions
Strategic Workshop
Recommendations &Consultation
$24,400.00
4.Strategic Plan
Strategic Plan
Action Plan
$19,250.00
SUB TOTAL $70,650.00
ESTIMATED TRAVEL EXPENSES $3,650.00
PROJECT TOTAL $74,300.00
City of San Luis Obispo TBID 26
Page 102 of 117
We can’t wait
to work with you
in San Luis Obispo.
CONTACT
resonanceco.com
info@resonanceco.com
@resonanceco.com
NEW YORK
175 Varick St.,
4th Floor
New York,NY 10014
+1 646 413 8887
BRUSSELS
Avenue Louise 500,
Boîte 231
1050 Brussels
+32 460 25 26 89
VANCOUVER
1040 Hamilton St.,Suite 306
Vancouver,BC V6B 2R9
+1 604 681 0804
SINGAPORE
Jalan Jurong Kechil
Terrene at Bukit Timah,#02 14
Singapore 598677
+65 8116 7444
Page 103 of 117
Page 104 of 117
1
PROPOSAL FOR STRATEGIC PLANNING SERVICES
AUGUST 2024
Visit San Luis Obispo
photo by Josh Hild on UnsplashPage 105 of 117
Jacqui Clark-Charlesworth
Tourism & Community Promotions Manager
Visit San Luis Obispo
Dear Jacqui:
I deeply believe that no organization should operate without a good Strategic Plan. Using a very small
percentage of your time to do strategic planning allows you to be intentional about how you spend the rest
of your time as an organization. Further, in a time of great change and ongoing uncertainty, having the
north star of a strategic plan keeps an organization focused and efficient.
Although we know one another well, let me re-introduce myself: I’m a destination strategist who has led
travel and tourism projects across a multitude of challenges: sustainability, recovery, and destination
development. My past clients span the U.S. and include Brand USA, Travel South, nine state tourism
agencies including Visit California, to dozens of county and municipal destinations ranging in scale from
Park City, Utah to San Francisco Travel. I’ve been doing this work for over a decade.
As you consider the proposals you receive for your Strategic Plan, I’d like to highlight a few key attributes
that I believe set the Whereabout team and approach apart:
»Our approach seeks to get solid, reliable information during research and planning, and we are
expert at converting that information into actionable insights that can drive your strategic direction.
»Through my work throughout San Luis Obispo County—and directly with Visit San Luis Obispo—over
a decade, I’ve gained understanding of the tourism landscape in the SLO region. We are familiar with
SLO, yet bring fresh, expert eyes to thinking about your future.
»Our engagement with destinations across the U.S. brings with it an understanding of trends and
emerging innovations that will help you create a plan responsive to our time.
»As a small firm designed specifically for planning efforts like yours, you’ll receive the responsiveness
and personalized service that this process deserves.
On behalf of my team, we are enthusiastic about the opportunity to help Visit San Luis Obispo optimize
the direction of your organization and look forward to the opportunity to share more about Whereabout’s
approach with you.
Sincerely,
Matthew Landkamer
Founding Principal, Whereabout
Page 106 of 117
1
CONTENTS
2 Executive Summary
3 ABOUT WHEREABOUT
4 Whereabout Team
6 Approach to Strategic Planning
9 References & Example Projects
10 Proposed Timeline
11 Proposed Investment
Page 107 of 117
2
Executive
Summary
Understanding of the Project
The TBID in San Luis Obispo, self-assessed by
the hotels in the City, exists to fund the marketing
of San Luis Obispo to drive overnight tourism,
resulting in general economic benefit and quality of
life improvements for the residents of SLO.
This third five-year Strategic Plan will guide
the ongoing evolution of Visit San Luis Obispo,
helping to prioritize efforts and therefore budget
assignments, and providing an overarching strategy
that the Marketing Strategy can ladder up to.
This strategy needs to recognize where the
organization has been, take account of its
opportunities and constraints, and imagine an even
more prosperous future.
An Experienced Team
The team proposed for this project, Matthew
Landkamer and Stacy Humphrey, has worked
together on strategy projects for destinations for over
four years. Matthew has been helping destinations
craft strategies for 12 years, and has led the strategic
planning team for both of Visit San Luis Obispo’s
past strategic plans, as well as a number of other
destinations in San Luis Obispo County.
Their work across the United States developing
strategies for DMOs, as well as their deep knowledge
of the local stakeholder environment in the SLO
region, uniquely qualify them for this work.
