HomeMy WebLinkAbout09/02/2003, C3 - 2003-05 COMMUNITY PROMOTIONS ADVERTISING SERVICES CONTRACT council n�9-z-o3
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C I T Y OF S AN L U IS O B I S P O
FROM: Wendy George,Assistance City Administrative Officer
Prepared By: Shelly Stanwyck,Economic Development Manager
SUBJECT: 2003-05 COMMUNITY PROMOTIONS ADVERTISING SERVICES
CONTRACT
CAO RECOMMENDATION
Approve the Promotional Coordinating Committee's (PCC)recommendation to provide funding for
and execute a two-year contract with Barnett, Cox & Associates to provide advertising services in
the amount of$164,900 in 2003-04 and$182,196 for 2004-05.
DISCUSSION
Background
The City's annual Community Promotion budget is approximately $375,000 for fiscal years 2003-
04 and 2004-05. This money is allocated to a variety of services to promote the City as an
overnight visitor destination. In response to declining transient occupancy tax revenues, increased
competition from neighboring communities, and a major Council Goal for 2003-05 focused on
tourism, the Council has adopted a Tourism Marketing Plan with the following main objectives:
1. Increase transient occupancy and sales tax.
2. Develop and implement a brand image.
3. Enhance and use•as a fulfillment tool the visitslo.com website.
4. Develop and maintain strategic alliances.
5. Collect more data about the City's market position.
6. Establish accountability standards for the community promotions contractors.
To accomplish its main objectives, the Tourism Marketing Plan contains a number of strategies.
One strategy is to continue with a diversified promotions effort. More specifically, the City should
continue to contract with several local organizations and an advertising contractor to fulfill its
promotional efforts. A diversified approach provides the City the opportunity to leverage limited
funds through unique visitors services, regional marketing efforts, and access to specialists in the
local tourism industry all in coordination with the advertising contractor selected to promote the
City. Four contracts exist to accomplish this diversified approach in the following areas:
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Council Agenda Report—2003-05 Community Promotion Advertising Services Contract
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advertising, public relations, visitors' services and regional marketing. On August 19, 2003,
Council approved three of the four contracts for community promotions entering into agreements
with the San Luis Obispo Chamber of Commerce and San Luis Obispo County Visitors and
Conference Bureau. Because of the time needed to complete the request for proposal process, the
advertising services contract is being brought forward now as.a separate contract approval.
The City's promotional program is overseen by its Promotional Coordinating Committee(PCC)and
staffed by the Administration Department's Economic Development Manager and Principal
Administrative Analyst.
Selection of Advertising Agency
In July, Council issued a Request for Proposal(RFP)for Advertising Services. Responses were due
July 31, 2003. Although proposal packets were requested from as faraway as South Dakota, only
three advertising agencies responded, all of which are located in the City of San Luis Obispo. On
August 13, 2003, the PCC conducted interviews with the responding advertising agencies: CCM
Marketing, Tom Jones & Associates and Barnett, Cox and Associates. During the interviews,
members of the PCC were able to ask questions of the contractors and gain an understanding of the
approach the agency would employ for promoting the City.
After concluding the interviews, members of the PCC engaged in a lengthy discussion of each of
the respondent agencies and assessed which agency would provide the best service to the City. The
agencies were evaluated on a variety of factors, not just on cost, including their incorporation of the
recently adopted Tourism Marketing Plan into their advertising efforts, the media they planned to
use to promote the City, and other aspects of their marketing efforts. The PCC focused its
discussions in particular on the implementation of the Tourism Marketing Plan, the branding of the
City with a logo or tagline for tourist promotions and the fulfillment of advertising responses.
After this discussion and careful consideration, the PCC is recommending the selection of Barnett,
Cox and Associates (BC&A) as the City's advertising agency for Community Promotions. The
minutes of the PCC's August, 13,2003 meeting are attached(Attachment 1).
Advertising Services Contract
BC&A demonstrated that it is fully qualified to develop a campaign and create and place
advertising on behalf of the City in various radio, print, television and electronic news and
entertainment outlets. BC&A, as have all the other City contractors, agrees to coordinate its
efforts with the other contractors to avoid duplication of efforts and costs. More specific services
to be provided by BC&A in promoting the City include: the development of a brand image for
community promotions, the development of advertising campaigns, various account services,
and the potential coordination with an outside consultant to assess the effectiveness of the City's
tourism advertising program. BC&A's contract addresses the Tourism Marketing Plan's
objective of developing accountability standards for the contracts by requiring monthly reports
with detailed information regarding the status of various activities undertaken on behalf of the
City.
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Council Agenda Report—2003-05 Community Promotion Advertising Services Contract
Page 3
FISCAL IMPACT
The amount currently budgeted in the 2003-04 Financial Plan for Community Promotions is
$754,500 for the two-year total. Advertising services account for $359,096 of this two-year total.
$12,000 of the advertising services for 2003-05 have previously been allocated to extend the current
contract with BC&A through the end of the RFP process, so that BC&A's proposed contract
allocation for 2003-04 is $164,900 and$182,196 for 2004-05. Additionally, $15,000 is to be used
in 2003-04 for consultant services for an advertising effectiveness study. The remaining
Community Promotions funds have already been allocated to the other three contracts over the two-
year term as follows: Chamber-Public Relations $80,790, Chamber-Visitors and Tourist Services
$160,370, VCB $138,040. A small annual amount of $600 is also set aside for PCC meeting
expenses.
ALTERNATIVES
Council could choose to fund the contractor at a different level or modify the scope of services.
Staff does not recommend making these adjustments, as the proposed contract is the result of a
carefully negotiated exchange.
ATTACHMENTS
1. Minutes of the August 13, 2003 Regular Meeting of the PCC
2. Agreement to Provide Advertising Services
Available in Council Reading File:
Tourism Marketing Plan
Electronic Fite Path:Adn in\projects\PCC%Council Agcnda Reports\Advertising Contract 03-05
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ATTACHMENT
PROMOTIONAL COORDINATING COMMITTEE
REGULAR MEETING MINUTES
August 13, 2003
Council Hearing Room, City Hall
San Luis Obispo, CA 93401
1. CALL TO ORDER
Chairperson Bob Griffin called the meeting to order at 4:00 p.m. with the following members
present: Diane Hunt Roberts, Louise Justice, George Newland, Debby Nicklas, Cate Norton
and Wilda Rosene. Shelly Stanwyck served as staff.
2. INTERVIEWS OF RESPONDING AD CONTRACTORS AND RECOMMENDED SELECTION
In response to the recently issued request for proposals for advertising services, three different
local advertising agencies responded. Interviews of three responding ad contractors were
conducted by the PCC. Each agency gave a presentation followed by questions and answers
by members of the PCC. During the interview process, members of the PCC were able to
better understand each agency's approach to providing community promotions services to the
City through the advertising contract.
