Tourism Marketing Plan

Transcription

Atascadero
P.t3, Bcax 14ti39
South Laka Tahoe, Calitpmia 9615$ (
2462
530) 541-
fAX (530} 3
5A1-$
72€
www.
nlinp.
smgC?
n
et
Atascadero
Tourism
Marketing
Plan
Table of Contents
Section 1
Project Overview
Section 2' California Trend
4
Analysis
Section 3
Economic
Section 4
Atascadero Market
Section 5
Tourism Product
Section 6
SWOT
Section 7
Promotional Efforts
Section 8. Visitor
Impact of Tourism
Analysis
Analysis
10
20
22
25
27
Analysis
30
Demographics
33
Section 9' Tourism Vision & Goals
35
Section 10'
Marketing Strategy
36
Section 11
Marketing Strategy
Section 12:
Marketing
Section 13
Budget Recommendations
Appendix
Execution
Plan Tactics
40
44
55
56
2
Atascadero
Executive
Summary
development in Atascadero, the City of Atascadero in
county-wide
analysis developed by the Economic Vitality Corporation of San Luis
the
development of a comprehensive marketing plan to guide future tourism
supported
In order to stimulate tourism related economic
with the
conjunction
Obispo County has
promotions efforts.
tourism
Within Atascadero, there are approximately 402
available within San Luis Obispo County
rooms
7%
of the total
available, representing 3.
In FY 2007/08,Transient Occupancy Tax collections (T 0
of T 0 T is allocated towards tourism promotion.
in Atascadero
T.)
rooms
407,609 Approximately 10%
were $
Atascadero Tourism Vision:
To develop and implement tourism programs that differentiate Atascadero by promoting the authenticity of
the destination and its attractions, history and local culture, and take into consideration the interests and
needs of current and potential visitors, local tourism related businesses and local governments, with respect
for the environment and the values of the
community
Primary geographic target markets are defined within
California, San Joaquin Valley and Northern California.
In order to establish
an
a
3 to 5 hour
driving time radius and include Southern
long-term competitive advantage and to guide its overall marketing program the
successfully Differentiate Atascadero from the competition, and maximize the use of
efficiently reach target market segments.
effective
of Atascadero must
City
technology
in order to
the
In order to
integrate
marketing
tactics has been
o
o
core
marketing strategy into every tourism promotion effort, an action plan
developed including the following short-term priorities:
of
specific
Building -Promote brand to create a unify theme and identity for Atascadero marketing program
that clearly differentiates Atascadero from the competition within and outside of San Luis Obispo county
Brand
Website
and
Development -Upgrade Atascadero website to integrate brand and positioning, promote key
improve navigation throughout to facilitate travel planning process and bookings
tourism attractions, and
email newsletter, promotions, contests and reciprocal links to increase
user sessions and to build the email database for ongoing visitor communications and to use for a visitor profile
study to identify demographics, travel spending, and visitor perceptions, behaviors and motivations.
Marketing -Develop monthly
o
Online
o
Advertising -Develop advertising (with value
target markets and
o
o
promotes
added elements to leverage ad placements) that reaches
primary tourism assets.
the Atascadero brand and
Sales -Continue to work with the San Luis
shows and sales efforts.
Obispo Conference &
cooperative trade
Visitors Bureau in
Public Relations
press kit and press releases that promote Atascadero brand and key
attractions to be sent to targeted media and the California Travel and Tourism Commission.
Out of Market -
Develop
a
In Market -Communicate
o
Visitor Information -Enhance
o
Research -Measure all
Funding -Identify
awareness
l
for the
ongoing
tourism
promotion
existing visitor information
marketing
efforts to
efforts to
city-wide
for additional
community
with Atascadero brand and local culture.
identify ongoing improvements and ROI
funding for tourism promotion efforts
Atascadero destination and overnight visits.
sources
tourism officials and
in order to
promote and
create
Atascadero
Section 1
I.
Project overview
Overview
Atascadero is located in the Central Coast
of California in San Luis
Obispo
picturesque valley surrounded
by ranches and farmland, the Santa Lucia Mountains and rolling hills covered by
oak trees. Atascadero s rural setting and lakes provide the perfect background for
boating, hiking, bicycling, birding, golfing and horseback riding, as well as
agricultural tours. In the spring, wildflowers dot the landscape and several events
celebrate the area's rich bounty history and local culture.
County,just
18 miles east of Morro
Bay
region
It lies in
a
Atascadero is also home to the Charles Paddock Zoo located at the Atascadero Lake Park. It is the only zoo in the
Central California coast and houses over 100 animals including a female Indochinese tiger named Saia, one of only
235 world-wide
Atascadero has all of the amenities of
t
Q~,
an
established
city, yet
has retained its
by E. G Lewis, a
heritage
as
a
from
the
east,
planned colony, Atascadero
magazine publisher
was finally incorporated in 1979
cultural
and small town ambiance. Founded in 1913
successful
Two of the
original buildings
built between 1914 and 1929
architectural
Central Coast landmarks, with the grandiose
Hearst Castle to the south. The Administration
Building
are
considered
style
or
that rivals
Rotunda
Building
considered the cornerstone of Atascadero s
downtown and help draw visitors to the area. Built in 1929, the Carlton Hotel is
not only a beautiful historic building transformed into a luxury hotel; it is also
recognized as a central coast culinary hot spot that features the wines of the
and the Carlton Hotel
are
celebrated San Luis Obispo region.
Atascadero is situated along Highway 101 approximately 20 miles north of the
city of San Luis Obispo and 18 miles east of Morro Bay via Highway 41 and
location and easy access offers visitors a central location to stay to enjoy the
of Paso Robles. Its prime
found throughout San Luis Obispo County such
activities
many
endless
wine country,
recreation, and the Central Valley
just south
as
the Pacific
Coast, Hearst Castle, Paso Robles
While Atascadero has several amenities of a small town rural destination it has an
interesting challenge Most of the major tourism attractions are located outside of the city
As such, Atascadero is in need of a marketing plan to help guide and promote its tourism
A.; ` ~ ~`' ~
assets and
lodging properties
in order to increase its economic
viability
as a
tourism
destination.
part of its participation in the county-wide tourism analysis sponsored by the Economic
Vitality Corporation of San Luis Obispo County the City of Atascadero retained the
Strategic Marketing Group to develop along-term tourism marketing plan that will build awareness and demand for
as well as
visiting Atascadero The following plan takes into account the strategic opportunities available to the city,
the
from
destination
differentiate
the
to
identifies the core marketing strategy and tactics necessary
clearly
As
competition While the plan is intended to leverage the county-wide tourism promotion program, it is primarily
designed to assist the City of Atascadero with its long-term tourism development efforts.
1
Atascadero
II.
Project Goal & Objectives
A.
Project Goal
provide the City of Atascadero and the
plan for future tourism promotion efforts.
To
B.
tourism business
community with
tourism
comprehensive
a
marketing
Project Objectives
1
Solicit and utilize
business
input for the development of a marketing plan
community
strategy for the Atascadero tourism
nature of the tourism business
2.
Use the
plan
3
Develop
core
4
Develop specific tactics to successfully execute the marketing strategy that take advantage of the broader
San Luis Obispo County tourism marketing program
5
Develop an effective ongoing marketing system/process
improve its marketing effectiveness.
C
Study Area
The
area
of
to
guide
and support the
and
positive, cooperative
marketing strategies designed
study includes Atascadero
in
to achieve the
with the
general, along
organization's marketing goals.
that allows the tourism
surrounding
areas as
U-
wmmeRe
f
196'
i"
Lemmr¢ °
Greenfield
a
Y,
nE4Y
tINSe~A r¢
iS
a~
mm
I88'
I*
tng raly
s
l
t..~
..•
Tularr __ _
3YrBtlottl
Atleman
W~
1vfIFe-
I
F
Center
Plzle
EacYmaR
tzz
I R~
R~
O
Cotton'._..::
Tiplon•
CdY
Avenni
taau.,tan
LindsayY
13%
CorGOreno
of
San Ardo
n
Yisalis
Hdr+
rortl
Huron ~ ~
Codinga `~°.
~
Junclihn
A ,
tAr..
urbv~ :`
continually
indicated in the map below
Lstofl ~,
san cents `
gam
to
community
A
Cannel'
VaNey
community
Ri
ove
Oelan~ib .
Miglel ° ..
Mcfatlsn
InN use
ae
m ~
Pars rkc I)
cesn
YWac^
empletgn:
mbria
tebcederd ~~'
Shatter
Y~~__.
41
QfIWNIOW
38
BB
Rosedsk
6s
Sys,.
c {,
o'
9po
it l9)
t
FoM•Citye
101!
TYBY
GYAntle
9ea?
i,_
Pt~
D
tin. blanom*~
nf
Jiporrio
F.
Fants
a
TattO
ttattonaL
OC^~^^
a~
t9
CBtCt20 -lltn
MmicoPa
Mans
Rew
Cuyama
4uyarta
MauMPin-S
ei7:or
Swi FEafaal WiWerneeE
I
Vanderiaer_n
x/
Village ..
n
J~
mK ,,
.,
~
n.
7a
rN rn•
rn
re nv.,
k .ii
n.. m!...
r~
m~~..,~
rz ~
d
a,
n
rn.n
l~
n nm~a ~
a,erne
ar,:n
c v~.
v~
5
Atascadero
D
The
Tourism
Marketing
Plan
Project Design
project
scope consisted of the
following three phases:
Atascadero
C! .~.... .~:
4.
Phase 1
Phase 2 ~
Data/Information
Collection
Phase I
Project Scope
Phase 3
Data/
Information
Final Tourism
Analysis
Marketing
Plan
Datallnformation Collection
The collection of data and information consisted of interviews with the tourism business
community
as
well
as a
review of information from the
City of Atascadero, Atascadero Chamber of Commerce Visit Atascadero website,
Atascadero Main Street Association, and industry information from outside the area.
1
Locallnterviews
SMG conducted individual and group interviews with key community members within San Luis Obispo County and
Atascadero While these interviews were wide ranging, several important themes became apparent and are
summarized below
There is
A
need to have tourism
a
strong recognition that Atascadero is
recreational and historical
A need for
The
2.
help diversify
a more
marketing
a
and
strengthen
unique place
the local economy
within San Luis
Obispo County with
several
opportunities.
aggressive tourism promotion approach that benefits the City of Atascadero
program should
help
build
awareness
of Atascadero
Atascadero Information
SMG reviewed
including
the
significant amount
following:
a
of information from the
City of Atascadero and
the
tourism/hospitality industry
Atascadero Visitor/Tourism Assessment
Information
All
3
provided by Applied Development Economics
marketing materials produced by local
San Luis
Obispo County Visitor Guide
San Luis
Obispo County
tourism businesses
related websites
Industry Information
Travel data relevant to Atascadero was obtained from the recently
the Economic Vitality Corporation of San Luis Obispo County
completed
Tourism
Analysis study developed by
s
Atascadero
Phase 2
Tourism
Datallnformation
SMG conducted
a
Marketing
Analysis
thorough analysis of the collected data in order to fully understand
s strengths, weaknesses, opportunities and threats.
the current
marketplace and
competition, and Atascadero
Phase 3. Final Tourism
Marketing
Plan
Following the comprehensive analysis, SMG developed along-term marketing plan outlining target markets,
marketing opportunities, strategies and action steps for achieving Atascadero s tourism marketing goals.
J
Plan
Atascadero
Tourism
Marketing
Plan
III. Elements of Tourism
When
considering tourism in general and Atascadero specifically, it is important to understand the elements that
comprise the tourism experience These elements are outlined by McIntosh, Goeldner and Ritchie',and include the
following:
Tourism Element
Characteristics
1
Natural Resources
Natural assets
2.
Infrastructure
Physical elements that help support the visitor's
experience such as air access, roads, utilities, etc.
3
Hospitality
Human elements that interact with and
4
Visitor Services
unique
to the
region
serve
the visitor
Hotels, food & beverage, and retail services designed to
assist the tourist.
5
Attractions
6
Organizational
Natural and built facilities, events and local culture that
provide visitors with authentic experiences.
Organization and processes that work to attract visitors to
using a variety of promotional techniques.
the destination
It is clear that Atascadero offers
some
level of these six
core
tourism elements, especially the
significant natural
resources.