A Proven Approach
The three-phase approach proposed for this work
has been developed and adapted over time through
working with dozens upon dozens of DMOs—it is a
speedy and industry-specific process that results in
actionable and responsive strategic plans.
An Appropriate Timeline
Although strategic planning processes may be
accomplished more quickly, the six-month process
proposed allows enough time for proper stakeholder
engagement and reflection before bringing a final
plan to your Board for approval.
Total cost
For the work described in this proposal, Whereabout
requests $30,000, inclusive of consulting fees and
travel costs
Page 108 of 117
3
about
whereabout
Whereabout is a destination futures studio focused on stewardship. We believe that every
destination can achieve a sustainable balance between a robust visitor economy, protection of
natural resources, and resident quality of life—and that setting a long-term vision for the future
is the first step. We’ve worked with destination organizations across the U.S. at every scale to
create destination assessments, strategic plans, stewardship plans, and marketing plans.
Primary Contact: Matthew Landkamer, Founding Principal
(206) 349-5948 | matthew@whereabout.travel
P.O. Box 3604 Portland, OR 97208
Page 109 of 117
4
whereabout
team
Matthew Landkamer
Project Lead,
DESTINATION STRATEGIST
CERTIFICATIONS
Professional Certificate
in Sustainable Tourism,
Global Sustainable Tourism
Council (GSTC)
PROSCI® Change
Management
Public Interest Design,
SEED Network
EDUCATION
B.A. in Fine Arts, Nebraska
Wesleyan University
Relevant Projects
»Visit San Luis Obispo, CA
Strategic Plans*
»Visit SLO CAL, CA
Strategic Plans
»Travel Paso, CA
Strategic Plan
»Highway 1 Road Trip, CA
Strategic Plan
»Visit Laguna Beach, CA
Strategic Plan
»Travel North Tahoe Nevada, NV
Strategic Plan
»City of Napa TID, CA
Strategic Plan
»Explore Butte County, CA
Strategic Plan
»Visit Santa Maria Valley, CA
Events & Festivals Strategy*
projects marked with an * performed under previous employment at Coraggio Group
Matthew is a destination strategist, change leader, and idea generator.
For nearly a decade, his work has been focused on helping destinations
think strategically about their organization, their visitor economy, and
their place. He has helped state tourism agencies and local DMOs
across the country with Sustainable Destination Management Planning,
recovery planning, strategic planning, and change management. He
founded Whereabout in 2021 to focus his work around his belief that
every destination can achieve a healthy balance between a robust
visitor economy, protection of natural resources, and resident quality
of life.
In addition to his client work, he’s served on the U.S. Travel Board of
Directors and has been invited to speak at conferences throughout the
U.S. on topics such as destination resilience, destination strategy, and
regional collaboration between destination organizations.
Page 110 of 117
5
whereabout
team
CERTIFICATIONS
Professional Certificate
in Sustainable Tourism,
Global Sustainable Tourism
Council (GSTC)
PROSCI® Change
Management
Project Management,
PSU CEPE
Strategic Organizational
Development, PSU CEPE
EDUCATION
M.S.P. Urban Planning,
Florida State University
Stacy Humphrey is a strategic planner, community advocate, and
destination strategist. For over two decades, she has been focused
on community visioning and problem solving, bringing in all community
voices, and charting a path forward with the broadest benefit and
support. Stacy has deep experience in travel & tourism and community
economic development. She has helped local community and state
tourism agencies across the country with tourism planning and in
charting a course forward through economic recovery. Stacy founded
Stacy Humphrey LLC in 2022 to focus her work on communities,
strategy, and economic development.
Stacy Humphrey
Destination Strategist
Relevant Projects
»Great Rivers & Routes, IL
Strategic Plan
»City of Napa TID, CA
Strategic Plan
»Experience Champaign-Urbana, IL
Strategic Plan
»Oregon Coast Visitors Association
Strategic Plan
»Park City/Summit County, UT
Strategic Plan*
»Illinois Office of Tourism
Illinois Tourism Strategy: Roadmap Through Recovery
to Long-Term Success (not adopted)*
»Town of Gilbert, AZ
Tourism Strategic Plan*
»Heber Valley, UT
Tourism Master Plan*
»City of Avondale, AZ
Avondale Tourism Plan*
»Arizona Office of Tourism
Tourism Strategic Recovery Plan*
Projects marked with an * performed under previous employment at Coraggio Group
Page 111 of 117
6
APPROACH TO
STRATEGIC PLANNING
PHASE I: DISCOVERY & ANALYSIS
The first phase of work builds towards a Strategic
Perspectives Report, which will detail the current
state of tourism promotion and management in San
Luis Obispo to support effective strategic decision-
making.