After concluding the interviews, the PCC engaged in a lengthy discussion of each of-the ad
agencies. The responsiveness of the agencies to the Tourism Marketing Plan, their budget,
their emphasis on marketing the City, the media they would use to market the City and were
discussed. Members of the PCC were particularly concerned about branding the City,
fulfillment of advertisements, and the ability to implement the objectives of the Tourism
Marketing Plan.
Rosene moved and Norton seconded that that the PCC recommend to Council the award of
the Community Promotions Advertising Services Contract to Barnett, Cox and Associates. (4
to 2 (Justice and Hunt Roberts) 1-abstention (Nicklas)).
At 6:25 Committee Members took a break.
3. PUBLIC COMMENT
There as no comment from the Public. Chairperson Griffin reported to the members of the
public in attendance that the PCC had completed interviews of respondent advertising
contractors and is recommending to the City Council thatthe Advertising Services Contract be
awarded to Ba?nett, Cox and Associates.
4. APPROVAL OF MIN ES
The minutes of the regular \etinguly 9, 2003 were approved as presented.
(Nicklas/Rosene, unanimous
AGREEMENT TO PROVIDE ADVERTISING SERVICES
THIS AGREEMENT is made and entered into in the City of San Luis Obispo on
this day of September, 2003, by and between the CITY OF SAN LUIS OBISPO, a
municipal corporation, hereinafter referred to as City, and; the BARNETT, COX &
ASSOCIATES, a nonprofit corporation, hereinafter referred to as Contractor.
WITNESSETH:
WHEREAS, City desires to retain the services of a professional advertising firm to
cant' out a portion of the City's-Tourism Marketing Plan as recommended by the City's
Promotional Coordinating Committee (PCC); and
WHEREAS, City desires to engage.Contractor to provide these services by reason
of its qualifications and experience in performing such services, and Contractor has
offered to provide the requested services on the terms and in the manner set forth herein;
NOW THEREFORE, in consideration of their mutual promises, obligations, and
covenants hereinafter contained, the parties hereto agree as follows:
1. TERM. The term of this Agreement shall be from September 3, 2003 until
June 30, 2005. The term of this Agreement may be extended for an additional two years
by mutual written agreement by both parties.
2. INCORPORATION BY REFERENCE. Exhibit A.
3. REPRESENTATION FOR PROGRAM COORDINATION.
3.1 City. The City Administrative Officer or the designated representative
shall be the Project Manager representing the City for all purposes under this agreement..
3.2 Contractor. Contractor shall assign a single Project Manager to have
overall responsibility for the progress and execution of this agreement for the Contractor.
Maggie Cox, President/CEO of Contractor is hereby designated as the Project Manager.
Should circumstances or conditions subsequent to the execution of this document require
a substitute Project Manager for any reason, the Project Manager designee shall be
subject to the prior written approval by the City Project Manager.
4. CITY'S OBLIGATIONS. For providing services as specified in Exhibit A to
this Agreement, City agrees to cooperate with Contractor and Contractor shall receive
compensation as follows:
2003-04 2004-05
Marketing and Advertising Services $164,900 $182,196
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BCBA Advertising Services Contract 2003-05
Page 1
Payment shall be made monthly upon receipt of invoices with attached copies of work
order forms or detail invoices.
5. CONTRACTOR'S OBLIGATIONS.
5. 1. Scope of Work - Exhibit A. For and in consideration of the payments
and agreements to be made and performed by City, Contractor agrees to provide
services as described in Exhibit A attached hereto and incorporated into this Agreement.
5.2. Tourism Marketing Plan. Contractor agrees to assist the City in
achieving the major objectives set forth in the City of San Luis Obispo's Tourism
Marketing Plan 2003.
5.3. Coordination of Efforts with other Contractors. In addition to
Contractor, the City has service agreements for its community promotions efforts with the
San Luis Obispo County Visitors and Conference Bureau (VCB) for regional promotion
and marketing services as well as with the San Luis Obispo Chamber of Commerce to
provide public relations and visitors services. Contractor acknowledges the potential for
duplication of efforts and costs as a result of these agreements with the City. To
coordinate efforts, Contractor agrees to participate in monthly meetings of the
Promotional Coordinating Committee's Marketing Subcommittee and provide a 60-day
action plan at the meeting. In performing its services under this agreement, the Contractor
agrees to make every reasonable effort to coordinate activities and to identify and avoid
duplication of costs associated with the Promotional Services, VCB, and advertising
services agreements.
5.4 Promotion of City Properties. Contractor agrees during its promotion
of City and fulfillment of the terms of this contract that it shall promote all City of San Luis
Obispo lodging properties.
6. GENERAL TERMS AND CONDITIONS. Contractor shall meet all general
terms and conditions as specified in Exhibit B.
7. INSURANCE. The Contractor shall procure and maintain for the duration of
the contract insurance which meets the requirements of Exhibit C. As evidence of this
insurance, the Contractor shall provide the City with a Certificate of Insurance and an
Endorsement naming the City as an "Additional Insured".
8. AMENDMENTS. Any amendment, modification, or variation from the terms
of this Agreement shall be in writing and shall be effective only upon approval by the
Council of the City or the City Administrative Officer (CAO), up to the authority granted to
the CAO by Council.
9. INDEPENDENT CONTRACTOR. Notwithstanding any representations,
oral or written, between the parties, including any and all agents or representatives
thereof, Contractor at all times covered by the terms of this agreement is acting as a free.
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BCBA Advertising Contract 2003-05
Pape 2
and independent contractor, not as an agent of the City. Any and all supervision and
direction by any City official, department or body shall be only that necessary to provide
broad general outlines, and Contractor will use its own initiative and discretion in
performing the details of work herein.
10. COMPLETE AGREEMENT. This written Agreement, including all writings
specifically incorporated herein by reference, shall constitute the complete agreement
between the parties hereto. No oral agreement, understanding, or representation not
reduced to writing and specifically incorporated herein shall be of any force or effect, nor
shall any such oral agreement, understanding, or representation be binding upon the
parties hereto.
11. NOTICE. All written notices to the parties hereto shall be sent by United
States mail, postage prepaid by registered or certified mail addressed as follows:
City City Clerk
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Contractor Barnett, Cox & Associates
748 Pismo Street
San Luis Obispo, CA 93401
Attn: Maggie Cox
12. AUTHORITY TO EXECUTE AGREEMENT. Both City and Contractor do
covenant that each individual executing this agreement on behalf of each party is a
person duly authorized and empowered to execute Agreements for such party.
IN WITNESS WHEREOF, the parties hereto have caused this instrument to be
executed the day and year first above written.