In addition to the above tourism elements, it is important to
enough. In order to truly maximize the city's efforts, the
not
Amarket-focused and market-driven
Too often
organizations
matters. For tourism
and
defining and delivering
political issues.
to
an
and of themselves
are
strategy
regions can
success
recognize that these elements in
following support is needed.
lose focus
marketing efforts and become concerned with political
develop a focused approach
differentiated vacation experience, and minimize any potential
on
to occur, it is critical that communities like Atascadero
authentic and
Funding
In order to realize its stated
goals, an organization needs to allocate the necessary funds to achieve the
goals. Both the public and private sectors in Atascadero have to take a realistic look at the potential
available funds for marketing and what is truly needed for the area to maximize its competitiveness.
identified
Tourism, Principles, Practices and Philosophies, and the Strategic Marketing Group
J ri
Atascadero
Cooperation
and
Unity
of
Purpose
industry needs to foster cooperation between all of the tourism promotion agencies as well as the
greater political community from a regional perspective The current tourism promotion situation within San Luis
Obispo has historically been fragmented Locations like Atascadero and all the others within the county have an
excellent opportunity to not only strengthen their own tourism efforts, but also leverage the overall effort of the
entire county which, in turn, will benefit Atascadero
The tourism
Vision
The tourism industry needs to provide a vision for the greater community and develop
stakeholders both in the public and private sector within Atascadero.
a
high "buy
in"from
Community Benefits
If all of these
components work in unison along with the necessary
local government and local residents should benefit in
Enhanced
quality
Recognition
well
as
local
Improved
a
number of
funding, the
including
resources
areas
and
tourism
community,
of life
importance of protecting natural elements in Atascadero will both add to visitor satisfaction
quality of life, satisfying the often challenging need to balance visitor and local resident needs.
of the
as
infrastructure and local services
generated tax dollars can play an important role in municipal and county funding for local services. As
important for local residents to make a clear connection from the revenues that tourism generates to
infrastructure and municipal services that local residents enjoy
Tourism
such, it is
the
Jobs and business
improvement
Tourism often adds to the
enhanced
image
has the
revenues
potential
that, in turn, increase employment and strengthen local business. This
strengthen economic development value which in turn, will help to attract
to
and retain business entities within Atascadero
Positive Return
on
Investment (ROI)
The combined benefits derived from Atascadero's tourism promotion effort can provide
long-term for the entire community and continue to strengthen the local economy
1~~
a
positive ROI
over
the
Atascadero
Tourism
Section 2
California Trend
Within the travel and tourism
Marketing
Plan
Anal~Sis
industry, significant changes
occurring
are
in the
macro
environment of California that
impact tourism destinations like San Luis Obispo County and Atascadero Following is a summary of the key tourism,
economic and demographic trends that will help to provide a comprehensive context for the development of
Atascadero
s
strategic
direction.
I. California Macro Environment Trends
A. Tourism in California
Each year, millions of California residents and visitors travel within the state to
experience its wide variety of
attractions, scenic beauty and local culture
According
increase
The
to the state of
over
long-term
California, 96
$ 7 billion
was
generated by direct travel spending
in 2007
a
3 6%
the preceding year
trend shows that travel
since 1992. Additionally, this travel
spending has increased about 4%
annually, unadjusted
spending translated into 924,000 jobs.
Figure
for inflation
1
California Travel Spending
1992 2007
Billions)
120.0
100 0
Source: Dean
1~
Runyan
Associates
to
Tourism
Atascadero
As
a
tax
generator
Marketing
Plan
generated approximately $11 billion in revenues for state and local governments. Figure
revenues generated by travel spending within the state since 1997
tourism
below outlines the tax
2
Figure 2
California Tax Revenues Generated by Travel Spending
1997 2007 ($
Billions)
z~:$......_
o
i.
12.0 $
10
io.
o ,~
59.3
a:~
...............~
g:
ys:
5~
s
r
------7.
5 $ 7.9 _-
0 ----~-$
i~
j~
8.
0 __.._
______ .__._. . ~._$
_~ ._..__ ___ ____.
6.0 __ ... ___ _ _._.. ~__ . ~ . ._. _ .
4.0
I ,-•' .
t~mss:
. ~.,~ , .: ~ .
1998
1997
1999
2000
Local Taxes
Runyan
1 b,
r..,
2001
l
V.:
s ~~,
z "' .~
9 -- S~
s~
a ;, ~ :>>~~
z s ----5~
1 ~~
l
1 ~. ',l
0.0
s
r,6 ~?
s ---
l
S1 ',
t
~
i
r...,
State Taxes
2004
2003
Q~ ~.
i
~~
~...
r--
_..
2002
3.
6 _
2005
2006
,.
-~
2007
Total Taxes
Associates
It should be noted that local taxes throughout California have not had any
compared to the steady growth in state taxes over the same time period
significant growth
since 1997
B. Total California Travel
In terms of tourism trends within the state, visitor volumes have been fairly consistent over the past several years
with Californians representing the lion s share of the state s travel and tourism industry In 2006, the state of
California received an estimated total of 366 million `person trips"to and through the state Of this total "person trips"
298 million
or
were made
80%
visitors, and 14 million
or
by
were made
California residents, 53.3 million or 15%
international
travelers.
by
outofby U S resident state
were made
4%
Figure 3
2006 Total California Travel Visitor Volume (Millions)
Out of State
International
15%
4%
i
i.___
js
i~
I
Resident
80%
Source: California Travel & Tourism Commission
With
regard
of individual "person
to business and leisure travel within the state, approximately 75%
for business.
for leisure purposes and 25%
1
trips
are
~;
Tourism
Atascadero
Marketing
Plan
II. California Economic Trends
Despite the recent slowdown, the California economy can best be characterized by its size and strength As indicated
was
by the following key economic indicators listed in the table below, it is estimated that total taxable sales in 2004
2007
billion
by
486 billion and is projected to grow to $566
Table 1
Key
GDP % Chan
California Economic Indicators
1 4% 1.
5%
e
1.
2%
N/A
5% NIA
2% 2.
2% 2.
1.
9% 2.
Unem to ment %
9%
9% 5 4% 6.
2% 5 4% 4.
8% 6.
4% 6 7% 6.
4.
9% 5.
Personal Income Growth
7.
8% 7%
Consumer Price Index
4% 2.
3% 2.65
3 7% 3.
9% 2.
32.5%
9% 3.
0% 4 7% 3.1 %
03% 1 4% 3.
3%
9% 3.
3 7% 3.
3 4%
Source: State of California, Department of Commerce
in Table 1 above, the California economic picture has changed significantly over time. Most recently
has seen
unemployment has risen and personal income growth has slowed while at the same time inflation pressure
travel
and
tourism
on
an
to
have
impact
an increase in prices. Both the national and state recessions are expected
travel by
in
leisure
both
a
decrease
at the national level the Travel Industry Association is projecting
As of this
As
can
be
seen
writing,
1 3%
and business related travel
It is
anticipated
for 2009
9%
by 2.
that while San Luis
with
a
soft recovery
projected
for 2010
Obispo County (and Atascadero) have excellent proximity
to
consumer
markets
still expect to feel some impact of the growing economic situation that currently exists within the
maximize its tourism
country and the state As such, it will become even more important for the destination to
and
taxes
needed
deliver
revenues,
to
employment.
in
an
effort
continually
promotion efforts
the destination
can
Atascadero
III. California
Demographic
Trends
Since the late 1990s, population in the state of California has increased
steadily
Table 2 outlines the
projected
trends in 2012, during the time between 2003 and 2012 California population and personal income levels are
projected to change significantly Change will occur in several noteworthy areas including those listed below
Table 2
California Growth Indicators
2003-2012
rr
Po ulation Millions
34
40.8
Households Millions
12
13.7
14%
1,
192
1,
746
47%
33,326
42,700
29%
100,923
126,000
25%
Total Personal Income Billions
Per Ca ita Personal Income
Avg. HH
1997$
1997$
Income (1997$)
Source. Center for
Continuing Study
of the California
20%
Population
period, the California population is projected to increase from 34 million to 40
increase Additionally, personal income levels for Californians are projected to increase by
million, a 20%
and average household incomes by 25%.
47%
During
A.
the 2003-2012 time
Household Income
Using 2003 as a base year the average household income was significant with Los Angeles and the San Francisco
2%
and 2.
6%
annually
Bay Area households averaging over $100 000 Income is projected to grow between 2.
below
the
table
in
listed
2012
for
the
three
California
major
regions
through
Table 3
Selected California Counties
2003-2012 & Per Capita Income Growth Rates
Los
100,087
2.
6%
123,503
2.
5%
Region
88,945
2.
2%
Joaquin Valley
99,647
2.
9%
Angeles
Basin
San Francisco
Sacramento
San
Bay Area
Source: Center for
Continuing Study of the California Population
It should be noted that the anticipated growth in the San Joaquin Valley could have a positive impact on
tourism within the Central Coast area in general and Atascadero specifically as those residents seek a "get
away"vacation
location
J~~
13
Atascadero
B
Tourism
Marketing
Plan
Increase
Population
In addition to the overall
population increase for California by 2012, population increases are projected for each of the
as indicated in the table below The San Joaquin
major regions
Valley and Sacramento area is
the
fastest
to
19%
at
followed
San
at
The
17%.
projected grow
by
Diego
projected growth in the San Joaquin Valley
with
the
size
and
of
Southern
California
markets
should
be a long-term opportunity to Atascadero
coupled
proximity
and its proximate location to these markets.
within the state
Table 4
Ca/ifornia
Growth
Population
by Selected Regions
2003-2012
i
ri ~
2,
000
100,
2,
000
500,
19%
Ba Area
6,
000
900,
7,
000
600,
10%
Los An eles Basin
17,
000
629,
19,
000
910,
13%
San Die o
2,
000
900,
3,
000
400,
17%
3,
000
583,
4,
000
284,
19%
San Joa uin Valle
Source: Center for
C
i
Sacramento Area
Continuing Study of the
Califomia
Population
Aging Population
Much has been written about the
4 below illustrates that
Figure
projected to
by
Baby
Boomers. As
a
target segment it continues to offer significant opportunity
of the California
2012, 50%
population is projected
to be 35 years
or
older and 50%
is
be less than 34 years.
Figure 4
Projected Population Changes.•2003-2012
Millions)
ss+
55-64
4554
35-44
20-34
19
0.0
2.0
4.
0
6.0
8.0
10.0
12.0
2012 ® 2003
Source: Center for
1
J~,~'
Continuing Study
of the Califomia
Population
14
Tourism
Atascadero
D
in
Changes
Marketing
Plan
Ethnicity
dynamic that is also changing the demographic picture is California s growth of various racelethnic groups.
Specifically, rapid growth is occurring within the Hispanic and Asian segments. As can be seen in Table 5 below, the
Hispanic segment is projected to be the single largest ethnic segment in California by 2012.
Another
Table 5
Projected California Popu/ation Change by Race/Ethnic Groups
2003-2012
000's omitted)
Caucasian
16,048
15,533
3.
2%
Hispanic
11,083
16,123
46°h
Asian
3,
700
4,
900
32%
Black
2,
200
2,
700
23%
Multi•
racelAmerican Indian
831
1,
200
44%
Pacific Islander
111
160
44%
Total
33,973
40,616
Source: Center for
19.6%
Continuing Study of the California Population
It should be noted that the recent increases in the Hispanic and Asian population have also changed the
composition of the California labor force Among the Asian population, the composition of these segments
recent immigrants, it also
may not be fully understood. For example, while the Asian category represents
5th
Japanese citizens. These segments and their relation to the travel industry need
represents
generation
to be better understood.
J~
15
Tourism
Atascadero
IV
Marketing
Plan
Travel, Social and Cultural Trends
changing economic and demographic characteristics, several social trends are also impacting travel
throughout the country, as identified by the Travel Industry Association (TIA)below From this list, SMG
has outlined both the primary trends having the most significant strategic impact on tourism to San Luis Obispo and
the City of Atascadero, and the secondary trends.
In addition to the
and tourism
Figure 5
Primary
Trends
San Luis
Obispo
County
Tourism/
Atascadero
Tourism
Primary Trends.
Generational
Segmentation
significant differences
including the following
There
o
are
Baby
in
key generational segments
that
are
important to tourism destinations,
Boomers -People born between 1946 and 1964 who are currently between the ages of 42 and 60
typically generate the highest travel volume.
years old. Baby Boomers
o
o
Gen X -Those born between 1965 and 1978, who
are
currently
between the ages of 28 and 41 years old.
Millennial Generation -Those born between 1979 and 1994 who
are
currently
between the ages of 12 and
27 years old.
The Internet and Travel
o
Travelers tend to be
of the 98.3 million travelers who are online
quite computer savvy Two thirds (65%)
the
Internet to actually book travel
make
Use
of
Internet
to
travel
used
the
plans.