Kickoff Meeting
Our first step is a 90-minute kickoff meeting with
the Economic Development & Tourism Manager
and other key team members where we will ensure
alignment on the scope of work and timeline, discuss
project logistics, and identify relevant and available
background information.
Background Information Review
After the Kickoff Meeting, we will gather available
documents pertinent to the Visit San Luis Obispo
Strategic Plan such as any prior strategic plans,
marketing plans or other planning documents and
any performance data that Visit San Luis Obispo
collects.
Stakeholder Survey
Parallel to the review of background information,
we will gather information from your community
stakeholders through an online survey. The
survey will go to as broad a selection of tourism
stakeholders as possible and will gather their
impressions of the current state of your visitor
economy, their opinions about your tourism assets,
where they see opportunities for shaping visitation
to the destination, their hopes for the future of the
visitor economy, and the primary obstacles they
see related to your strategic direction.
Stakeholder Interviews
Hearing directly from your stakeholders is an
important input to a Strategic Plan that has buy-in
from the local tourism industry. We will conduct up to
10 individual video interviews with key stakeholders,
city government officials, local tourism businesses,
and others with a vested interest in the success of
the San Luis Obispo visitor economy. We will begin
scheduling these interviews once the survey has
been open for at least a week, so that we can use
the interview conversations to drill down and build
more nuanced understanding of some of the early
survey results.
Strategic Perspectives Report
The Strategic Perspectives Report is the foundation
for the Strategic Planning process, as it provides
crucial thematic considerations. We will analyze
and synthesize all the information gathered from
available data and stakeholder outreach and draw
conclusions about where the strategic planning
process should focus. The report will include:
»Introduction/Methodology
»Strategic Perspectives
»Thematic Summary
»Data Points
»Quotes
»Conclusions
»Appendices
»Survey Results
The Strategic Perspectives will highlight strengths
and weaknesses of Visit San Luis Obispo, identify gap
areas, identify new opportunities, and recommend
specific strategies to ensure Visit San Luis Obispo is
in the best position possible to execute its Mission.
Page 112 of 117
7
of the plan, and although it will still need some
refinement, we will be able to see the contours of
the strategic direction and—more importantly—the
Planning Team will begin to see the future direction
of the organization.
Stakeholder Check-in
We’ll pause at this point in the process to check in
with the community again—connecting back to what
we learned from your stakeholders in the survey and
showing them where their ideas got included in the
draft plan. In a two-hour meeting, we’ll share insights
from the Strategic Perspectives Report and the draft
of the Strategic Plan, then we’ll give the community
a chance to weigh in on what they think might be
missing, or where they enthusiastically support the
direction of the plan. The facilitation of this meeting
will be important, as we’ll need to ensure that your
stakeholders feel heard and contribute useful input,
but also help them to understand that they are only
offering suggestions, and that the final planning
decisions rest with the Board and staff of Visit San
Luis Obispo. We’ll leverage our experience to design
a workshop that is engaging and informative without
giving too much of a platform to anybody who has
an axe to grind.
Workshop 4: Strategic Plan Revision
Working with the Economic Development &
Tourism Manager and 1-2 other members of the
Planning Team, we’ll use this two-hour virtual
workshop to reflect on the stakeholder feedback
and make adjustments to the draft Strategic Plan,
resulting in the content of a final draft that the
Economic Development & Tourism Manager can
take to the Board for approval.
PHASE II: STRATEGY DEVELOPMENT
In the second phase, we will take what we
learned in the first phase and work with you and
your stakeholders to turn insights into actionable
strategies. To best facilitate this work, we propose
forming a Planning Team of 8-12 members made up
of Visit San Luis Obispo staff and Board members,
contractors, and other key stakeholders as
appropriate. This Team will be asked to participate
in a day-long planning retreat.
Strategic Development Workshop
We will convene your Planning Team for this
full-day workshop and begin with a review of the
Strategic Perspectives Report, as the insights
and strategic recommendations contained in the
report will set the stage for a focused and effective
planning process. We will share what we’ve
learned and what we think it means strategically for
Visit San Luis Obispo.