ATTEST: CITY OF SAN LUIS OBISPO,
A Municipal Corporation
By:
Lee Price, City Clerk Dave Romero, Mayor
APPROVED AS TO FORM: CONTRACTOR
By:
JLnAtKan Lowell, City Attorney Maggie Cox, President/CEO
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BCBA Advertising Contract 2003-05
Page 3
EXHIBIT A
SCOPE OF WORK
A. Implement the goals and objectives outlined in the City's 2003 Tourism Marketing
Plan.
B. Plan, prepare and implement annual advertising campaign.
C. Develop a focused image or tagline that can be used as the City's Community
Promotions Brand by year--end 2003.
D. Provide account services such as but not limited to:
D.I. Ad concept
D.2. Design and production
D.3. Media buys and placement
DA. Budget management
D.S. Additional services as needed
E. Prepare and provide status reports on the account budget including standing to
date during monthly reports.
E.1. Pay invoices and account for all such activity conducted on the City's
behalf in any media buys
F. Potentially working with an outside consultant hired by the City to perform a
"conversion study"to determine the effectiveness of the City's advertising program.
G. Establish and maintain an effective working relationship with the PCC. Liaison
between the PCC and Contractor will be through the PCC Marketing
Subcommittee
G.1. Provide 60-day worts plan at monthly meeting.
G.2. Coordinate efforts at monthly meeting.
G.3. Refine; and adjust campaign objectives as recommended.
H. Monthly, provide the PCC with written reports, one week prior to the regular
meeting, on the status of all aspects of the advertising campaign.
H.1.. Attend monthly PCC meetings to discuss campaign activities.
H.2. Provide examples of materials created.
H.3. Summarize media placements and results.
I. Plan and commission research activity that the PCC or City Council may require
related to community promotions to evaluate the effectiveness of advertising
campaigns. ///��� t/X/
BCSA Advertising Contract 2003-05C3
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Page 4
J. Coordinate activities of the advertising campaign and use of the Community
Promotions Brand with services provided by the San Luis Obispo Chamber of
Commerce and the San Luis Obispo County Visitors and Conference Bureau.
K. Providing advertising "fulfillment" services in response to requests for material
arising out of the City's advertising program. This may be subcontracted to
another party such as a "fulfillment house"or the Chamber of Commerce.
BUA Advertising Contract 2003-05
Page 5
EXHIBIT B
GENERAL TERMS AND CONDITIONS
1. Business Tax. Contractor must have a valid City of San Luis Obispo business
tax certificate prior to execution of the contract. Additional information regarding
the City's business tax program may be obtained by calling (805) 781-7134.
2. Ability to Perform. Contractor warrants that it possesses, or has arranged
through subcontracts, all capital and other equipment, labor, materials, and
licenses necessary to carry out and complete the work hereunder in compliance
with any and all federal, state, county, city, and special district laws, ordinances,
and regulations.
3. Laws to be Observed. Contractor shall keep itself fully informed of and. shall
observe and comply with all applicable state and federal laws and county and
City of San Luis Obispo ordinances, regulations and adopted codes during its
performance of the work.
4. Payment of Taxes. The contract prices shall include full compensation for all
taxes that Contractor is required to pay.
5. Permits and Licenses. Contractor shall procure all permits and licenses, pay
all charges and fees, and give all notices necessary.
6. Safety Provisions. Contractor shall conform to the rules and regulations
pertaining to safety established by OSHA and the California Division of Industrial
Safety.
7. Public and Employee Safety. Whenever Contractor's operations create a
condition hazardous to the public or City employees, it shall, at its expense and
without cost to the City, furnish, erect and maintain such fences, temporary
railings, barricades, lights, signs and other devices and take such other
protective measures as are necessary to prevent accidents or damage or injury
to the public and employees.
8. Preservation of City Property. Contractor shall provide and install suitable
safeguards, approved by the City, to protect City property from injury or damage.
If City property is injured or damaged as a result of Contractor's operations, it
shall be replaced or restored at Contractor's expense. The facilities shall be
replaced or restored to a condition as good as when the Contractor began work.
9. Immigration Act of 1986. Contractor warrants on behalf of itself and all sub-
contractors engaged for the performance of this work that only persons
authorized to work in the United States pursuant to the Immigration Reform and
Control Act of 1986 and other applicable laws shall be employed in the
performance of the work hereunder. 1/�
BC&A Advertising Contract 2003.051-.cJ (V
Page 6
10. Contractor Non-Discrimination. In the performance of this work, Contractor
agrees that it will not engage in, nor permit such sub-contractors as it may
employ, to engage in discrimination in employment of persons because of age,
race, color, sex, national origin or ancestry, sexual orientation, or religion of such
persons.
11. Work Delays. Should Contractor be obstructed or delayed in the work required
to be done hereunder by changes in the work or by any default, act, or omission
of the City, or by strikes, fire, earthquake, or any other Act of God, or by the
inability to obtain materials, equipment, or labor due to federal government
restrictions arising out of defense or war programs, then the time of completion
may, at the City's sole option, be extended for such periods as may be agreed
upon by the City and the Contractor.
12. Payment Terms. The City's payment terms are 30 days from the receipt of an
original invoice and acceptance by the City of the services provided by
Contractor (Net 30).
13. Inspection. Contractor shall furnish City with every reasonable opportunity for
City to ascertain that the services of Contractor are being performed in
accordance with the requirements and intentions of this contract. All work done
and all materials furnished, if any, shall be subject to the City's inspection and
approval. The inspection of such work shall not relieve Contractor of any of its
obligations to fulfill its contract requirements.
14. Audit. The City shall have the option of inspecting and/or auditing all records
and other written materials used by Contractor in preparing its invoices to City as
a condition precedent to any payment to Contractor.
15. Interests of Contractor. Contractor covenants that it presently has no interest,
and shall not acquire any interest direct or indirect or otherwise, which would
conflict in any manner or degree with the performance of the work hereunder.
Contractor further covenants that, in the performance of this work, no sub-
contractor or person having such an interest shall be employed. Contractor
certifies that no one,who has or will have any financial interest in performing this
work is an officer or employee of the City. It is hereby expressly agreed that, in
the performance of the work hereunder, Contractor shall at all times be deemed
an independent contractor and not an agent or employee of the City.
16. Hold Harmless and Indemnification. Contractor agrees to defend,
indemnify, protect and hold the City and its agents, officers and employees
harmless from and against any and all claims asserted or liability
established for damages or injuries to any person or property, including
injury to Contractor's employees, agents or officers which arise from or are
connected with or are caused or claimed to be caused by the acts or
omissions of Contractor, and its agents, officers or employees, in
BUA Advertising Contad 20O.W5
Page 703 - 11
performing the work or services herein, and all expenses of investigating
and defending against same; provided, however, that Contractor's duty to
indemnify and hold harmless shall not include any claims or liability
arising from the established sole negligence or willful misconduct of the
City, its agents, officers or employees.