63.8 million)
now
online
with
45%
of
all
travelers
to
continues
having made travel reservations on the
increase,
during the past year That translates to 44.6 million online travel bookers.
of online bookers are using the Internet to do at least half of all their travel booking
majority (83%)
bookers doing all of their travel booking online continues to grow, with 40%
of
online
doing
number
The
Internet
o
The
in 2003
versus 29%
travel
bookers say they bought airline tickets for a trip taken in the past year 67
of
online
82 percent
percent booked overnight lodging accommodations, and 40 percent made rental car reservations.
so
0
in 2004
Environmental Issues
o
Americans
are
destinations
as
Priority
increasingly
are
interested in environmental issues. This issue impacts the selection of
well as the selection of activities while on vacation. Those destinations that place a
on the environment will have a competitive advantage over those that do not.
more
strong emphasis
1 ~
is
Atascadero
Tourism
Correspondingly the rural atmosphere
directly involved in rural activities.
has taken
on more
significance
as
travelers become
Marketing
Plan
more
Hectic Lives
As
Equal Shorter Trips
people become increasingly pressed
for time due to the hectic nature of their lives, the impact is
vacation and travel. As has been written many times, vacation trips have become significantly
shorter in duration. Additionally, consumers are looking for hassle free vacations placing greater
importance on ways of booking, and travel to and from destinations.
o
seen on
Secondary Trends
Children
Family
Travel
Companions
include children under 18 or 170 1 million trips in total.
trips in the U S ( 26%)
Most (91 %) trips with children are for leisure, nearly half of which are taken to visit friends or relatives
Four in ten (44%)
overnight trips with children include a stay in a hotel, motel or bed and breakfast
establishment. Popular activities on trips with children include shopping (32%),
attending asocial/family
event (31%),
and going to a
engaging in an outdoor activity (14%),
going to the beach (12%),
theme/amusement park (12%)
More than half (55%)
of trips with children are taken by households
headed by Baby Boomers (age 35-54)
as
One in four household
o
Reunions
o
Thirty four percent of U S adults have traveled to a family reunion in the past three years. This
U S adults say they took a trip to
nearly 72 million U.S adults. In fact, one in five (22%)
attend a family reunion in just the past year Keeping with the family theme, more than half of reunions
are held in someone's home (52%)
and nationallstate parks or forests (6%)
City or town parks (12%)
are also popular And family reunions occur with some frequency-at least once a
year for half of family
translates into
reunion travelers.
Fitness While
o
Traveling
More than one-fourth of U S travelers-24 7 million adults-tried to keep those extra pounds at bay by
using a fitness center or gym while traveling in the past three years These travelers are more likely
than total U S travelers to be male (55%),
younger (39 years, average age),a college graduate (56%),
have
have children in the household (55%)
and have
professional or managerial occupation (36%)
higher annual household income ($
87,000 average (mean)annual household income)
a
a
Weekend Travel
o
Half of all U.S
103 million-take at least
one weekend trip per year Almost 30 percent of
weekend trips in the past year and 35 percent of all weekend
travelers say they've taken their children with them on at least one weekend trip Compared to five
years ago, day trips and weekend trips appear to be more popular today than trips lasting about one
week or longer In fact, forty percent of weekend travelers report they are taking more day trips andlor
weekend trips (38%)
today than five years ago. Interest in longer trips lasting more than one week
adults-nearly
Americans have taken five
seems to
be
or more
declining-43 percent
of weekend travelers claim
they
are
taking fewer long trips
than
they
did five years ago. Most weekend travelers (42%)
make lastminute plans and select their destination
within two weeks of their trip Thirty percent of weekend travelers say they took advantage of discounts,
coupons, or special offers while planning or while on their most recent weekend trip.Visiting cities
and small towns (26%)
are favored destinations for weekend travelers, followed by beaches
33%)
and theme
lake areas (4%),
mountain areas (10%),
state or national parks (3%)
16%),
parks (3%)
1!~
i
or
amusement
n
Tourism
Atascadero
Marketing
Plan
Beach Vacations
o
includes going to a beach equating to 109.5 million domestic personperson-trips 1
( 0%)
trips taken in the U S in 2003. Long trips are popular with beach-goers as 36 percent of beach persontrips last a week or longer Among household trips including beaches, 41 percent include children.
One in ten
Educational Travel
o
learning aspect of travel is important to U S travelers, with about one-fifth -30.2 million adultshavingtaken an educational trip to learn or improve a skill, sport or hobby in the past three years
of their
Eighteen percent of travelers in the past year said that taking such a trip was the main purpose
male
(
to
be
U.
S
travelers
total
more
than
are
travelers
56%)
younger
educational
travel. Overall,
likely
have a professional or managerial occupation
39 years, average age),a college graduate (49%),
a higher annual household income ($
and
have
household
(
75,000
in
the
have children
51 %),
38%),
married
be
are
less
to
household
likely
income) They
average (mean)annual
The
Historical PlaceslMuseums
of U S adult travelers included an historic activity or event on a trip during the past year
o
A majority (58%)
This translates to an estimated 84 7 million U S adults. Their households generated 143 5 million persontravelers say
trips including a visit to historical places or museums in 2002. In fact, 41 percent of past-year
historic site, such as a building, landmark, home, or monument (41 %) during their
visited a
they
trip Three
designated
visited
in ten (28%)
a
designated
historic
community
or
town.
Cultural EventslFestivals
U S adult travelers attended a cultural activity or event while on a trip in the past year This
Most (75%)
o
translates to an estimated 109.8 million U S adults. Their households generated 97 7 million personto do on
trips including a cultural event or festival in 2002. Examining the variety of cultural activities
visit
art
and/
o
r
events
(
arts
most
often
attend
travelers
48%)
shows that
performing
trips
museums or
past-year
antique establishments (47%)
Increased Value
o
the purchase. Destinations
Today, people are constantly looking for increased value, no matter what
visitation.
continually look for ways to provide additional value and benefits to increase
must
a
Atascadero
Tourism
The identified travel and social trends have several
positive implications for Atascadero tourism promotion
outlined below
Generational
With
a
Marketing
efforts
Plan
as
Segmentation
number of activities and events that are attractive to a broad audience, Atascadero has
marketing efforts to multiple segments including 55+,
Baby Boomers and Gen X.
target its
an
opportunity
to
Internet and Online Travel
With the
majority of consumers using the Internet for travel planning, it is imperative that Atascadero continually
improve its website and online marketing efforts in order to compete effectively and to reach target
audiences more efficiently
update
and
Environmentallssues
The
such
overwhelmingly growing concern for the environment allows Atascadero to promote its
as agriculture tours, and low
impact recreation such as hiking, bicycling and birding.
Shorter
Trips/Weekend
natural tourism assets
Travel
Atascadero's prime location in central California and its easy access along Highway 101 can
help it to communicate
its convenience to the large potential visitors residing in northern and southern California and the San
Joaquin
Valley
Children
as
Travel
Companions
The Charlie Paddock Zoo, Sunken Gardens, recreational lakes, hiking,
biking, birding and horseback riding,
agricultural tours, cultural events, and rich California colony history allows compelling reasons for families to travel
and stay in Atascadero
Historical Places
Atascadero's
interesting history as the first master planned community or the Atascadero Colony, as well as its
buildings such as the Carlton Hotel and Rotunda Building, and cultural events like Colony Days allow it to
promote this unique aspect of California history that is not found in any other destination.
historic
Cultural EventslFestivals
Atascadero
wide
of seasonal, natural and cultural events such as the Wine Festival and Colony Days
promote
authenticity, local culture and distinctiveness. Live reenactments, Tent City
and historical events also help to tell the story of the creation of the Atascadero Colony in a compelling and
genuine
s
allows it to
variety
the destination's
manner
Increased Value
With
a
number of brand
effectively compete
rì
on
name
price
that have desirable price points and amenities, Atascadero
price point conscious travelers.
lodging properties
and value to reach
can
19
Tourism
Atascadero
Section 3
Economic
Marketing
Plan
Impact ofTourism
in San Luis Obispo County in 2007 was $1 121 billion This represents a 3 4 percent increase from
Since the economic slowdown in 2001-02,travel spending in San Luis Obispo County has increased by 3.8
percent on an average annual basis. While a substantial share of this spending growth has been due to increased
gasoline prices and room rates, travel-generated earnings and employment have also grown during this period
Travel
spending
2006
Table 6
developed asub-county tourism spending analysis that identifies travel spending in the 15
distinct regions or towns located throughout San Luis Obispo County In 2007 the North Inland region of San Luis
Obispo County which includes Atascadero and Paso Robles generated $195 m in travel spending. The North Inland
region ranks third in generating travel spending within the county, following the South Coast and city of San Luis
Obispo
Within this context, SMG
San Luis
Figure 5
Obispo County Regional
Millions)
Travel Impacts
Nnrth Cnast
South Coast,
359
North Inland,
195
past,
SL
Source: Dean
1
0
w .,,
Runyan Associates
zo
Atascadero
Tourism
Table 7 below identifies the
North Inland region
impact of travel spending
on
earnings, employment, local taxes
Table 7
Tra vel Impacts within North Inland Region SL 0
Marketing
Plan
and state taxes in the
County 20012007p
North Inland (Paso Robles &
Atascadero)
Travel
Spending ($
M)
Earnings ($
M)
Employment (jobs)
Local Taxes ($
M)
State Taxes ($
M)
Source: Dean
141 0
142.7
150 1
158.8
170 7
182.0
45.9
47.9
51.2
54 0
57 1
61 5
66 7
2,
640
2,
600
2,
680
2,
700
2,
800
2,
850
3010
2.5
2.6
2.7
2.7
3 0
3.3
3.8
5.8
6 1
6 4
6 8
7.3
7 6
8 1
Runyan Associates
In 2007, earnings
generated within
approximately $66 7 million.
In 2007 travel
Travel
It is
195 7
interesting
the North Inland
region (Paso Robles
and
Atascadero) was
spending generated approximately 3,
010 jobs within the region
spending
in 2007
generated approximately $3.8 million
in local taxes, and $81 million instate taxes.
to note that while the North Inland
region (Paso Robles and Atascadero) is the third largest region
Obispo County for generating travel spending, it is the fastestgrowing area (in terms of travel
spending)within San Luis Obispo County
within San Luis
Table 8
San Luis
Obispo County
Travel Spending 2001-2007P
North Coast
112.5
150.6
33 87%
12.55%
13.43%
North Inland
141.0
195.7
38.
79%
15.
72%
17 45%
11 00%
Mid Coast
140.8
160.1
13.71%
15 70%
14.28%
9 06%
South inland
211 4
254
9
20.
58%
23.
58%
22.73%
3.
57%
South Coast
291 0
359.9
23.
68%
32.
45%
32.
10%
1 09%
896.7
1121.2
25.04%
Total
Source: Dean
Runyan
7 06%
AssociateslSMG
21
Tourism
Atascadero
Section 4
Atascadero Market
Marketing
Plan
Analysis
Currently, Atascadero has approximately 402 hotel and motel rooms as indicated below As was mentioned
of the total available rooms
previously in this report, these hotel and motel rooms account for approximately 3 7%
within San Luis Obispo County
Table 9
Atascadero
Lodging
117
Motel 6
Holiday
BW
Inn
Express
82
Inn
75
Colony
Super
27
8
Casa Del Sol
11
Rancho Tee
27
San Paulo
11
The Carlton Hotel
52
402
Total
Source: San Luis
In terms of overall
Obispo County Visitors
and Conference Bureau
performance, Atascadero Transient Occupancy Tax collections (T 0 T)peaked
since 2005106 at $407,609
by 15%
in 2005/06 at
479,546 In 2007/08,T 0 T collections decreased
Figure
6
Atascadero T 0 T Trend
2003-2008
600,000 ~--~----- ~~-' _ ~~~"~"
479 546 ~._.__.._.. ~~
7$..~
Q2 - ___.-._.
v.__
500 000 __.. ~._.
r.
~
400,000 --.. _-_- $
321 008 ~'
-_.
-._..-_.-
I
k ~ ~ ____
s.
t. ~ ~ ~
a ,~'
t
(___.-
___._
407 609
386164 __ __--__ ~ ~_ __.-_
300,000 ._ _°, ~_ __
200,000 _ ~ ~ ;
-
i
j
x `.. ______._..
iF ~_..._ ___.__ _
E., ~ ~ ~
Yt~
Y ~ _'
u'
1
100,000 ;~ _' ~ . .
r
k~ (~ ~ } ~ ?
2003104
Source:
2004105
2005/06
2006/07
2007/08
City of Atascadero
i1J~~
22
Atascadero
Tourism
Marketing
Plan
In terms of fair share, while Atascadero has 3.