The second part of this workshop will focus on
reaffirming the North Star for your organization:
your Vision, Mission, Values, and Position
statements. Combined, these statements set the
course for the organization and guide all other
decision-making, answering the questions of what
the organization exists to do, how its team and
Board members go about that work, and what
unique value the organization provides to the
community. We will center your existing Vision,
Mission, Values, and Position statements in
this conversation, ensuring that they are clearly
articulated and endorsed by the staff and Board
alike.
We will then facilitate the team through exercises to
draft an initial set of Objectives, the 3-5 main bodies
of work that the organization will undertake in the
next three years. This conversation will be heavily
informed by what we collectively learned from
the Strategic Perspectives Report, and therefore
will be both data-informed and an expression of
stakeholder perspectives.
For each Objective, we’ll identify a set of Strategies
and Indicators to monitor progress and success.
The result of this work will be 3-5 Objectives, whose
success can be judged by 2-3 Indicators, and whose
strategic aims will be furthered by the execution
of 3-6 Strategies. This will constitute the first draft
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8
PHASE III: IMPLEMENTATION
READINESS
The final phase of work will set Visit San Luis Obispo
up for successful implementation of the Strategic
Plan.
Final Plan Documentation
The final plan will be documented in the simplest
way possible—a single 11” x 17” sheet that has all
the plan elements on one side. In our experience,
having the plan documented as a “quick start guide”
supports implementation by making the content
of the plan readily accessible. If desired, we will
also produce a short “booklet” version of the plan
that goes into more detail about each strategy and
memorializes the Planning Team’s decisions.
Board Presentation
Whereabout will attend a January Visit San Luis
Obispo Board meeting virtually to assist in the
presentation of the final draft plan to the Board, and
to answer any questions about the process or the
greater industry context in which this plan lives.
Implementation Support
We never want to see our plans “gather dust
on a shelf” and neither do you. Although you’ve
implemented our plans before, we still believe it’s
beneficial to meet with the Economic Development
& Tourism Manager once every quarter for the first
year following completion of the plan to provide
guidance and coaching on getting implementation
up and running, and building out a first-year action
plan to take on the top-priority strategies. In our
experience, these check-ins perform two functions:
they provide an accountability deadline to get things
started, and they also give destination leaders a
forum for problem solving as implementation gets
ramped up.
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9
References
Visit Park City, UT
Jennifer Wesselhoff
President & Economic Development
& Tourism Manager
435.658.9617
jennifer@visitparkcity.com
Services Provided:
Strategic Planning
City of Napa TID, CA
Neal Harrison
Economic Development Manager
(707) 258-7857
nharrison@cityofnapa.org
Services provided:
Strategic Planning
Explore Butte County, CA
Nichole Farley
Executive Director
916.316.6066
nichole@explorebuttecounty.com
Services Provided:
Strategic Planning
2022-2027 Organizational Strategic Plan
On the heels of the creation of Visit Park City’s internationally-
recognized Sustainable Tourism Plan, Matthew (under contract
to Coraggio Group) and Stacy (under previous employment
at Coraggio Group) facilitated a process to create a five-year
Strategic Plan for the destination organization.
2024-2027 Strategic Plan
Whereabout led a process with the Local Governing Committee
of the City of Napa TID to create the organization’s first Strategic
Plan, supported by stakeholder interviews and a survey.
Whereabout’s continued engagement with the city of Napa is in
support of developing a destination marketing organization with
a Marketing Manager to lead the City’s tourism promotion.
Strategic Plan 2023-2025
Whereabout performed stakeholder outreach and facilitated a
Board retreat and subsequent work sessions to arrive at Explore
Butte County’s 3-year Strategic Plan.
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10
PROPOSED
TIMELINE
AUG SEP OCT NOV DEC JAN
Ph
a
s
e
I
Kickoff Meeting
Background Information Review
Stakeholder Survey
Stakeholder Interviews
Strategic Perspectives Report
Ph
a
s
e
I
I
Strategic Development Retreat
Stakeholder Check-in
Strategic Plan Revision Workshop
Ph
a
s
e
I
I
I
Final Plan Documentation
Board Presentation
Implementation Support >>
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11
Total Investment
Whereabout’s proposed costs per phase are detailed below. The total proposed fees for the Visit San Luis
Obispo Strategic Plan are $30,000, including hard costs for travel.
Phase I: Discovery & analysis $10,383
Phase II: strategy development $11,333
Phase III: implementation readiness $6,284
Estimated Travel Costs $2,000
TOTAL consulting fees $30,000
Terms
Whereabout invoices monthly, including consulting fees as incurred and reimbursable travel costs. Invoices
are due Net 30.
Proposed
Investment
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