17. Year 2000 Compliance. The Contractor warrants that the goods or services
provided to the City, including those provided through subcontractors, are "Year
2000 compliant." For the purpose of this contract, "Year 2000 compliant" means
that goods or services provided to the City will continue to fully function, fault-
free, before, at and after the Year 2000, without interruption or human
intervention; and if applicable, any data outside of the date range 1990-1999,
including leap years, will be correctly processed in any level of computer
hardware or software, including, but not limited to, microcode, firmware,
application programs, files and data bases. This warranty supersedes all
warranty disclaimers or limitations, and all limitations on liability, otherwise
provided by the Contractor..
Upon request by the City, the Contractor will provide the City with a description
of its Year 2000 compliance strategy, or statement of why this is not relevant to
contract performance.
18. Contract Assignment. Contractor shall not assign, transfer, convey or otherwise
dispose of the contract, or its right, title or interest, or its power to execute such a
contract to any individual or business entity of any kind without the previous
written consent of the City.
19. Termination. If, during the term of the contract, the City determines that
Contractor is not faithfully abiding by any term or condition contained herein, the
City may notify Contractor in writing of such defect or failure to perform; which
notice must give Contractor a 10 (ten) calendar day notice of time thereafter in
which to perform said work or cure the deficiency.
If Contractor has not performed the work or cured the deficiency within the ten
days specified in the notice, such shall constitute a breach of the contract and
the City may terminate the contract immediately by written notice to Contractor to
said effect. Thereafter; neither party shall have any further duties, obligations,
responsibilities, or rights under the contract.
In said event, Contractor shall be entitled to the reasonable value of its services
performed from the beginning date in which the breach occurs up to the day it
received the City's Notice of Termination, minus any offset from such payment
representing the City's damages from such breach. "Reasonable value" includes
fees or charges for goods or services as of the last milestone or task
satisfactorily delivered or completed by Contractor as may be set forth in the
Agreement payment schedule; compensation for any other work, services or
goods performed or provided by Contractor shall be based solely on the City's
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1
assessment of the value of the work-in-progress in completing the overall
workscope.
The City reserves the right to delay any such payment until completion or
confirmed abandonment of the project, as may be determined in the City's sole
discretion, so as to permit a full and complete accounting of costs. In no event,
however, shall Contractor be entitled to receive in excess of the compensation
quoted in its proposal.
20. Ownership of Materials. All original drawings, plan documents and other
materials prepared by or in possession of Contractor as part of the work or
services under these specifications shall become the permanent property of the
City, and shall be delivered to the City upon demand.
21. Release of Reports and Information. Any reports, information, data, or other
material given to, prepared by or assembled by Contractor as part of the work or
services under these specifications shall be the property of City, and shall not be
made available to any individual or organization by Contractor without the prior
written approval of the City .
22. Copies of Reports and Information. If the City requests additional copies of
reports, drawings, specifications, or any other material in addition to what
Contractor is required to furnish in limited quantities as part of the work or
services under these specifications, Contractor shall provide such additional
copies as are requested, and City shall compensate Contractor for the costs of
duplicating of such copies at the Contractor's direct expense.
23. Attendance at Meetings and Hearings. As part of the workscope and included
in the contract price is attendance by the Contractor to public meetings to
present and discuss its findings and recommendations. Contractor shall attend
as many "working" meetings with staff as necessary in performing workscope
tasks.
BCBA Advertising Contract 2003-05 C I
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EXHIBIT C
INSURANCE
Insurance. Contractor shall procure and maintain for the duration of the contract
insurance against claims for injuries to persons or damages to property which may arise
from or in connection with the performance of the work hereunder by Contractor, its
agents, representatives, employees, or sub-contractors.
a. Minimum scope of insurance. Coverage shall be at least as broad as:
• Insurance Services Office Commercial General Liability coverage
(occurrence form CG 0001).
• Insurance Services Office form number CA 0001 (Ed. 1/87) covering
Automobile Liability; code 1 (any auto).
Workers' Compensation insurance as required by the State of
California and Employer's Liability Insurance.
• Errors and Omissions Liability insurance as appropriate - to
Contractor's profession.
b. Minimum limits of insurance. Contractor shall maintain limits no less
than:
• General Liability: $1,000,000 per occurrence for bodily injury,
personal injury and property damage. If Commercial General
Liability or other form with a general aggregate limit is used, either
the general aggregate limit shall apply separately to this
project/location or the general aggregate limit shall be twice the
required occurrence limit.
Automobile Liability: $1,000,000 per accident for bodily injury and
property damage.
• Employers Liability: $1,000,000 per accident for bodily injury or
disease.
• Errors and Omissions Liability: $1,000,000 per occurrence.
C. Deductibles and self-insured retentions. Any deductibles or self-insured
retentions must be declared to and approved by the City. At the option of
the City, either: the insurer shall reduce or eliminate such deductibles or
self-insured retentions as respects the City, its officers, officials, employees
and volunteers; or Contractor shall procure a bond guaranteeing payment
of losses and related investigations, claim administration and defense
expenses.
d. Other insurance provisions. The general liability and automobile liability
policies are to contain, or be endorsed to contain, the following provisions:
BCBA ACvertIsing Contract 2003.05 •3 - 14
Page 10 v
• The City, its officers, officials, employees, agents and volunteers are
to be covered as insureds as respects: liability arising out of
activities performed by or on behalf of Contractor, products and
completed operations of Contractor; premises owned, occupied or
used by Contractor; or automobiles owned, leased, hired or
borrowed by Contractor. The coverage shall contain no special
limitations on the scope of protection afforded to the City, its officers,
official, employees, agents or volunteers.
• For any claims related to this project, Contractor's insurance
coverage shall be primary insurance as respects the City, its officers,
officials, employees, agents and volunteers. Any insurance or self-
insurance maintained by the City, its officers, officials, employees,
agents or volunteers shall be excess of Contractor's insurance and
shall not contribute with it.
• Any failure to comply with reporting or other provisions of the policies
including breaches of warranties shall not affect coverage provided
to the City, its officers, officials, employees, agents or volunteers.
• Contractors insurance shall apply separately to each insured against
whom claim is made or suit is brought; except with respect to the
Limits of the insurers liability.
• Each insurance policy required by this clause shall be endorsed to
state that coverage shall not be suspended, voided, canceled by
either party, reduced in coverage or in limits except after thirty (30)
days' prior written notice by certified mail, return receipt requested,
has been given to the City.
e. Acceptability of insurers. Insurance is to be placed with insurers with a
current A.M. Best's rating of no less than A:VII.
f. Verification of coverage. Contractor shall furnish the City with a certificate
of insurance showing maintenance of the required insurance coverage.