76%
of the room inventory within San Luis Obispo
County, it only
of the lodging revenue within the county This situation
generates 2%
that
Atascadero
is
not able to keep
suggests
pace with overall demand for lodging which in turn generates tourism revenue
San Luis
Figure 7
Obispo County lntra Regional Fair Share Analysis
Rooms
vs. Revenue
County of SLO
Pismo Beach
Grover Beach
Arroyo Grande
Atasgdero
Morro
Bay
Paso Robles
San Luis
Obispo
0.
00%
5.
00%
10.00% 15.00% 20.00% 25.00% 30.
00% 35.00%
of Revenue %
Source: Strategic
of Rooms
Marketing Group
If in fact Atascadero could generate lodging revenues equal to its share of available rooms, it is estimated that
Atascadero could generate an additional $3 million in lodging revenues on an annual basis.
Figure
8
Potential Lodging Revenues at Fair Share
Total Rooms = %
Totai Room Revenue
7,
049
663,
8,
000
000, ~ $
r
3
_..........
4;~
t ~ ` ~
6,
000
000, -;- -~----.~~yL, .'_. ~....._......__
x
W__
W.__
__
_._._
~
___...___
._
i
4,
000
000, -~------- ~~ {~~'
Ys~ ~~
i ,;_ ~~
..~ ___.....$#
2,
000
000, ~---........_.
~
J4__.
g3bb,
689~~
3
(
s ,~
Lodging
Revenue
Current
T 0 T
Potential
Group
ri
23
Tourism
Atascadero
lodging mix, Atascadero's mix of branded versus
county lodging inventory as a whole
compared
In terms of
unbranded
rooms
is much
more
Marketing
Plan
favorable when
to the
Table 10
Atascadero
Lodging Sector
vs. Independent
Branded Chain
25.
12%
74 88%
mix
Total
101
301
402
Atascadero
5796
2722
8518
County
68.
04%
3196%
Source:
As
can
access a
The
the
above, Atascadero has a significantly larger percentage of branded chain lodging inventories than
county This is significant since branded chains typically have distribution systems that allow them to
much greater customer base and give them a competitive advantage
be
the entire
Strategic Marketing Group
seen
in terms of
composition of the Atascadero lodging properties
county as a whole, as illustrated below
propety size is
also favorable when
compared
to
Table 11
Atascadero
of Rooms in
Lodging Segments
rl •~~ ~ ~ ~ ~• ~
mix
Total
County
209 ',
117
Atascadero
2910%
2968
2496
29.
30%
Source:
5199%
34 84%
76
402
18.91%
3054
8518
35.
85%
segment. Typically, properties with
smaller room counts can present a major marketing weakness as these properties usually have limited marketing
funds and, in some cases, limited expertise Additionally more often than not, properties this size have no direct
se//
ing personne%leaving marketing and sales functions to the owners.
Thirty percent
of all
properties
within the county
are
in the 100 Rooms & More
of the room
of the room inventory is in the 100 Rooms & More segment, and 52%
of Atascadero, 29%
as
a whole
to
the
county
inventory in the 50-99 room segment which is still a favorable situation when compared
In the
case
rJ'
J J J~
24
Tourism
Atascadero
Section 5
Tourism Product
Plan
Analysis
centrally located with excellent proximity to
Southern California markets as well as the growing San Joaquin Valley Atascadero is located within
Atascadero is the third
Northern and
Marketing
largest city
in San Luis
Obispo County
It is
30
has the
minutes of a number of recreational lakes, wineries and the Pacific Ocean and Hearst Castle. Atascadero
recreation opportunities and rich
only Central Coast zoo, and offers a small community experience with plentiful
As such, Atascadero often
a
few
are
there
of
Atascadero
trip
Within
the
generators
itself,
major
only
city
agriculture
Robles.
Paso
wine
its
notable
to
serves as an
producing neighbor
overnight option
it is important to
develop a sustainable tourism marketing program and strategy for Atascadero,
The
tourism
destination.
the
define
following product/experience matrix provides
understand the key elements that
Atascadero
in
tourism
of
the
experience
visual overview of the key elements
In order to
a
Atascadero Product/Exoerience Matrix
Atascadero
Product/Experif
Matrix
which motivate people to visit
The Atascadero productlexperiencernix is built around its core assets and activities,
are the most significant
Castle
to
Hearst
and
proximity
the area. The Paso Robles wineries, Charles Paddock Zoo
a
has
Atascadero
growing agricultural
revenue drivers for Atascadero In addition to these primary attractions,
and year-round special
as well as a revitalized downtown experience with historic buildings
tourism
component
events that
are
listed in the table below
Table 12
Atascadero
Farmers Markets
Hearst Castle
AgTours
CharfesPaddockZoo
Lavender Farm
De Anza Trail
170 Wineries
40 Varietals
Wine
Tasting
Wine Tours
Product/Experiences
Performing
arts
Museums
Historic
Society
Missiahs
Carlton Hotel
Roh~
nda
Building.
Bike Riding
Hiking
Trails
Horsel7ack Riding
Chalk Mountain Golf
Shopping
Colony Days
Dining
Hot EI Camino Nights
Arts
Winter
Wonderland
Art Show s
Sporting Events.
Historic/Cultural Events
Wine Festival
Source:
25
Tourism
Atascadero
While Atascadero offers several tourism activities and
drivers
For
are
located outside of the
example, the
South Coast of San Luis
Plan
experiences for visitors in its jurisdiction, its major demand
people to stay at the lodging properties in Atascadero
which does not motivate
city
region s wineries
Obispo County
North Inland
Marketing
are
located in Paso Robles, and Hearst Castle is located
on
the
As such, it is important for Atascadero to develop and promote more tangible reasons for people to stay within the
city such as special events, art and culture, dining, shopping, etc. using a branded identity that provides a unifying
theme for all of its tourism activities and assets and
destination
gives the
an
authentic distinction
Figure 9
Regional Demand Drivers
r~~
s~
3
f
t~ ~
4
a~~
c1
4
i_~~
l)~
r,
y
S
5~..
r\
~
S
«~
1~~/.
f ~
f:
r''''
ki:
t .{~ ~'
i.
J
J ~
~
J
f..~
~
26
Tourism
Atascadero
Section 6
SWAT
Marketing
Plan
Analysis
In order to understand the current situation and to develop strategies designed to build a sustainable competitive
as well as the opportunities and
advantage, it is important to review the strengths and weaknesses of Atascadero
threats that will
impact
its future success.
Atascadero SWOT
Analysis
Strengths
Atascadero has several
strengths
that
provide
make it
a
desirable tourism destination, including the
following
visitors a central location to
Atascadero is strategically located in the center of the county, which offers
located
It
is
Luis Obispo County
just 15 minutes from the
stay to enjoy the many activities found throughout San
Luis
of
San
from the city
Obispo and major
beach, 6 minutes from Paso Robles wine country and 20 minutes
from
access
Northern, Southern and
attractions. Additionally, its location along Highway 101 provides easy
Location
Central California
geographic
markets.
interesting history, local
EI Camino Cruise Nite and Colony Days.
culture and natural assets such as the Atascadero Wine Festival, Hot
Special
Events -Atascadero hosts
a
wide
variety of special events that highlight
its
tourism promotion infrastructure that is
Tourism Promotion Infrastructure -Currently,Atascadero has a basic
has representation from the community and the City of
implemented by the Tourism Promotion Committee that
the Main Street Association are also involved in
and
Atascadero The Atascadero Chamber of Commerce
efforts designed to benefit its members.
tourism
promotion
J ~
z~
Tourism
Atascadero
Marketing
Plan
History - Without a doubt it is Atascadero's fascinating history that sets it apart. Atascadero was founded in
1913 by developer Edward Gardner Lewis, who wanted to create a planned community that combined the best
of agrarian and city life. He called it the Atascadero Colony and envisioned a utopian agrarian paradise where
people could live on small ranches with farm animals and have automobile access to the ocean by an 18-mile
road he built, which later became Highway 46 to Morro Bay He also worked with noted institutional architect
William D Bliss of San Francisco who built the Atascadero Colony Adminstration Building that is clearly one of
the most ornate and beautiful buildings in the county following Hearst Castle. Atascadero s status as the original
master planned community, or colony, in California offers visitors a glimpse into a remarkable historical feat and
an early visionary's dream that helps to tell the story of central California
Proximity
to Wine
Country While there are no wineries within the city of Atascadero it is within close proximity
award-winning appellation of Paso Robles that rivals many Napa and Sonoma wines.
to 40 wineries in the
Value - Atascadero s leading brand name lodging properties with their consistently good service amenities and
pricing makes it an excellent "price point destination as compared to other areas within the North County
Weaknesses
While Atascadero has several
strengths, it is
not without its weaknesses that need to be considered, including:
Limited Attractions -Since the city has no major attractions within its jurisdiction, it plays a support role to other
often serves as an overflow
parts of the county that do have major attractions. Given this dynamic, Atascadero
no
available
or
with
limited
lodging
for people destined for other parts of the county
Downtown -Currently, the downtown suffers from a lack of tourist oriented activities, prominent art and culture,
and a branded identity that could help to create a strong sense of place and excitement for locals and visitors.
Funding -While the city allocates approximately $50 000 annually for tourism promotion, comparatively
and demand for Atascadero As
speaking significant additional investment will be needed to increase awareness
room is below Pismo Beach,
available
Atascadero'
s
funding per
compared with other areas within the county,
Grande.
and
Morro
Arroyo
Bay
the city of San Luis Obispo and Paso Robles, but above
Tourism
Figure
10
PerAvailable Room
Tourism Promotional Funds/
I~
Pismo Beach ; .:,,
I.
w.l ..~.
City of SLO . ,. . '' .... .~.
I..
Morro
Bay .~ $
Arroyo Grande `"_ $
2'
200
Paso Robles ~`. .. . ` .. , . $
Atascadero ., ..,. .~ ~ $
Z~
o
156
31
6--~
0 $ 50 $ 100 $ 150 $ 200 $ 250 $ 300
it has not been
of
Identity While Atascadero has an existing brand, the Colony Atascadero,
overall destination identity or unifying theme for
adequately promoted throughout the destination to provide an
Paso Robles and Pismo Beach.
Atascadero's tourism assets like other cities within San Luis Obispo county such as
Limited Brand
zs
Atascadero
Tourism
Marketing
Plan
Opportunities
Atascadero has
a
number of
key opportunities that can provide the foundation for along-term
effort, including the following•
tourism promotion
Downtown Area -The continued revitalization of the historic downtown area with infrastructure
improvements as
as more activities, events,
shopping and dining organized with a unifying destination brand will provide an
entertaining and authentic experience for travelers.
well
Branded Niche Destination -There is a significant
destination within the broader county-wide tourism
already in
the
long-term opportunity to position Atascadero as a niche
industry in order to capture overnight visitations from visitors
County
Equestrian Connection - To further differentiate Atascadero over the long-term, the city may want to pursue
development or expansion of existing regional horse events and activities This would serve to effectively
differentiate the destination from other areas within the central coast, and
possibly help stimulate the
development of additional lodging properties.
Eagle
Ranch
Ranch -Once
developed, the trails, parks, equestrian
project could provide a new visitor attraction.
center and
the
green"facilities in the proposed Eagle
City Council -The community of Atascadero recently elected apro-tourism city
pursuing programs that can increase tourism to the area.
council that is committed to
Threats
Competition - A primary threat to Atascadero is competition from both within the county as well as from
outside that have major tourism attractions. As such, it is critical for Atascadero to develop a defendable
niche position as a viable tourism destination
Economy -The global recession and climate of economic uncertainty are clearly the greatest threat to
Atascadero tourism levels as potential visitors forgo travel plans based upon diminished income and new
priorities. The rebound in the economic situation may not be apparent for several years. As such, it will
force destinations like Atascadero to communicate a clear message of value to a very targeted market.
SWOT Discussion
In order to
carve out a defendable competitive
advantage, Atascadero needs to leverage its strengths and maximize
potential opportunities. Specifically, Atascadero should continue to emphasize its colorful history and prime
location to San Luis Obispo's major attractions as well as its easy access from major population centers. The
promotion of a unified destination brand that positions Atascadero as a defined niche within the San Luis Obispo
tourism industry, and sets the theme for the overall tourism marketing program is an immediate priority Also with the
its
risk of becoming known as a lodging overflow destination for other areas with the county, Atascadero should work to
improve the downtown experience with a greater emphasis on history, arts and culture, an expanded roster of
events, and infrastructure enhancements that will help to support the brand and motivate overnight stays in the city
Finally, while the city is to be commended for supporting tourism with its existing budget, it is critical for the lodging
community to develop other tourism funding mechanisms such as a BID in an effort to increase the marketing budget
over the longterm and to pursue other opportunities such as major equestrian events, facilities and trails.
