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HomeMy WebLinkAboutCouncil Reading File TBID Strategic Clarity Plan UpdateSan 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 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.