Original endorsements effecting general liability and automobile liability
coverage required by this clause must also be provided. The
endorsements are to be signed by a person authorized by that insurer to
bind coverage on its behalf. All endorsements are to be received and
approved by the City before work commences.
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MEETING a AGENDA
DATE ITEM #�
ilCity of San Luis Obispo, 2003
Executive Summary .................................................................. 1
Current Market Conditions........................................................2
City of San Luis Obispo Community Promotions Program ............... 2
LocalTrends ........................................................................... 3
Competitive Assessment ...........................................................4
IndustryTrends ...................................................................... 7
® Market Analysis .......................................................................8
Strengths
Weaknesses ............................................................................ 8
Opportunities ......................................................................... 9
JL_ Threats .................................................................................. 9
® Market Segmentation ............................................................... 10
Market Positioning ................................................................... 11
MarketingObjectives ................................................................ 12
MarketingStrategy................................................................... 13
moari '
)City of San Luis Obispo, 2003 ■
In response to declining transient occupancy tax revenues, increased competition from
neighboring communities, and a major Council Goal for 2003-05 focused on tourism,
the City's Promotional Coordinating Committee embarked on the endeavor of updating
its Marketing Plan for Community Promotions. The City of San Luis Obispo Tourism
Marketing Plan 2003 outlines major objectives and goals to improve the City's market
position.
The primary target visitors to San Luis Obispo should be a sophisticated well educated,
travel minded couple looking for a trip that will afford them the opportunity to
experience a variety of activities and feel refreshed upon completion of their visit.
The Six Main Objectives of This Plan Are:
1. Increase transient occupancy and sales tax.
2. Develop and implement a brand image.
3. Enhance and use as a fulfillment tool the visitslo.com website.
4. Develop and maintain strategic alliances.
5. Collect more data about the City's market position.
6. Establish accountability standards for the community promotions
contractors.
The objectives in this Plan will require significant work on the part of members of the
PCC, the City's Community Promotions Contractors and members of the local tourism
community. The results of this work will not only improve the City's fiscal health but
wilt demonstrate why the business people of San Luis Obispo are part of the "SLO
LIFE':
h
1
,City of San Luis Obispo, 2003
City of San Luis Obispo Community Promotions Program
History & Goals
In June 1970, the San Luis Obispo City In 1964, the City passed its first TOT ordi-
O Council established the seven-member nance, obligating City hotels and motels to
Promotional Coordinating Committee collect this tax at the then rate of 5%.
(PCC) as a standing City committee. Increases to the TOT occurred in 1976, raising
TOT to 6%; in 1991 to 9%; and finally, to the
current TOT rate of 10% in 1993. The na-
tional. average for TOT is 12%. The City's TOT
1. Improve the quality of life is unlikely to change in the near-term, in an
available to all residents of and era post California voter approved Prop 218,
visitors to San Luis Obispo which would require any modifications to the
City's TOT to be taken to a vote of all City
2. Promote,in a manner consis- residents.
Otent with long-range community During the 1990's, the importance and
goals, the development of San Luis predictability of TOT as a revenue stream
Obispo as a regional and tourist
center. became evident to the City. At that time, the
TOT rates increased on average 10% per year.
The PCC is responsible for a comprehensive The growth came without significant develop-
ment; with the number of hotel/motel
promotional program that includes over- properties and rooms, increasing slightly.
seeing the development of advertising Beginning with the national economic
and public relations campaigg n as well as downturn in 2001, revenue growth in TOT
promotional publications, including maps became less predictable. Like many munici
and informational brochures. The PCC also pa es, 2001-02 was an "off year' for TOT in
c makes recommendations to Council regard- San Luis Obispo. 2002-03 has had its ups and
ing grants to organizations that encourage downs.
and provide for the economic, cultural,
and recreational improvement of San Luis Because TOT merely provides the amount of
Obispo under the Cultural Activities tax collected, not occupancy rates, TOT alone
Program. is not a good indicator of current market
Staff assistance is provided by Administra- trends. In reviewing Smith Travel Research
tion from the Economic Development Reports, for the City, for several years, we
Manager and Principal Administrative find the trend to be toward lower occupancy
Analyst. rates and higher room rates. As a mid-priced
market, there has been a tolerance for rate
increases. Declines in occupancy have been
Transient Occupancy Tax offset by rate increases. This trend, however,
The Cites community promotions program
is not sustainable.
focuses on promoting the City as a tourist
destination. By doing so, the program
creates a strong and reliable tourism
component to the City's economic base.
The City's third largest revenue source to
its General Fund is Transient Occupancy
Tax (TOT).
2
Obispo, 2003
Local Trends
City Transient Occupancy Tax
The City of San Luis Obispo experienced
consistent growth in its TOT for many years; During the same year, the San Luis Obispo
it is just recently that TOT for the City has County VCB distributed travel guides to 35,000
fallen off. potential visitors, of which an estimated
10,850 (31%)' stayed overnight in San Luis
Although TOT revenues are varying signifi- Obispo.
V==4 cantly from month to month, some months
are up others are off, in looking at Smith In 2000, the City completed an Advertising
Travel Research Reports, one trend appears Conversion Study that profiled the type of
clear. Occupancy, in particular midweek visitor to San Luis Obispo. According to
occupancy, is down. TOT revenues have been Campbell Research, the "typical visitor" to San
assisted in part by increased room rates. Luis Obispo is a well-educated adult couple
Revenue declines from most properties seem that travels by car and makes at least three
directly attributable to midweek business leisure trips a year. They stay for a day or a
travel having substantially declined. The weekend to shop and sightsee in San Luis
market is now sharing its tolerance for rate Obispo and other cities, spending about $400
increases so TOT revenues are unpredictable to $500. About half consider San Luis Obispo
at this time. their primary destination.
Visitor Information and Conversion Summer is the peak time for out of state visits
to San Luis Obispo while fall is for in state
Studies visits. The LA Times was one of the strongest
The City of San Luis Obispo is a popular place. sources for conversion.
Almost 66,000 visitors sought information
from the San Luis Obispo Chamber of Com- In summarizing respondents' description of
merce Visitors Center from March 2002 until their most recent trip to San Luis Obispo - 48%
February 2003. In 2002, working with the listed it as their primary destination, while
City's Advertising Contractor, Barnett, Cox and 27% characterized it as a place to visit as they
Associates, the Visitors Center provided 7,899 travel through, and another 25% as one of"a
fulfillment packets to potential visitors. few key stops."N,d�2002SLO comm vcs AdrnWng caovemonsmdy.