J~ ~
29
Atascadero
Tourism
Section 7
Marketing
Plan
Promotional Efforts
Currently the Atascadero tourism promotion effort is managed by the Tourism Promotion Committee which serves
an advisory committee to the City The City of Atascadero invests
of the T 0 T collections or
approximately 10%
50,000 on tourism promotions as outlined below
Figure
11
Atascadero Tourism Promotion
Contingency
3 785
v$
150
Webstat
I
r . , .. ;~ $
Trade Show Travel
2,
000
00
Sponsorships
5 ~
360
ESpecials
Radio
Budget
I
Chamber services
Fair
as
Advertising
Certified Rack Services
12,000
SLO Magazine Ad
s ..:-:~ $
Online
Newspaper Coops
Website
Sunset
i.
Design
F€.
0 $
City
$
Magazine
CA Visitors Guide
Source:
00 ..
1~
s'='-`::.
2,
500
2,
000 $
t.
4,
000 $
6 000 $
8,
000 $ 10,000 $ 12,000 $ 14 000
of Atascadero
In addition to the
city's Tourism
Promotion Committee, the Atascadero Chamber of Commerce and Atascadero Main
provide tourism related activities for the community
Street Downtown Association also
An overview of the
organizations that support tourism related activities
can
be found
on
the
following
pages.
30
Atascadero
Tourism
Atascadero Tourism Promotion
x~
f
Plan
Organizations
r
a
F ~ ~"~
a `.
e ~
Marketing
t
b
i~.
i
E '~
A
4
S
t
f
I,
yy~~
gti F
Ll 1 ,
f T(
1 Y'r
4
n~~
i~
S~~~
1, „
j
ls~nH
~~`
j
t1,"
s ~
t
r
T
4
i
i
ti~
i
J~" _
I
Atascadero Chamber of Commerce
The Atascadero Chamber of Commerce
provides
through its member website
www.
org,
atascaderochamber. the production and
tourism related services
distribution of the Atascadero Visitor Guide, and
city's Visitor Information Center
as
the
The com
www.
visitatascadero.
` and
Dining"
Shopping"pages link to the chamber's shopping
and dining members to provide visitors with details.
Atascadero Main Street Downtown Association
The Atascadero Main Street Downtown Association
q
z~
2~ ~~ E~:
~
~~.:~.
primarily responsible for developing and
supporting events that are designed to attract people
to the downtown area using printed materials and
is
n.~~_~
u~
1
Q
their website - org.
www.
atascaderomainstreet.
rsrnre t
Their mission is ` To transform downtown into the
historical, cultural, social and economic center of
u.
o..~~.,
~.
Atascadero
as
JJ~
the
Colony
The Association
positions
downtown
District.
31
Marketing
Plan
The Atascadero Tourism Promotion Committee is
advisory committee for the City of Atascadero It
includes representatives from the local tourism
an
Tourism
Atascadero
Atascadero Tourism Promotion Committee
community and advises City staff on the
development and implementation of the current
of the
marketing program which is funded with 10%
The
Taxes.
Transient
City's
Occupancy
City's
overall marketing efforts include advertising, trade
Visitor Guide distribution, and
outofshows, market
management of the primary tourism website www.
com
visitatascadero,
tidikllh
xm ~~.~.•~- ""~"
i~
ti
ti'f
C.
Fi-
5'arat
lm
.
n.
w
s~ ... ._~. .
e,
Additional
_..
Organization
Promotional Efforts
The
City
of Atascadero has
San Luis
Bureau in
provided furnding
to the
Obispo County Visitors & Conference
exchange for exposure in its county-wide
tourism programs.
Atascadero is featured in the VCB
promotional
guide, cooperative ads in the
Guide, public relations efforts, and
materials and visitors
California Visitors
www.
sanluisobispocounty.
the VCB website - com
32
Tourism
Atascadero
Section 8 Visitor
Marketing
Plan
Demographics
As part of the County Tourism Analysis project, SMG surveyed the County CVB consumer database to understand
their perceptions, attitudes and behavior SMG also collected demographic information from those who stayed in San
Luis
Obispo County The data that follows is from those who indicated they stayed
1
Geographic
A. California
Point of
vs. Out
in Atascadero
during
their last
trip
Origin
of State
of those surveyed who indicated they stayed in Atascadero
Overall, 78%
were
from California, while 32%
were from
outside of California.
Figure 12
Geographic Point of Origin
f•
hi <~~ i~
s
7t
L~,
x i
t
i
x .
x =
r '~
i ~ ` : ~
x;
3
t
m
California
max'
s
Outside California
Source: SMG SLOEVC Study Note: Sample size is small
B
The California Market
of visitors
Within the California market, approximately 10%
from Northern California.
California, and 27%
were
Figure
California
were from Southern
from Central California, 63%
13
Ge~
raphic Point of Ori
in
s .,»
t ~ .,
i•~
27 4°l
y{ ~`~~
r~/
o,;~
a,l
ii
1'
63.0°,
IO
~~~~
iii
Northern California
Source: SMG SLOEVC
J
Central California
Study Note: Sample size
Southern California
is small.
33
Tourism
Atascadero
2.
Demographic
A.
Age
As
can
be
Plan
Profile
below, visitors to Atascadero tended
seen
Marketing
to be older than those who visited the
county
as a
whole
74
Figure
Atascadero Visitor Age
61+ ~~.,.,, ~ .. .....~~. _ ~ ~ ..>
s`
Tỳf-*
12'x' ~ '""'~'
51-60 ~~
z~.
z..
t ~ ~ ~~ ~ ,
4
Total
31-40 ~ ~ ,~`
x+;
~
~
County
Atascadero
25-30 '~'''~'
Under 25
10.0%
0.0%
30.0%
20.0%
40.0%
Source: SMG SLOEVC Studv~Note: Sample size is small.
B
Income
Visitors to Atascadero tended to have
a
higher concentration
Figure
of income in the under $
70,000
category
75
Atascadero Visitor Income
i
250,000+ ~ = =-:~<
100-$
249000 ~;... ~'~ ,:,:~~
1
1
j
gin
f.,.
w.~
..;.;:;
I
rr ,~ ~~ ~>-:~~ - ~
70-$
99
999
69
60 $
999 ~ ~'~ ~.'~`? ,; :.
r~ ~~~ ~
i
1
Total
County
Atascadero
t
50 59
-$ 000 ~ ~.~ ':,
0-$
49 999 ~~
1 ~ ,, , . ,-. _.,. ~ ~
1
I
40.0%50.0%
0.
0% 10.0%20.0%30.0%
L_._ _-____........._.......__.__._.._~._.,.......~ ..............~__......_
Source: SMG SLOEVC Study Note: Sample size is small.
1,~
34
Atascadero
Tourism
Marketing
Plan
Section 9 Tourism Vision ~ Goals
In
effort to assist the tourism
an
promotion organizations and the City of Atascadero
with its
long-term strategic
direction, SMG has developed the following vision statement and overall strategic goals.
A. Atascadero Tourism Vision
To
develop and implement tourism programs that differentiate Atascadero by promoting the authenticity of the
destination and its attractions, history, and local culture, and take into consideration the interests and needs of
current and potential
visitors, local tourism related businesses and local governments, with respect for the
environment and the values of the
B. Overall
1
community
Strategic Goals
Economic
Effectively promote tourism in a way that generates increased travel spending, taxes and employment within
the city of Atascadero As was identified previously in this report, by increasing travel spending to 3 7%
a
it would translate to
percentage equal to Atascadero share of rooms within the county)from the current 2%,
an additional $
3 million in annual travel spending
2.
Consumers
Position Atascadero
as a unique niche price point destination in San Luis Obispo County in an effort to
by communicating an appreciation of the history, recreation, attractions, geography and
e.,the key benefits and attributes the community offers.
ambiance, i,
attract visitors
3.
Environment and Natural Resources
Educate
traveling public about the area's environment and natural resources in a way that calls attention
same time serves to protect and preserve the aesthetic, agricultural and cultural
foundation of the Atascadero community
to
these assets and at the
4
Local
Community
Preserve the Atascadero
community's values and lifestyle through the communication of its key tourism
that maintains the integrity and pride of the local culture, and motivates the
community, businesses and various tourism promotion organizations to participate in and support the city's
tourism marketing program to help increase taxes and employment.
assets in
an
authentic
JJ ~~r_~;
manner
35
(
Tourism
Atascadero
Section 10
A. Core
Marketing Strategy
Strategy
In order to achieve its stated goals and to develop a sustainable tourism
successfully differentiate the destination and optimize technology
1
Marketing Plan
marketing program, Atascadero
must
Differentiate the destination.
First and foremost, Atascadero must clearly differentiate itself from the competition to make it relevant in the
mind of consumers. Most destinations differentiate themselves based upon physical attractions in their
jurisdictions. However Atascadero has a unique challenge since its primary tourism revenue drivers are based
upon attractions located outside of the
city
As such, the most effective approach to truly differentiate Atascadero is to promote its authenticity based upon
its history and local culture. Differentiation will be supported by the development of the destination brand that
will be integrated into every marketing effort and leveraged by the tourism promotion organizations and
community
2.
Utilize the Internet and
technology
to the fullest.
One of the most efficient and effective marketing distribution channels for destinations to reach travelers is the
of all travel planning taking place on the Internet, it is imperative that Atascadero
Internet. With over 80%
www.
visitatascadero. and
-implement a comprehensive online marketing program.
upgrade its website - com
correctly, this marketing strategy and approach allows
long-term positive results
Executed
I.
the tourism program to
naturally unfold and yield
Differentiate the Destination
and distinction
significant strategic opportunity to differentiate Atascadero and to give the destination life
is not to
The
efforts.
the
tourism
into
the
local
culture
and
key
marketing
fully integrating authenticity
by
to
differentiate
local
culture
the
into
but
to
reach
Luis
deep
Obispo County destinations,
duplicate other San
There is
a
more
Atascadero
travelers want to experience the real side of a destination, the side that gives a destination life
As
and distinction. They want to visit locally owned and operated businesses and get a taste of the real local culture
as
valuable
a
can
be
a
destination
marketing
platform
for
very
differentiating
such, authenticity as a core strategy
research study conducted by SMG in 2007
The California marketing
Trave/er©
illustrated in a recent statewide
Today
more
and
more
study
quantifies this
new
travel trend with
some
surprising
indicated that vacation destinations
44%
88%
indicated that while
are
results.
becoming
similar in their restaurant and retail
offerings.
on
vacation, they tend to seek out locally-owned shops and restaurants rather
on
vacation, they
than national brands.
indicated that while
52%
and
are
very
locally grown products than those offered by
likely/definitely likely to
pay
more
for
locally produced
national brands/chains.
the
While this is true, many destinations fail to execute the promotion of the authentic experience including
emotional
a
without
providing compelling
images and messages. Instead, many destinations list attractions
right
36
Atascadero
Tourism
connection to the
of
experience for the target audience ( For
authenticity, please see the Appendix.)
Marketing
discussion about the economic and social benefits
more
To successfully build awareness for Atascadero, marketing efforts must differentiate the destination
through
emphasis of its key assets and strengths as outlined in the SWOT section of this plan, translating them into
believable and meaningful benefits for its target market segments,
Following
are
Atascadero
the
Key
key points
of differentiation that the
marketing
Plan
program will
an
emphasize
Points of Differentiation
Asset
Consumer Benefits
History
A
nostalgic step back
in time, authentic local culture
Atascadero
provides
a
s colorful history as the Colony of California
along with its historic buildings and cultural events
unique visitor experience for all segments and promotes the authentic local culture and heritage
Location
Easy access
Atascadero is
centrally located in close proximity to the wine industry, major county attractions and the ocean. Its
geographic
along Highway 101 and near Highways 41 and 46 provide easy access from Northern,
Southern and Central California geographic visitor markets.
location
Affordable
Superior price and
Atascadero's
make it
an
value
quality branded lodging properties with full amenities, customer service and competitive room rates
point destination"as compared to other lodging properties within the North County
excellent `price
37
Atascadero
C
BrandinglPositioning
To
effectively differentiate and to give the marketing program structure, Atascadero must promote a brand identity
that unifies its tourism assets A brand is the way in which consumers perceive or
distinguish a destination. To be
effective, a brand should unify all of the destination's functional (recreation and events)and emotional benefits
inclusive identity (image
culture and solitude) under one all-
impression in
the mind of the
and
positioning statement) to
create
an
indelible
consumer
A brand not
only serves to unify all of the assets/attributes of a destination under one identity It also works to unify
community and to encourage it to provide the highest quality standards and customer service that will strengthen
the brand and customer loyalty over the long-term.
the
I.
