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Home My WebLink About2B Strategic Plan Initiatives San Luis Obispo TBID Strategic Plan Mid-Point Check-In October 20, 2016 Coraggio Group 2240 N. Interstate Ave. Suite #300 Portland, OR 97227 503.493.1452 coraggiogroup.com Photo used under creative commons license—flickr user Rajiv Patel Updated Strategic Imperatives and Associated Initiatives Deliver Smart Growth § Develop an engaging and comprehensive Marketing Plan § Identify, map and prioritize our target audiences for marketing and PR § Develop a SLO identity for attracting corporate visitors § Research future tourism trends Develop the SLO Brand § Clarify and strengthen the SLO (TBID/City) brand platform, including minimization of brand confusion § Identify assets and build a unique identity for the City of San Luis Obispo Build Meaningful Partnerships § Maximize our strategic partnerships at the national, regional, state, and local level § Create a comprehensive Cal Poly/Cuesta partnership plan Contribute to an Unforgettable SLO Experience § Further develop our loyalty program § Create a packaged program for “How to do SLO” § Develop a world-class event Ensure Organizational Excellence § Foster utilization of referral services § Implement a plan to develop our next Strategic Plan § Develop new ways to connect and effectively communicate with our stakeholders § Deliver relevant information and insights to our stakeholders § Develop strategies to make board membership attractive, sustainable, and easier Updated Strategic Objectives 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 average annual RevPAR for the city by 20% over 5 years, and 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, potential reach (baseline established in 15/16), and monthly average users of 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, and an annual average of quarterly partner performance scores on internal surveys of at least 3.25 out of 4 points. 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: a balanced calendar of events measured as pass/fail against established category expectations, and year-over-year growth in repeat visitor counts on visitor survey*. Ensure Organizational Excellence The TBID will strive to consistently become stronger and more efficient, as measured by: an annual pass/fail check of board member liaison list completion, and referral rate for bookings. *baseline = 3-year average of fiscal years 12/13, 13/14, and 14/15 when data exists San Luis Obispo TBIDStrategic Direction: 2014/15—2018/19Deliver SmartGrowthOUR VISION-IN:SLO TBID manages the brand for the destination of San Luis Obispo, delivering balanced growth of tourism, with creativity and integrity. OUR 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.OUR MISSION: The SLO TBID is a unified collective that builds awareness to grow a thriving tourism community, serving as the voice of San Luis Obispo.Develop theSLO Brand Build MeaningfulPartnershipsWe ensure growth that doesn’t simply bring more visitors, but truly focuses on bringing the visitors we desire most, as measured by year-over-year growth of TOT, hotel performance (room nights, RevPAR), and the ratio between the shoulder season and annual averages.We are more efficient through partnerships, as measured by: dollars saved through partnership efforts, and ABC grades for partnership performance.•Develop an engaging and comprehensive Marketing Plan•Identify, map and prioritize our target audiences for marketing and PR•Develop a SLO identity for attracting corporate visitors•Research future tourism trends•Maximize our strategic partnerships at the national, regional, state and local level•Create a comprehensive Cal Poly/Cuesta partnership plan•Clarifyand strengthen the SLO (TBID/City) brand platform, including minimization of brand confusion•Identify assets and build a unique identity for the City of San Luis ObispoOUR STRATEGIC ANCHORSOUR VALUESContribute to an Unforgettable SLO ExperienceWe will help the destination of SLO become a place where visitors return time and again, as measured by: a balanced calendar of events, repeat visitor counts, and the development of an event measurement requirement for TBID funding.•Further develop our loyalty program•Create a packaged program for “How to do SLO!”•Develop a world-class eventBRAND AND VALUE PROPOSITIONSThe TBID will strive to consistently become stronger and more efficient, as measured by: board member liaison list completion and referral rate for bookings•Foster utilization of referral services•Implement a plan to develop our next Strategic Plan•Develop new ways to connect and effectively communicate with our stakeholders•Deliver relevant information and insights to our stakeholders•Develop strategies to make board membership attractive, sustainable, and easierEnsureOrganizationalExcellence. 2014/15—2018/19 STRATEGIC IMPERATIVESUpdated November 2016We enhance the perception of our brand as a destination, as measured by: brand perception in surveys, potential reach, and monthly average number of users of the website.2014/15—2018/19 KEY GOALS & OBJECTIVES 2014/15 KEY STRATEGIC INITIATIVESIntegrity | Leadership | Adaptability | Collaboration | Determination | Results Focus | InnovationUNIQUE VALUE PROPOSITION: The SLO TBID provides the City of SLO with holistic strategic direction and tourism brand management through strategic partnerships and a robust marketing and promotional budget.BRAND INTENTION: Heart Side: Community | Pride Of Place | Inspiring | Relaxed | PleasantHead Side: Experiential | Beautiful | Farm to Table | Value | AuthenticUNIQUE ROLE OF VALUE: The SLO TBID provides the City of SLO with holistic strategic direction and tourism brand management through strategic partnerships and a robust marketing and promotional budget. Appendix: Propelling Questions To brainstorm new ideas, the Board developed Propelling Questions that, by combining an opportunity with a constraint, create creative tension that generates new ideas on how we “can if___________”. How can we create new business from the closure of Diablo, when we have an independent decision-maker and many others involved? § We can, if others view increased room sales as a common benefit. § We can, if it enables others’ goals to be met. § We can, if PG&E funds it. How can we identify new target markets (geography & age) and market to them, when we have a limited budget and limited manpower for research? § We can, if we fully analyze and utilize Merritt research. § We can, if we rotate timing on various markets to optimize and not blow the budget. § We can, if we mix together two major markets for maximum budget use. How can we build a conference center, when we don’t have funding? § We can, if we partner with Cal Poly and Cuesta College. § We can, if we partner with our Business Community (medical community). § We can, if we partner with Government. How can we make the most of our outdoor assets, when we have so many limitations surrounding the use of marketing? § We can, if we don’t focus on the individual mountain and think of it as a part of the seven sisters. § We can, if we find creative means to market the whole with a subtle/smart approach to sensitive areas. How can we capture bus traffic as a destination, when we have rate constraints for series? § We can, if we prioritize SLO message/offers to people who build the itineraries. § We can, if we allocate resources (financial and time/focus). § We can, if we identify the need and interest. How can we leverage Cal Poly/Cuesta College to obtain additional non-tourism business, when we have a leisure focus? § We can, if we work with local business partners. § We can, if we allot funds to creating corporate business collateral. § We can, if we partner with the Chamber. How can we increase occupancy, when we have unregistered homestays, AirBNB, and vacation rentals? § We can, if SLO TBID introduces more incentive to be licensed on rental listing. § We can, if a coordinator accesses the knowledge of, and works closely with, a homestay officer. § We can, if we identify what main constraints are holding back homestays from licensure, and then identify a solution. § We can, if the registration fee is waived/covered by the TBID.