Smith Travel Monthly Occupancy Rate
City of San Luis Obispo 2001-2003
A `n
BO
70
50 — —
S:2O02
40
f 30 —
20 —
10 - —
0
January February March April May Juna July August S.,t...r Octubor N. ., Ncmmar
3
Obispo, 2003 ■
Competitive Assessment
The City of San Luis Obispo faces competition locally as well as within the greater Central
Coast Region (specifically Santa Barbara and the Monterey Bay Area). Locally, Paso Robles,
® Pismo Beach, and the North Coast compete with the City for visitors. Each area has a
different approach to tourist promotions that will be discussed in detail below.
in Luis Pismo Paso Santa
Obispo Beach Robles Barbara Bay Area
Number of 33 31 hotels 17 165 225
Properties 3 RV Parks
O Number of 1,861 1,394 Rooms 748 9,449 12,000
Rooms 725 RV Spaces
Total Budget $378,800 $499,699 $215,000 $1,577,266 $3,000,000
Funding from $378,800 $450,000 $204,000 $1,339,866 $541,129
City
Funding from N/A N/A N/A $106,000 $1,700,000
County
Membership 0 0 $5,000 $65,000 $200,790
Dues
The Monterey Bay Conference and Visitors The Monterey VCB has 14 staff members,
Bureau (Monterey VCB) contracts with the and they are considered full-service.
County of Monterey, the City of Monterey, They provide convention services, sales
and other area municipalities. They have services, cultural tourism and have a
n , three contracts for funding from the public relations and communities, promo-
municipalities, including discretionary and tion department. The web design work of
non-discretionary contracts. They are a the Monterey VCB is done internally, with
c membership-based organization.with an outside portal style web provider. The
p"9 private source revenue in the form of Public Relations and Communication
dues. Department is responsible for updating
their website.
The City of Monterey owns the Visitors
Center building. The City funds the
Monterey VCB to operate the Visitor
Center. Other City's in turn pay the City
of Monterey to get their information at
the Visitor's Center.
4
• San Luis Obispo, California irism Marketing Plan 2003
Ci�y of Santa Ba7-baiw
The Santa Barbara Conference & Visitors The SBCVB&FC has a staff of 12. They are a
Bureau and Film Commission (SBCVB&FC), membership-based organization with about
is an independent, non-profit corporation 200 hospitality partners from the private
® comprised of marketing professionals. sector. Their Board of directors is comprised
They have a contract with the City of of 16 volunteer professionals from their
Santa Barbara ($1,339,866) and a contract membership. They also serve as the Film
with the County of Santa Barbara Commission for Santa Barbara County.
($106,400) to provide external marketing
0 including advertising, public relations, The SBCVB&FC focuses on marketing that
lead generation, web marketing, and so promotes tourism (both corporate and
forth. leisure). They are responsible for branding
and marketing the community to potential
The Santa Barbara Visitors Center is run by visitors (outside of the county). Once the
the Santa Barbara Chamber of Commerce visitors arrive, they are serviced by the.
O with funding from the City of approxi- Chamber via the Visitors Center. The Film
mately $60,000 per year. The Visitors Commission is part of the CVB because its
Centers main function is to answer ques- mission (to promote Santa Barbara County
tions from visitors once they are in the as a destination for filming). Both bring
City and to distribute brochures such as external dollars into the community and
the County Visitors Guide, produced by the are marketed with a unified message. They
SBCVB&FC. work with web designers to develop their
visitor-friendly site that is consistent with
their branding. All maintenance is per-
formed in-house by the CVB.
City of Paso Robles
The City of Paso Robles began focusing on The Paso VCB provides a wide variety of
tourism as a key industry in 1995. At that services in its promotional efforts. It
time, the City and the Paso Robles Cham- maintains Visitors Centers in downtown
ber of Commerce entered into a Services Paso Robles at their train station and at
Agreement whereby the Chamber would their airport. They create and place ads as
provide promotional services to the City well as develop and maintain a website.
through the Paso Robles Visitors & Confer- They partner regionally, with the San Luis
ence Bureau (Paso VCB). Obispo County VCB on cooperative advertis-
ing and support of region marketing efforts.
Presently, the City of Paso Robles has a
three-year contract with the Paso Robles They engage in extensive public relations
Chamber of Commerce for promotions releasing on average a press release per.
funding the Chamber in 2003 at the base week describing events and happenings in
amount of$159,000, in 2004 at the base and around Paso Robles. They also maintain
amount of $213,700 and in 2005 at the a calendar of events. The staff focuses on
base amount of $218,300. Depending individualized visits with travel writers and
upon the amount of TOT collected by the their personal touch has resulted in recent
City, the Paso VCB receives a bonus (or a articles in Forbes and Via Magazines. They
I percent of the TOT). The Paso VCB has a also are working closely with the Central
Director, Directors Assistant and a Full- Coast Ag Tourism Council and the City's
Time Equivalent (46 hours of Visitors Barney Schwartz Park, providingstaff sup-
Center Work). port and coordination.
The Paso Chambers President/CEO and
Board of Directors help to provide guidance
to the Paso VCB. 5
LCIty of San Luis Obispo, 2003 ■
v J
City of
Beach
OThe Pismo Beach Visitors and Conference They presently contract with Tom Jones
i Bureau (Pismo Beach VCB) is a department Advertising for services including web-
1 ] of the City of Pismo Beach. The employees design, commercials, etc. When possible
work for the City and the City funds the they do basic graphic work themselves.
promotional efforts its staff puts forth. They update their website and maintain it
Because the Pismo Beach VCB is a City "in-house" spending 5-10 hours per week
Department, all local properties are on the website.
"members' as the program is not member-
ship-based. The Pismo Beach VCB has a Board of
O Directors who determines the specific
Through a contract with the Pismo Beach allocations of their budget. Their annual
Chamber of Commerce, for $77,000 per budget for 2003 is $450,000. They
year, the City maintains a Visitors Center presently do not have a relationship with
in downtown Pismo Beach. Funding of the the Countywide VCB having opted to do
Visitors Center includes an 800-phone only direct advertising, and no coopera-
number for travel guide requests as well as tive/regional work. The Pismo Beach VCB
postage costs for fulfillment. The building sets their target market as the driving
that the Visitors Center is presently in is market from as far away as five to seven
City owned, the City provides it at no hours. To capture this market, they
charge and also pays all utility costs. The actively advertise in the San Francisco
Chamber pays for maintenance and use. and Sacramento Markets. Pismo Beach
VCB does what they refer to as "mainte-
The City employs two people to manage nance marketing" in Los Angeles and the
the Pismo Beach VCB. They are respon- Central Valley; they feel that people in
sible for all public relations efforts. They the Central Valley know Pismo Beach
produce an average of three to four press better than residents do as it's often
releases each month. They do many story referred to as "Fresno West."
pitches each month to travel writers.
When a travel writer comes to town, they
"wine and dine" them by taking them to
dinner, driving them on the beach, coordi-
nating lodging, etc. They also coordinate
and/or participate in familiarization tours
(Fam Tours). They participate in many
trade shows and group events and also are
members of travel industry organizations
including TIA and NTA. A recent San Luis
Chamber/San Luis County VCB Golf Famil-
iarization Trip was very beneficial to Pismo
Beach.