Brand Awareness and Customer
As time becomes
turn to
increasingly
visible brand
highly
Loyalty
scarce, consumers will often
names when planning a purchase
Atascadero Brand
Identity
decision Consumers want the assurance of quality when
they don't have the time opportunity or ability to inspect
alternatives. This behavior is reinforced
visibility of a
brand
by the constant
mediums and communication efforts
segment. A brand representing
using
that reach the
target
leadership, success, quality and excitement
genuine connection with the consumer
These positive associations
that is both emotionally and
positively
can
motivate
a
can
create
buying
a
decision
History •
Culture • Environment • Recreation
functionally driven and is
experience meets the
reinforced when the
expectation.
Target
Market
Segments
As such, Atascadero
lodging properties, attractions and all
consistently offer
customer
service
with
the information
exceptional
beginning
the
actual visitor experience The
gathering process to
continual and dedicated commitment by each community
member tourism agency and business to provide a positive
overall experience will help to build brand awareness,
tourism related businesses should strive to
reinforce positive brand associations, and generate customer
brand)loyalty among target segments.
Above all, a
highly loyal
customer base
generate repeat visitations
and
revenue
be expected to
flow
can
Brand Awareness:
Educate
Brand
Familiarity
Target Segments
Recognition:
of the Atascadero brand
leads to Recail & Preference
Brdnd/Customer Loyalty:
increased Visitations to Atascadero.-
JJJ~~";
38
Atascadero
II.
Tourism
Plan
Marketing
Atascadero Destination Brand
E.G Lewis was not
only a visionary developer He was a futurist marketer His master planned community
Colony should remain the destination brand because of its historical uniqueness
that he
named the Atascadero
The current ' Colony of Atascadero"logo featuring
the historic Administration Building clearly
differentiates Atascadero from the competition within
San Luis Obispo County and outside of the county
No
large
small rural
or
in California
or
or
the nation
cosmopolitan destination
can
claim this brand
identity or positioning
statement. Or the unique story
behind it. It is authentic and distinctive and gives
Atascadero along-term defendable position and
theme to base its marketing program and even infrastructure enhancements on in both the short and
long-term
Above all, it has a timeless appeal and emotional connection with locals - Atascadero's most valuable
marketing
vehicle
While the historic Administration Building, also known
adoringly as the Rotunda Building was damaged in the 2003
San Simeon earthquake the city stands committed to carry out the $21 million in repairs scheduled to commence in
2009 The building is the physical anchor of Atascadero and the sense of pride for its residents It is also considered
one of the San Luis Obispo
Hearst Castle. The
County's most elaborate and beautiful buildings
following
businesses, and entire community recognize the importance of this landmark
as a
city
physical community
center and
unifying symbol.
The introductory copy on the Colony Days website included below
Atascadero and the local connection to the Colony of Atascadero.
eloquently captures the essence
of life in
The brainchild ofinegaentrepreneur E.G. Lewis, Atascadero CA is the result of nearly a century
of organic community evolution. It is an amalgamation of rolling hills studded with majestic oaks
and other mesmerizing flora; historic buildings; quaint lake park and zoo; dynamic enclaves of
artists, musicians and writers; fiery politics, all surrounded by the most colorful visitor vistas and
finest wineries in the state. Atascadero is the hub, the very center of California's Central coast. "
The Atascadero Colony brand is also a natural extension of the San Luis Obispo County VCB brand of 'California s
Natural Escape"which will help to leverage cooperative marketing efforts with the VCB. A
colony has very positive
connotations such
creativity community culture, heritage and nature. It conjures positive emotions, and can
physical and emotional place to get a break from the busy city and experience a simpler
way of life. Atascadero's downtown attractions, lush countryside, recreation, and special events can deliver this
authentic experience It can also help to introduce the "free recreational opportunities such as
hiking biking, birding
and horseback riding as well as introduce the unique history of the area, downtown, retailers and
lodging properties.
as
position Atascadero
as a
The Atascadero
Colony brand provides a cohesive thematic umbrella to unite existing events (Colony Days),
programs (Downtown Association),and infrastructure (Colony District)that already use the colony distinction to give
the overall tourism marketing program better structure and leverage limited resources. The brand serves to identify
the downtown area as the Historic Colony district and sets the theme for more signage, events, lodging packages,
ads, website and public relations program It ties Atascadero together; from the infrastructure to marketing, and sets
the foundation to tell the
story about Atascadero
and its
continuing evolution
as a
unique tourism destination
39
Atascadero
Tourism
Section 11
Marketing
Plan
Marketing Strategy Execution
The Atascadero
Colony brand has to be translated into specific marketing tactics that will differentiate the destination
competition and include participation from all the tourism promotion organizations, businesses and local
community to create a sustainable long-term program. As mentioned earlier, the core marketing strategy is the
integration of the local perspective and lifestyle in order to create a genuine connection with the consumer that
effectively motivates their behavior to plan a visit to Atascadero
from the
and Local Culture will be the strategic platform to reach Atascadero's
target
market segments, and to guide the creative execution of all
marketing tactics.
Authenticity
Using history and locals to introduce the city's tourism assets as the cornerstone for the
help build along-term niche position within and outside of San Luis Obispo County
A. Creative
To
Development &
entire
marketing program
will
Execution
the
strategy is integrated into every marketing tactic, specific messages and images that support the brand
speak target audiences must be creatively crafted. Featuring a local's insight about recreation, historic site,
event or hot spot along with compelling photography should be used to introduce Atascadero's tourism assets and
invite visitors to experience it on their own. The creative platform should be used in every
marketing execution to
leverage efforts and to create continuity for the entire program.
ensure
and
to
B. Visitor Data CollectionNisitor Database
The collection of visitor data (specifically
emails)and the creation of a visitor database will be the lifeline for the
establishing a visitor relationship program that can help foster loyal,
repeat visitors over time It is not cost effective to invest in visitor contact activities (trade shows, advertising, etc.)
without obtaining visitor data to keep that costly visitor contact informed year-round. Collected emails will be added to
the email newsletter database so new and repeat visitors can be continually educated about
year-round activities and
events that will encourage overnight visits The primary mechanisms for collecting visitor data should include
Atascadero
marketing program
and the basis for
Atascadero Website - www.
com
visitatascadero.
o
Email capture system
o
o
Visitor Guide online order form
Contests and promotions
Email newsletter with "forward newsletter" mechanism to encourage
new
readers
Advertising
o
o
Direct leads generated by print ads
Banner ads on websites that generate traffic to the Atascadero Website and email registrations
Trade Shows
o
Promotions/Trip giveaways
o
Attendee surveys
Atascadero newsletter
o
sign
up form
Special Events
Newsletter sign up form
Attendee surveys
Atascadero tourism partners and
o
o
community
lodging properties, chamber of commerce, downtown association, attractions,
proponents, historic society etc.
o
Website links from
o
Atascadero banner ads
businesses, event
J1~
on
partner websites
40
Atascadero
C.
Tourism
Marketing
Plan
Strategic Implementation
The following Atascadero Business Model is a systematic approach to illustrate how the tourism
marketing program
works, and how it is measured Driven by the authenticity strategy the business model integrates all of the marketing
efforts in order to build awareness of Atascadero among its target markets and to build a visitor database for future
marketing efforts. It also outlines how potential visitors are driven to the lodging properties in order to generate overnight
bookings and visitations. The focal point of the business model and marketing program is the Atascadero website
The Atascadero Business Model has two basic
The best
organization
to create
The best
organization
to book
principles.
awareness
a room
is
and brand
positioning
lodging property
a
or
is the
make
a
City of Atascadero
sale is
an
attraction
or
business.
Atascadero Business Model
Core
Advertising
Strategy Authenticity
Sales
Public Relations
Target
Market
and Local Culture
Online Efforts
Events
Visitor Center
Segments. Lifestyle & Geographic
www
visitatascadero.com
Link to
Lodging Property
Collect Information
Measure
w
Make
0
Book Vacation
0
Programs
Adjustments
and Refinements
N
Positive Exoerience
How the Business Model Works.
1
Marketing efforts are used to attract the target market segments and to build a database for future promotion
efforts. Target markets either show interest (go to the Atascadero website) or not.
2.
Once
the
3.
they go to the Atascadero website, at some point they link
responsibility of the lodging property to make the sale
to
a
lodging property
At that
time, it becomes
Based upon their experience, new visitors either become repeat visitors going back to the lodging property
back to the Atascadero website to choose another lodging property or they fall out of the entire
directly, or
system.
4
The
City of Atascadero can
measure
its effectiveness and
how many user sessions; page views, etc. are
how many users (leads)are sent to its lodging
Throughout the system, visitor data (emails)are
email newsletter and seasonal
determine how
people got
accountability at several points. First, it can measure
generated overall by its marketing efforts. Second, it can measure
properties, attractions and businesses.
collected to be used for visitor
relationship programs such as the
implement an online visitor survey to
their
behavior
motivations and perceptions about the
gauge
promotions. It also builds the database to
to the website and to
destination
r.
l
41
Tourism
Atascadero
D.
Target
Plan
Marketing
Markets
authenticity strategy work it has to be communicated to the right audiences. To do so successfully,
such as hiking, bicycling, bird
target markets should be segmented by geographic markets and lifestyle preferences
and
drive
times.
to
etc.
in
addition
Merging psychographics
geography
watching, horseback riding, golfing, foodies,
for
mediums
lucrative
the
most
targeting efforts and messages.
advertising
with demographics will help to identify
and
tactics
more
creative
messages that will be designed to
marketing
This segmented approach also allows for
To make the
keep giving visitors
new reasons
to return
county travelers and out of county geographic markets including the Los Angeles
Primary target markets include inThese geographic target markets are within about a four
area, San Francisco Bay Area and the San Joaquin Valley
are traveling in
hour driving radius. International and out of state visitors will learn about Atascadero while they
Commission and the
and
Tourism
Travel
California and San Luis Obispo through marketing efforts with the California
SLOCCVB
Coi
Po
Ukiah
a
o.
Y
y. &
GClearlak
Lake: '°Carson
U{
U!
85
minXo ~ ~~
395
Bridgeport
SanAndfees
v
TraC
Adamtrn7#h.
120',
kAode
Warm
SRrthgs
Tonopah
Goidtield
at.akes
e
Alamo
it
tied
g
G
TuolVrorse
p
ra~
N1
o
Hawthorne
12l„ °
mp ~ ~
Dudonrater
Round
haountain
aCfarr~
ntD
airfie
250
p~
A_ n
Gabbs
r#
Santa ~ ~
ROSa D
E +~
N
TaMod•• ,City
U' N
tw
fl
Jos
rrte~,,
list
s
E
93
g6
Beatty
Cl
F
L
C !#
a
Soledad '~
Hantor ~ ©
1
R
Crea#h Vatteyo
Las
VBga
Death
ai i °
a ,
Avenal
Co
4'
ailey '
aran
ty.p
Delano ,.
Robles
arrupa 3ran
Indian
aBprings
A ~.
isa
ias,
Luis
o
dbispa
benders
95
fuiojave
aker ionai
h#
a#
Sfield ~
Ba
Santa
58 }
991
aria
n
r127
o idgarcrest
abella
asco ~
48
roan
Desert Natioriaj
tnridlife f~!
angB
Q1ndaRerdence
Fres
n
B °_
Banos
r° ~
MoMetaSalinas ~
T
T ~~
nai Forest
Sierr
Merced'
x,
152' '_
S
O
E
T
I
B
RraSCY~Ve ~
ma,~..
Lencast '~'
r
Ictorville
Di
1$
arlt8 Clerit '
138 t
Oaks
i
e
P~
f
i
a
Q
c
e
e
n
em°
nga
t?
xflar `
na ~
Los
ue
Indio
temet '''` ~.
Long B ~
88
Oc6srta
k
1iDPlltu + II IItl~
1413~]
QW IrMS
MCrd[
MICtlMm•dYl.t rli'
pq~,
LM
llylll/Pi~
t'I
tfl~'
1/
1e1~~
4
'
GapClalm.+
ll nPM1ir rcs YA.
ht Ot
l]
6-~
S
Jlmi 019E~
Rterverl. P~
mMCa GR
9H
' The ' raf NnM +
IK. MI M Ilk rciilvert.TSle Slai ~
NAtllta
Ala[ Na Ii.
4]
Telt
fJT>
TB(!
SIHnaFf MN+:
F0 St ~
JTEf}qN 6~~
aryl ~+
IIa.
rT~
Zft~~,
markets
Summary market characteristics for a number of potential target
J~
ll r.,.~''
can
fRrnnrlidn
_~
Inb i
a4101iet IdS+
O~
OQ!'f
q
I1m~
pl~
1a'~'
Itmali
be found in the
OT TtIe PIOi
following
TF3Q
-
Ali nuni+
~
IY.
table.
