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Home My WebLink About07-12-2016 Item 06 Council Reading File Community Promotions - Strategic Clarity SummarySan Luis Obispo TBID Strategic Clarity 2014/15-2018/19 2 Mission The SLO TBID builds awareness to grow tourism, serving as the voice of San Luis Obispo. Values Integrity | Accountability | Adaptability | Collaboration | Determination | Innovation Unique Role of Value The SLO TBID provides the City of SLO with comprehensive tourism brand management through strategic partnerships and a robust marketing and promotional budget. Vision In SLO TBID manages the brand for the destination of San Luis Obispo, delivering balanced growth of tourism, with creativity and integrity. Vision Out San Luis Obispo is an unforgettable place where visitors engage in a unique lifestyle they aspire to, become emotionally attached, and return for renewal. Brand Intention Heart Side: Happy | Pride of Place | Inspiring | Relaxed | Rejuvenating Head Side: Experiential | Beautiful | Artisinal | Healthy | Authentic Strategic Imperatives Deliver Smart Growth | Develop the SLO Brand | Build Meaningful Partnerships | Contribute to an Unforgettable SLO Experience | Ensure Organizational Excellence Unique Value Proposition San Luis Obispo is an authentic and inviting California community where you can play, taste, explore, relax, and recharge. Strategic Clarity Strategic Clarity The elements of our Strategic Clarity are the SLO TBID’s “North Star” for the upcoming ﬁve ﬁscal years, setting the level of expectation and the tone and tenor of everything we plan. As we move into deﬁning speciﬁc initiatives, our Strategic Clarity will serve as a touchstone. Vision In What kind of organizational culture are we committed to being? Vision Out What is the ideal future state we will strive to create? What are we committed to making happen?Mission What is most important to us as we strive to realize our vision? What is the focus of our work?Values What are the fundamental beliefs that shape how we work together to serve our mission? Unique Role of Value What unique and valuable role do we play amongst our peer organizations? HOW do we provide value? Strategic Imperatives What must be accomplished during the planning horizon? Unique Value Proposition What unique and sustainable value does the destination of San Luis Obispo deliver? WHY San Luis Obispo? Brand Intention WHAT is the experience we want our destination to be known for? 4 Strategy Made to Stick In order for our strategies to truly create change, we must have a way to measure progress and success. The SLO TBID has identiﬁed ﬁve key areas of focus called our Strategic Imperatives, and they will be measured as follows: ‣Deliver Smart Growth: We ensure growth that doesn’t simply bring more visitors, but truly focuses on bringing the visitors we desire most, as measured by 25% growth of TOT over 5 years, growing length-of-stay against 14/15 baseline by .1 year-over-year, growing average annual RevPAR for the city 20% over 5 years, and a 15% growth over 5 years in the occupancy average of the September-May shoulder months. ‣Develop the SLO Brand: We enhance the perception of our brand as a destination, as measured by: the consistency of brand perceptions in visitor surveys against our stated Brand Intention, print impressions (baseline established in 14/15), and monthly average unique visitors to the website growing 10% year-over year. ‣Build Meaningful Partnerships: We are more efﬁcient through partnerships, as measured by: value of partnership services received will be at least 1.25 times dollars spent, annual average of quarterly partner performance scores on internal surveys of at least 3.25 out of 4 points, and the annual score on an internal survey of partner mix against established criteria will be at least 3.5 out of 4. ‣Contribute to an Unforgettable SLO Experience: We will help the destination of SLO become a place where visitors return time and again, as measured by: growth in target demographics of 30% over ﬁve years on visitor surveys, a balanced calendar of events measured as pass/fail against established category expectations, and repeat visitor counts on visitor survey baselined in 14/15. ‣Ensure Organizational Excellence: The TBID will strive to consistently become stronger and more efﬁcient, as measured by: an annual “plan effectiveness” rating on an internal survey targeting 3.75 out of 4 points by year 5; an annual pass/fail check of board member liaison list completion; and 5-year membership engagement rates of 30% meeting attendance, 75% open rate of newsletter, and 40% survey response rate. For each of these Strategic Imperatives, we have identiﬁed a series of initiatives (p. 6-7) that must be undertaken in the coming year in order to accomplish what the Imperatives ask of us. Each initiative will be assigned a leader who will be responsible for delivering on the promise of the initiative, as measured by the metrics identiﬁed above. These same Strategic Imperatives will guide the annual initiative planning through the ﬁve-year cycle. Moving Forward 6 Develop the SLO Brand ‣Clarify and strengthen the SLO (TBID/ City) brand platform (attributes, stories, messaging and content, etc.) ‣Strengthen the SLO social media plan ‣Elevate SLO brand awareness via targeted PR ‣Bold Box: Develop an integrated and simpliﬁed approach in order to break the SLO brand “log jam” Strategic Imperatives & Related Initiatives Deliver Smart Growth ‣Develop an engaging and comprehensive Marketing Plan, highlighted by: website functionality, SEO, and mobile access ‣Maximize the SLO TBID trade show strategy ‣Identify, map and prioritize our target audiences for marketing and PR; align our efforts to targets ‣Bold Box: Create a truly world- class event that puts SLO on the global map Build Meaningful Partnerships ‣Develop a prioritized partnership management plan with CalPoly, Visit San Luis Obispo County, the Chamber of Commerce, and SLO Wine ‣Maximize our partnership/relationships with Visit California and Central Coast Tourism Council ‣Build an integrated booking engine that services across multiple platforms (online, phone, and mobile) ‣Bold Box: Create a system for evaluating and managing our partnerships Strategic Imperatives Ensure Organizational Excellence ‣Clarify the roles, responsibilities, and activities across the SLO TBID Board, staff, and associated partners ‣Ensure informative and relevant communication to all stakeholders ‣Implement a plan to manage, review, and refresh the ﬁve-year Strategic Plan ‣Bold Box: Energize SLO TBID membership participation Contribute to an Unforgettable SLO Experience ‣Develop a comprehensive social outreach program (digital, personal, physical) ‣Develop a complete system to create, curate, and evaluate (marketing) events ‣Develop a program to improve repeat visitor business ‣Bold Box: Develop a SLO concierge capability