6
• . .. 2003
C�
Industry Trends
In reviewing the Travel Industry Associa- We Have the Ingredients for a
tion of American's (TIA) top travel trends Successful Leisure Travel Market
O for 2002, there are several that should be
of concern to the City and several that Leisure travel is predicted to be the strongest
should be capitalized on by the City. travel segment. Leisure travel includes
' visiting friends and family as well as visiting
heritage sites and parks. Interestingly, many
�4 Business Travel Has leisure travel decisions are made based on tax
Fundamentally Changed refunds and marketing in April can prove
Business travel may never return to the lucrative. Consumers expect to be able to
level that it was in 2000. The manner in access online trip planning and purchases.
which business communications are This trend is increasing exponentially with
accomplished have changed. Technologi- technology-use dominating travel-marketing
O cal advances have enabled business travel- trends.
ers to remain at home more frequently.
The costs from a fiscal and physical Vacation destinations sought include beaches
standpoint of traveling exceed the ben- as weU as mountains and historical sites.
efits. Business travel is expected to
rebuild somewhat, but not to exceed 2000 There is a niche market potential.for San Luis
levels for at least five years, if then. Obispo. We offer adventure, "heritage' and
Partnerships with local visitors organiza- nature based opportunities as well as being
tions and properties are suggested so that very close to wonderful beaches.
vital information can be shared.
Top LeisureActivities
tt , Shopping 33%
Second Best Presents an Oppor- Outdoor (camping, hiking, biking) 14%
tunity for Smaller Conferences Historical sites/museums 14%
Although TIA predicts that conventions Beaches 10%
and meetings will be very challenging - Cultural Events/Festivals 10%
many conventions and meetings are National/State Parks 10%
moving to so-called second tier cities. San
Luis Obispo, because of its convenient
location to Los Angeles and San Francisco
4.., should pursue this market. We would
however need to provide some of the
following:
- Flexible-use spaces
- Easy loading and unloading of trade
show materials
- Parking
- Pedestrian friendly, within walking
distance - restaurants, shops and
attractions
- Superb customer service at the facilities
used
- Security and access must be adequately
addressed
_.
• .• 2003
strengths Weaknesses
San Luis Obispo's strengths vary from the In developing the objectives for this market-
tangible, such as our location and scenic ing plan, an analysis of the City's weaknesses
beauty, to the intangible, such as the friendli- was conducted to better position the City.
ness of the local residents. Many of the City's visitor weaknesses can be
addressed.
Location
San Luis Obispo is a "gas tank" away from No Focused Brand Image
Californias major population centers. We are The City of San Luis Obispo lacks a focused
centrally located between Los Angeles and San image or brand that is presented to poten-
Francisco. We are also an easy drive over the tial visitors. There appears to be a per-
hills for residents of the San Joaquin Valley ceived lack of distinction between the City
seeking coastal access. San Luis Obispo is the of San Luis Obispo and the County of San
geographic, cultural, educational, and employ- Luis Obispo. Many people when visiting the
ment center of San Luis Obispo County. San County, seem to refer to the entire region as
Luis Obispo's location gives it the ability to San Luis Obispo. As a brand, San Luis
attract visitors from diverse markets seeking Obispo may be the generic name, like
convenient access to countywide attractions Kleenex, for the various visitor activities
as well as the City itself. offered throughout the County.
Downtown No Major Attractions
Downtown San Luis Obispo has a unique mix There are no major attractions, such as
of historic buildings, new lifestyle centers, Disneyland or an Aquarium, in San Luis
tong-time local retailers, and national chains. Obispo, though for some this may be a
It's pedestrian friendly nature and mix of strength.
shopping and entertainment opportunities
result in a popular destination for visitors who Limited Convention Facilities
seek something that is unique. Presently, we lack adequate convention
facilities, for large meetings. Because of
The SLO LIFE our centralized location, we may be missing
The residents of San Luis Obispo are friendly out on potential meetings from diverse
and helpful to visitors and residents alike. groups who could "meet in the middle".
Visitors often comment on how welcome they
feel in our City. San Luis Obispo is a safe Limited Funds
community that presents many family ori- As compared to Monterey and Santa Bar-
ented activities such as the world famous bara, the City's funds for marketing itself as
Farmer's Market. a visitor location are limited.
Value Perceptions
San Luis Obispo offers value to visitors. Not There still seems to be a perennial percep-
only are San Luis Obispo's lodging properties tion that San Luis Obispo is unsophisti-
priced more competitively than Monterey or cated, a "cow town" with little to offer in
Santa Barbara's but they offer good value to the way of culture or that the City is too
their customers. The same can be said about much of a "college town Santa Barbara
the dining and shopping opportunities in the and Monterey have greater national and
City. international recognition.
Limited Air Transportation
Air transportation to San Luis Obispo is
presently limited by the number of flights
to the City and the areas of origination. 8
kcity of San Luis O 2003
Opportunities Threats
Upon analysis, there are a series of opportu- The following represent possible threats to
nities before the City, which if capitalized the recovery and improvement of the City's
on, could result in increased TOT. community promotion efforts:
1. Convert casual day-trip travelers to 1. Continued blurring of the brand
overnight stays. Do so by marketing that distinction between San Luis Obispo
there is more to do in San Luis Obispo County and San Luis Obispo City.
than a visitor can do in one day.
2. Increased promotional efforts by
2. Encourage visitors to stay one more competitors.
night.
3. A significantly stronger economy
3. Encourage visitors to come again. which results in decreased attraction to
"gas tank" away locations.
4. Leverage visitors to Santa Barbara and
Monterey into feeling compelled to visit 4. A continued weak economy affecting
San Luis Obispo as well. the disposable income of potential
visitors.
5. Target residents of Arizona, who can
take advantage of air service presented
provided by America West direct from
Phoenix to visit.
n , 6. Maintain and increase strategic alli-
ances with other groups. Potential
strategic alliances include the following
groups:
Airlines KCBX
Cities
Amtrak ' '
Arts Community ' '
rt
Cal Poly PAC
' '
Cal Poly Alumni
Cuesta Restaurants
Downtown Association Retailers
hony
Hearst Castle Wineries
Hotels/Motels Youth Sports
9
GtV of San Luis Obispoi2003
In defining both the typical.visitor to San Luis Obispo and the intended visitor to San Luis Obispo
a series of questions were answered. The two most critical provide insight into our ideal visitor.
Who comes to San Luis Obispo?
Visitors to San Luis Obispo are a diverse group. The following are included in the group:
o Affluent Travelers Former residents
Californians Hearst Castle Visitors
Cal Poly parents/alumni/friends Outdoor enthusiasts
Conference Attendees Potential residents
Couples without children Retirees
Cultural events attendees Wine enthusiasts
Educated/Intellectuals Work related visitors
Friends and Family of residents Youth Sports Teams
Who should come to San Luis Obispo?