42
Tourism
Atascadero
Marketing
Plan
Table 13
Summary Primary Target Markets
Las
San
Bay Aree
Angeles Counfy,CA
55,382
AYerage Hqusehold Income
24 737
Population {20v2j
Poputatton by Sex
9,
763
613,
9,
763
613,
base
Mai
4
etnafe
YearPopuiatlan 1s years and
over
18,
249
33,21
Per Capita inC4tn8
Current
3oaquln Cauntl, CA
4
577,974
437,27
base
577,974
base
49% 57
2,
218,
50%
288,574
50%
4,
594
867,
51% 69
2,
218,
50%
289,400
50%
6,
562
861,
base
base
395,072
746,169
4 437,27
3,
3E
399,
Partkipate in:
Bicyciir~~
Mouritain
275,574
4.
02%
168,091
4.
94%
14 764
3.
74%
BtcyCii~Road
watartp~'
tieipate
t^~
shiilg
666,832
9.
72%
388,048
1142%
38,856
9.
84%
400,962
5.
84%
183,978
5.
41%
19,275
4.
88%
1"
3ptf
690,946
10.
07%
408,991
12.03°/
41197
10.
43%
Yvalkirtg For exercise
Chtim rJ851tt0[S Perscinai (:
Gtripti~er
Attend mush psrFi~
rmanc in ~~ year
BeioKg tp en AuW Ciub
2,
924
196,
32.02% 728
1,
248,
36.
73%
131,945
33.
40%
2,
806
862,
4172% 605
1,
784,
52.
50%
173,580
43.
94%
1
21.
62%
483,728
25.
99%
82,286
20.
83%
32.
55% 247
1,
252,
36.
84%
111766
28.
29%
51.
83% 594
2,
031,
54.
63%
883,625
IlomestiC Trave[as#
} 12 maths:
59.
76%
215,814
776,78
11.
32%
519,242
15.
27%
37 706
9.
54%
1,
97
577,
23.
00%
955,678
28.
11%
108,913
27.
57%
3,
58
556,
Nortt'1 fast
South
666,21
Plortit Central
1 725.09
west
9.
71%
421,075
12.
39%
54 155
13.71
25.
14%
915,055
26.
92%
90,092
22.80%
Stayed of iasf year
Best western
358,321
5.
22%
215,459
6.
34%
23,972
6.
07%
Comfort inns
221,352
3.
23%
125,024
3.
68%
16,462
417%
69,744
1.
02%
43,618
1.
28%
4,
690
119%
218,765
3.
19%
126,371
3.
72%
16,084
4.
07%
Courtyard
pays inn
Hampton
110,807
inn
Holiday inn
Matei 6
107
Ramada inn
Atascadero should focus
on
the
following target
1.
61%
73,638
8,
205
2.
08%
4.
81%
200,435
5.
90%
24,903
6.
30%
2.
71 %
101,074
2.
97%
8,
295
2.
10%
2.
17%
73,295
2.
16%
10,406
2.
63%
1.
57%
62,329
1.
83%
7,
252
1.
84%
2.
17°/
markets.
Geographic Markets: Southern California, San Joaquin Valley and
Age' Adults 40 +
Northern California
Families
Household Income $70 000+
Psychographics.
o
Outdoor enthusiasts
o
Foodies
s~,~€
J s:
' '
including hikers, bicyclists, birders
and
equestrians
43
Atascadero
Tourism
Section 12
Marketing
Marketing
Plan
Plan Tactics
The
following short-term (2009)and long-term (2010 and beyond) marketing tactics are necessary to launch the
competitive strategy in order to increase awareness of Atascadero and to achieve the stated goals. The
short-term marketing tactics are based upon the current $
50,000 tourism budget and are intended to evolve in
in
order
to
create
sustainable
tourism program based upon future budget allocations
subsequent years
along-term
and organizational structure. The priority tactics include.
outlined
Brand
R
Building
Website Enhancements
Online
MarketingNisitor
Advertising
I
Newsletter
i
j}~'~
i.
Vi
4
rE
2
rla
LL~
Sales
Public Relations
w: ~~;
Research
r
M1i
i ~
k_
A. Brand
jKi
4 `
Visitor Information
Building
a'3ds.
r
-
s~~
tt'
ryS..j
r
i~
':
d'
F '.
Short-Term Tactics.•2009
1
Use the
existing Atascadero Colony logo (or refine the image)and positioning statement in
piece including city signage, printed materials, advertisements, Visitor Guide and website.
NOTE. If tourism officials and the
art contest. The contest could
awareness
for the destination
community would
like to
generate press coverage in
by telling
the
story
upgrade
the
behind the
the current
every communication
logo, one option is
to hold
a
local
county and out of market and help build
Colony
Allocate funds to
new
logo
creative
development.
2.
To
leverage the exposure and brand awareness, encourage every business and tourism promotion organization
integrate the Atascadero brand and positioning statement into their individual marketing efforts including their
websites, printed materials and promotional items such as stickers and other logo items
to
3.
To
consistency with the destination brand in every medium, follow these creative guidelines.
Include Atascadero Colony logo and positioning statement.
Use photography that captures people "in the moment"in order to portray the experience such as
ensure
bicycling,
enactments, etc. or area icons such as the Rotunda Building or wineries.
hiking, riding horses, historic reDevelop specific message points that promote the Atascadero lifestyle and local culture targeted at specific
market segments.
The Atascadero website - com
www.
visitatascadero. should be the primary call to action for trip planning
Long-Term
Tactics:2010 and beyond
4
Implement a comprehensive marketing survey to visitor database in order to understand visitor perceptions
about the Atascadero brand and its impact on their travel behavior
5
As identified in the 2005 Tourism Assessment, the city should continue to develop an area-wide way finding
signage program that helps the visitor locate the tourism related assets within the region All signage, including
event banners
brand and
r1
produced by the Downtown Association
supporting color and type elements.
or
chamber of commerce, must include the Atascadero
44
Atascadero
B. Website
1.
DevelopmentlOnline Marketing
Atascadero Website Enhancements
www.
com
visitatascadero.
Short-Term Tactics.•2009
1
On the Home
Page
Include
a.
introductory copy about the destination weaving historic references to the Atascadero Colony brand
Emphasize central coast location and proximity to county-wide tourism attractions Incorporate historic black
and white photos throughout the site and in the main header
b
Feature
a
Lodging
section
c.
Feature
one or
d.
Add "Free Atascadero Visitor Guide
seasonal
commerce
Lodging Package such as a "Colony Days Lodging Package or at least
Page. Include a link to the Lodging section on every page
a
link to the
the Home
on
two
signature
to order
a
events
on
the Home
on
the
Page only with
Subject
a
link to the Events Section
line of the automatic email that goes to the chamber of
Visitor Guide in the mail
the
existing Send us Your Photos and Videos sections on the Home Page with user-friendly social
pull in usergenerated content and images that will help increase Atascadero s position
on search
engines and encourage users to check back since it will automatically be updated with new
content. Specifically
o
Consider replacing the "Send us Your Photos" button with user generated photos pulled from
Flickr (using keywords `Atascadero , `California , `Central Coast') This reduces the work of
chamber staff as ail new photos are automatically updated on such a link. Atascadero could also
create a free account and feature its own images as a Flickr badge on its site
Using Flickr for user
generated images (and drawing attention to it in email newsletters and on the home page)will
allow additional content to be pulled to the site with little additional work (or cost)to Atascadero
o
In addition to hosting video on the Atascadero website, it should also consider
setting up a free
account and adding videos to Youtube This would serve as a large distribution channel that would
ideally draw additional traffic to Atascadero s website
Replace
media tools that will
2.
Expand the
a.
Footer to include the
Contact
Page
address of the
b
c.
3.
Media
Page
to
new
pages with links.
to include brief info about the Atascadero Tourism Promotion Committee (
ATPC),physical
City
of Atascadero and
Privacy Policy Page
emails to third
following
for
legal
an
email link to
purposes and to
[email protected]
explain how the ATPC
does not sell visitor information
or
parties.
post press releases, photos and public relations
contact for media
access.
Improve organic positioning on search engines (Google and Yahoo)with SEO tactics such as adding page titles
key words in the descriptive copy of every page to ensure the website includes the most popular words used
by visitors to search for Atascadero.
and
4
Include
an
email
interested in
registration field on every page in order to build
receiving year-round information about Atascadero
1`~~~.
an
audience of
repeat and
new
website
users
45
Atascadero
Tourism
5.
Include
6.
Add "History"menu header and section to explain the Atascadero
Colony story, along with vintage photos,
information about the Carlton Hotel, Rotunda Building, Colony Days event, and the historic downtown
a
link to
Lodging
and Plan Your Visit in the
navigation side bar to encourage overnight visits.
Colony
District.
7
Plan
Marketing
Remove the "Plan Your Event"menu header
Remove "Maps menu header Relocate the
and the "Plan Your Visit"section
Relocate it under "Plan Your Visit"
Dining, Shopping
and
Lodging
map under each of those sections
Upgrade "Plan
Your Visit"header and section with the following:
link to the Lodging section and brief copy about the lodging selection.
b
Include the downloadable Visitor Guide.
c.
Include sample itineraries.
d. While the existing destination map is good, include a
Google API so people can plot their trip to
Atascadero
e. Move `Plan Your Event"copy and link to this
page
f
Move the Shopping, Dining & Lodging map to this page.
a.
10
Include
Create
a
a
dedicated Media Center to include public relations representative contact information, a downloadable
releases, and an image library
media kit and press
11
Enhance copy and photos on every primary and sub-page of each section to include travel information that
reflects and integrates the local culture to support the Atascadero Colony brand.
12. Check the website for
typographical
visit org
www.
atascaderochambe. for
and link errors. Change the
names
and locations
or
the
Shopping
dining opportunities. Fix
error on
page that says, Please
"
chamber URL and
change "dining"to `shopping"opportunities.
13
Use free website measurement software -Google Analytics - to measure website performance and ROI
by
tracking monthly user sessions, click-through rates (links)to specific pages and partner websites such as the
lodging properties, attractions, chamber of commerce, downtown association and county VCB in order to
continually improve the website's usefulness and efficiency
Long-Term
14
Tactics. 2010 and beyond
Based upon available budget, continue to upgrade the cook and
a Content Management System so
ongoing enhancements
and
15
Continue to add
16
Continue to
11 ~,.
new
measure
social media tools to increase content
the
performance of every page
on
usability
can
of the website with social media tools
be made inhouse
relevancy
the website to
and search
engine positioning
identify improvements
to assist travelers.
46
Atascadero
II.
Online
1
Write
MarketingNisitor
copy and
Newsletter
for the SLOCVCB Atascadero page highlighting the destination s
Colony
access to all county attractions and
lodging Provide a link to
the com
www.
visitatascadero. website Contact SLOCVCB webmaster for all free exposure on the website and
new
brand and
supply
new
photos
key points of differentiation, specifically
supply copy, photos, history facts, links
2.
to
lodging, etc.
Develop and distribute a monthly visitor email newsletter to promote year-round reasons to visit Atascadero in
order to encourage repeat visits. Promote monthly special events, recreational activities,
lodging packages, a
historic site or historic story local's perspective piece called, did
" you know",and
travel
and
ongoing
specials. The newsletter will be distributed
marketing program.
to
a
promotions
database of email addresses collected via the overall Atascadero
3.
Gather emails for the newsletter via opt-in initiatives such as promotions and contests featured on the website
Home Page like, Win
a trip to Atascadero. Enter
"
your email here "Contest registration should link to a page with
contest details and a legal opt-in section to register for the newsletter
4
As
5.
Track Visitor Guide online orders and email
registrations
6
Measure email newsletter and email efforts
story, businesses or event promoters.
by the subscriber base, readership
a reciprocal exchange,
develop a specific banner ad using the Atascadero Colony brand and give to each
business and tourism promotion organization to put on their website along with a link to the Atascadero website
in order to leverage efforts and to create a strong brand association for the entire
region.
Long-term
7
on a
monthly basis.
and
click-throughs
to the featured
Tactics. (2009 and beyond)
Organize captured email lists into targeted segments based upon interest, i.
e.,visitor indicates only wants
special events that happen in the fall or summer recreation conditions
to be
contacted about
8.
Develop an online media plan to leverage print ad placements that include banner ads and editorial
and newsletters that reach target market segments.
9
Continue to
measure
1`~~ ~`.
website statistics to
identify usage
and
areas
of
on
websites
improvement.
47
Atascadero
C.