The PCC identified the following groups of visitors where growth opportunities both now and
in the future exist:
Who Shoud Visit SL 0?
Arizona residents Film companies
V•/ Bay Area residents Outdoor enthusiasts
�1 Bus groups San Joaquin Valley residents
Conference attendees Special interest groups
Families Visitors to Monterey/Santa Barbara
A�
Our Primary Target
The primary target visitors for San Luis Obispo should be a sophisticated, well educated, value
minded couple who is looking for a trip that will afford them the opportunity to experience a
variety of activities and feel refreshed upon completion in the San Luis Obispo geographic
region.
10
Obispo, . 2003 ■
Thee central themes emerged for positioning the City in its market. The uniqueness of
e City combined with its central location is key to positioning the City regionally.
The value of a visit to the City is key to positioning the City alongside Monterey/Carmel
and Santa Barbara.
1. The "SLO LIFE" should be the center of any visit.
San Luis Obispo shares many amenities with surrounding cities such as golf, shop-
ping, restaurants, coastal weather and proximity to major markets. But it is the
unique "SLO LIFE" of friendly people, value pricing, Farmer's Market, and the Down-
town, that make San Luis Obispo distinct. The City of San Luis Obispo should posi-
tion itself as the center of anyone's visit to the County. Visitors should be encour-
aged to make San Luis Obispo their base for excursions to locations within the County
and "stay here, play here, and play there':
2. The City is different from the County
® The City should be positioned distinctly from the County of San Luis Obispo as a
whole. The image management of the City should re-enforce to visitors the distinc-
tion and benefit to staying overnight in San Luis Obispo City as opposed other
locations within the County.
� V==4
U/ 3. The Value Priced Alternative
® The City should be positioned against Monterey/Carmel and Santa Barbara as the
simpler, value priced alternative. These efforts should focus on the fact San Luis
Obispo has all that they have to offer but without the higher price tag.
�J
Q�
1�
r
rl
! • . 2003
1
1. Increase TOT and Sales Tax 3. Enhance and Use as a
The need to increase TOT and Sales Tax Fulfillment Tool the visitslo.com
revenues is critically important to the contin- Website
ued fiscal health of the City.
The website should serveas a fulfillment piece
III ches I that is equal to, or better than, its regional
Three different competition. Website search engine hits
TOT and Sales Tax arerecommended: should be optimized. Data collection from
1. Increase the number of repeat visitors visitors to the website should occur, to further
n , 2. Encourage visitors to extend their stays define the profile of the average visitor and
3. Convert day-trippers to overnight visitors refine the marketing campaign. The website
should have aesthetic value and reinforce the
brand image. The website should have infor-
2. Develop and Implement a mation that allows viewers to make informed
decisions regarding visiting San Luis Obispo.
U Brand Image
An acknowledged weakness, the City lacks a 4. Develop and Maintain Strategic
brand image for tourist promotions. The Alliances
need to develop and implement a brand, be it
an image, tagline or other consistent icon Strategic alliances should be looked for and
that symbolizes San Luis Obispo as a place to
established in an effort to share in non-cash
visit, has emerged as one of the primary assets and grow exposure.
objectives of this Plan.
Members of the PCC and current contractors, 5. Collect More Data about the
have identified words that could bring focus City's Market Position
to the "reason people come to San Luis More research on marketing the City should
^ Obispo", a brand promise if you will. The occur. Information about visitors should be
following (which is too verbose for a slogan collected from the website and strategic
or brand) is the filter through which all alliance partners to determine how the City is
advertising and marketing plans should be perceived in comparison to its competitors.
viewed: The electronic database of new and repeat
visitors should be developed further.
To sophisticated, value minded visitors and
travelers (primarily from California, but 6. Establish Accountability
not necessarily so), San Luis Obispo will be
W14 the hub, center,focal point, heart, univer- Standards for Contractors
sal starting point, soul, base of their Key metrics should be established and measur-
vacation experience that always provides ability of work should occur. Once bench-
small town charm (defined as the SLO LIFE, . marks are established performance can be
friendly people, refreshing/rejuvenating, more accurately evaluated.
happy, less stress and safe).
12
Obispo, 2003
1. Develop A Brand 3. The City Should Continue with a
A consistent and focused message should be Diversified Promotions Effort
used in all media for the City. There should The City should continue to contract with
not be confusion regarding the City as several local organizations and an advertising
compared to the County. A Slogan or contractor to fulfill its promotional efforts.
tagline and possibly an image for the City This diversified approach provides the City
should be developed by the Ad Contractor with the opportunity to leverage its limited
who should also develop a campaign with funds through unique visitors services,
the brand Promise. All other contractors regional marketing efforts and access to
will implement the campaign and "brand" specialists in the local tourism industry, in
as created by the Ad Contractor. coordination with an advertising contractor
dedicated to promoting the City. The four
^ , 2. San Luis Obispo is the Center contracts will cover the following areas:
�V of a Visit to San Luis Obispo advertising, public relations, visitors services
County and regional marketing.
As the Center of San Luis Obispo County,
the City has a lot to offer visitors as a 4. Alliances and Support of Major
�...� convenient location to stay as well as an Events
exciting location to visit. Emphasis on the The City should continue to build upon its
convenience of our location, its historical existing alliances with other organizations
connections to the Mission (stay where it interested in increasing visitors to the
started), as well as having access to all region. The City should continue to support
sorts of activities from golf to wine tasting major events that result in increased visitors
to the outdoors should be our focus. and an enhancement of the image of the
City as a place to participate in many
Research should be undertaken regarding diverse and interesting events, "there's
the potential for large conferences. If there something for everyone".
is a market for large conferences, continued
research regarding existing and possibly 5. Future Goals for the Marketing
future conference space should be con- plan Should be Explored
ducted.
The Marketing Plan should not be considered
Research should be undertaken regarding a static document. Rather it should be
the need for and the possibility of a prop- relied upon for direction but reviewed by
erty that is a spa or "destination" the PCC bi-annually and updated if neces-
sary. Potential goals for the plan should be
Community partnerships should be main- explored and added if relevant. Currently
tained and enhanced. Particular focus identified potential goals include:
should be on Wineries, the Arts Community, Touch Screen Kiosks
the Downtown Association, Cal Poly, Agri- More familiarization tours
cultural Tourism and Major Events. Media Kits
Improved Visitor Signage
A Live Spot by the Today Show
Giveaways to Visitors
New Convention Center
Stafffor Special Events
Regional Jets at the Airport
Spa Resort
PGA Tour Event
Improved golf and tennis facilities
Money for websites
City Marketing Department
Improved ground transportation
13