Tourism
Marketing
Plan
Advertising
Short Term Tactics: 2009
1
Review all of the leads
placements
2.
generated by Sunset Magazine, California Visitors Guide
to determine cost per lead and return
Continue to place
include the brand
a
print ad
in the San Luis
positioning
and
key points
on
Obispo County VCB Visitor Guide Upgrade the Atascadero
Continue to participate in the county coop ad in the California Visitors Guide
include the brand positioning and key points of differentiation
4
Evaluate the ROI of the radio ad
points
such
as
ad to
of differentiation.
3.
message
antl other current ad
investment (ROI)
campaign, and upgrade the
Upgrade
the Atascadero ad to
message to include the Atascadero brand and key
location, value and history
5.
Continue to
6.
Develop a print media plan that reaches lifestyle segments in key geographic markets such as Sierra Club
newsletters, Cycle Caiifornial, etc. as well as the travel sections in the Orange County Register and Los Angeles
Times. If possible, print ad placements should be at a minimum of 3 per
publication in order to increase
place
an
outdoor ad at the Paso Robles Fair
integrating
the Atascadero brand
frequency
7
Negotiate
buys.
value added components such
as
free banner ads and online newsletter editorial
as
part of the print
ad
8
Leverage the
9
Create advertisements
points
Atascadero media
11
with the SLOCVCB
using messages and photos that effectively promote the Atascadero brand antl key
people in the moment or area icons such as the Rotunda Building, Hearst Castle
of differentiation, and
antl wineries to
10
plan with cooperative advertising
use as
hooks to increase
awareness
of the
area.
As the main travel
planning tool, drive potential visitors to the Atascadero website
action in every ad and communication piece.
Develop
user
primary call to
system for all advertising including 888#phone calls, generated addresses and email
sessions, etc. to determine if efforts are increasing awareness and interest in Atascadero
creating positive brand
Long-term
it the
measurement
leads, website
and
by making
associations.
Tactics: (2009 and beyond)
12. Create
a larger presence for Atascadero by
developing cooperative ad opportunities in specific publications that
would invite attractions and lodging properties to participate at more affordable rates than on their own. The coop ads would create a much larger presence for all participants and unify the destination message under the
Atascadero brand.
13. Research banner
advertising
birding, etc. in order to reach
and email newsletter
specific target
sponsorships
on
activity-specific websites
such
as
hiking,
markets and to build the visitor database
48
Atascadero
Tourism
Marketing
Plan
D. Sales
1
Continue to work with the county SLOCVCB to attend and
such as Cal Expo
participate
in
cooperative
sales and trade show
opportunities
2.
For trade shows, develop and promote a trip
giveaway to Atascadero to use as
of the destination and to gather email registrations. Create an email
awareness
emails for the
monthly
email newsletter and
an
incentive to increase
registration form
to
legally collect
ongoing visitor relationship programs.
3
Continue to distribute the Atascadero Visitor Guide at trade shows.
4
Create trade show give away items that promote the Atascadero brand.
5
In
conjunction with other trade show partners, develop a trade show evaluation form in order to identify
improvement and to gauge the overall effectiveness and ROI of each show for future planning.
6
Establish measurements for trade shows such
information distribution
7
Obtain VCB visitor database and send information about
8
Purchase
9
Encourage the Atascadero lodging properties to develop year-round packages to promote
ongoing lodging packages of the Atascadero website
an
as
number of attendees, visitor leads/emails
staying
advertorial in the VCB newsletter to promote
areas
of
generated, and
in Atascadero
visiting Atascadero.
cultural events. Post
49
Atascadero
Tourism
Marketing
Plan
E. Public Relations
The power of public relations cannot be understated. Most
people will believe a story written by a journalist rather
than an advertisement. As such, public relations is
to
integral building a credible Atascadero brand through third-party
media endorsements Public relations is also a very cost effective and efficient communications tool to tell the
Atascadero
I.
colony story"and
to assist with visitor
planning information
Out of Market Public Relations
Short-Term Tactics: 2009
1
Develop
2.
Create a Media section on the Atascadero website that features the releases,
images and contact information to
assist media with their travel stories.
3.
Send
an
receive
a
basic
public relations program
email invitation to
ongoing releases
Develop
a.
b
which to
targeted media to visit the Media section for story ideas Give media option
updates via email or by USPS
unique history of Atascadero.
wine country Hearst Castle etc. that position Atascadero
the rest of the county
such
access
Local characters with
Art tours and art
e
Special events
Agricultural tours
interesting
colony
Press releases should include
Atascadero website address
Work with and coordinate
and to
as a
lodging hub with
stories -shopkeepers, artists, historians
Recreation
Seasonal lodging packages
New business developments and infrastructure enhancements
Historic Downtown, a.
a.
k.Colony District
j.
7
as
c.
i.
6
to either
and
d
g
h
5
photography
press releases about:
Atascadero colony brand and the
Key attractions
f
that includes press releases and
leverage efforts
a
as
brand positioning statement at the end of every release
the call to action for visitor information.
public relations efforts
budgets.
with the
County VCB
to
present
a
along
with the
unified destination to media,
and
Send press releases and images to the California Travel and Tourism Commission (
CTTC)and encourage them
on the CTTC website and include in their
quarterly WhaYs Newpublication and public relations efforts.
post
8.
9
Invite individual travel writers from print and online media to visit Atascadero in order to gather content to write
articles year round
Leverage ad buys by sending
press releases
or
specific
stories that fit editorial calendar to
publications
that
feature Atascadero print ads.
10
Measure
public
relations efforts
It should be noted that in
building
by generated
conjunction
with
coverage, ad
equivalency
and media visits.
advertising and other marketing activities, public relations is vital for
measure and attribute to specific
public relations efforts.
brand awareness which is often hard to
11 1̀!, ~+
50
Atascadero
Tourism
Long-term
11
Continue to create proactive story ideas that
clearly differentiate Atascadero from
the
the brand.
12. Host
Plan
Marketing
an
annual Atascadero familiarization
websites in order to visit the
key
competition
and support
trip (FAM trip)for travel writers from targeted publications and
experience Atascadero first-hand to assist with story
attractions and to
development.
13
Investigate attending
the CTTC Media
Reception
and distribute information about Atascadero
14
Continue to
II.
InMarket Public Relations
measure
and
Marketplace
in San Francisco to meet media in person
public relations efforts based upon generated coverage, ad equivalency and media visits.
Short-Term Tactics. 2009
1
Develop
an
ongoing communication program
with the local tourism officials in order to
keep
them informed about
tourism efforts.
2.
Educate local
community about how tourism can help preserve their quality of life while generating
city/community services through stories in local newspapers or town hall meetings.
Long-term
3.
for
Develop
an
continued
4
revenues
annual tourism luncheon
importance
inviting the Atascadero community to inform and educate them about the
of tourism to both the economy and the environment.
Continue to gather story ideas and FAM participation from the local community in order to include local
businesses in the overall public relations efforts and to bolster long-term community support.
1`~
r~
51
Tourism
Atascadero
F
Marketing Plan
Visitor Information
primary components. The first is information that is used to attract potential visitors
The
second
Atascadero
to
component is information used to assist visitors once they arrive Both information
in
critical
are
defining the visitor experience, and have the potential to impact both first-time and repeat
components
Visitor information consists of two
visitations.
Short-Term Tactics. 2009
1
Work with the chamber of commerce to continue to improve content and usability of the existing Atascadero
Visitor Guide. Continue to integrate the Atascadero brand and key message points throughout the guide to
differentiate the destination from the competition Serve on a committee to review the content of the guide
clearly
and provide input.
California Welcome Centers.
2.
Continue to distribute the Visitor Guide in the
3.
Distribute the Visitor Guide at trade shows and
4
Continue to
5
visitor information tool. Advertise the website address in
tourism related businesses and tourism officials to include
every marketing initiative and encourage county-wide
it in their marketing materials.
promote the Visitor Guide
Promote the
Long-term
new
Atascadero website
throughout the Atascadero region
the Atascadero website and in all
on
as
regional
the
advertising, space permitting
primary
to the website and
guide
based upon visitor and
community input.
6
Continue to make
7
As identified in the 2005 Tourism Assessment, the city should continue to develop an area-wide way finding signage
within the region All signage, including event
program that helps the visitor locate the tourism related assets
chamber
of
commerce, must include the Atascadero brand and
banners produced by the Downtown Association or
supporting
J
J~
J~
ongoing improvements
color and
type elements.
52
Tourism
Atascadero
Marketing
Plan
G. Research
One of the most significant needs indicated in the community interviews is a lack of one definitive source for allinclusive, visitor research data in order to base decisions and strategies. A comprehensive research program is
etc.
necessary so every entity can develop a perspective for their individual property, attraction
developing acity-wide perspective based on quantifiable data, research is necessary to determine if the
marketing strategy is achieving the identified long-term goals and objectives. Additionally to
are on target, it is critical that visitor research is conducted in order to understand the
initiatives
ensure the marketing
and
to
Atascadero visitor
identify lucrative new segments.
In addition to
Atascadero brand and
complementary measurement tool is community research In order to identify and understand
the tourism community's needs and support of the new unified tourism promotion effort, it is imperative that locals are
involved in the entire process and are able to provide feedback. Together, all of these measurement tools will assist
Atascadero in the further refinement of its unified marketing efforts to increase travel spending as well as to build
consensus and support for the new longterm direction.
A final and essential
designated return on investment such as ads and
as critical to longterm
public relations that are designed to build brand awareness. Building brand awareness is just
Brand building can
success as specific marketing efforts designed to drive a particular response that can be tracked.
be measured, however through the monthly user sessions on the Atascadero website in which all Atascadero
marketing efforts are designed to feed into.
It should be noted that not all of the
marketing efforts
can
have
a
Short-term Tactics. (2009)
1
Measure the effectiveness and return on investment of all marketing programs in order to improve marketing
efficiencies and to maximize limited resources. Use comprehensive research to determine if efforts are
awareness and interest in Atascadero and creating positive brand associations
increasing
a.
b
c.
d.
e
2.
Google Analytics - to measure website performance and ROI by
websites such as
tracking monthly user sessions, click-through rates (links)to specific pages and partner
and
county CVB in order
the lodging properties, attractions, chamber of commerce, downtown association
to continually improve the website s usefulness and efficiency
Use free website measurement software -
Measure ad placements based upon Visitor Guide orders, 888#calls, generated
emails, website user sessions, etc.
monthly email newsletter performance
number of clickthroughs to featured stories.
Measure
physical addresses
based upon subscriber database
growth, open
Measure trade shows based upon collected emails, number of attendees, promotional
giveaways, distribution of Visitor Guides.
Measure
public
relations efforts
by generated
coverage, ad
equivalency and
sign
and
rates and
ups for
trip
media visits.
data to use as a baseline for
monthly marketing report that includes all marketing activity performance
measurements for the website, monthly
measuring against future year's results. Monthly report should include
Guide orders, emails collected at
Visitor
888#
from
calls,
leads
advertisements,
email newsletter, generated
Develop
a
trade shows and events, and visitor information distribution.
53
Atascadero
3.
Tourism
Distribute
4
Gather
ongoing feedback from
order to
Long-term
5
monthly marketing reports to primary tourism
long-term tourism efforts.
officials and businesses
as a
and innovation for
change
assess
the local business
future program participation
method of
Plan
Marketing
stimulating
community about marketing strategy and specific efforts
in
Tactics: (2009 and beyond)
Once the visitor database has reached a critical mass, implement an online visitor
survey in order to develop a
profile that identifies demographics, travel spending impacts, and visitor perceptions, behaviors and
motivations. Include questions about specific marketing activities in order to understand influence on behavior
visitor
and decision
6.
7
making
process.
Use the
study findings to refine marketing messages and tactics, and
efficiently reach the most lucrative visitor segments.
Encourage
more
each
lodging property and attraction
insight to the organization
information and
8
Collect year-round visitor data with
9
Work with the
City of Atascadero
Total
rooms
available
Total
rooms
sold
Average
Total
room
to
a
to better
target marketing efforts
to
more
to collect
demographic and marketing data in order to provide
about the Atascadero visitor
brief survey located at the Visitor Center
publish ongoing
T0 T
lodging reports that would
include the
following
data.
rate
room revenue
Total T 0 T collected
Room
availability by property
Rooms sold
Average
11
Distribute
size (# of
by property size (#
room
rate
of
units)
units)
by property size (#
of
units)
comprehensive marketing activities report
businesses in order to gauge
f~-~.
Jk=
success
and survey results to tourism officials and tourism related
of county-wide tourism efforts and identify areas of improvement.
54
Atascadero
Tourism
Section 13
Marketing Plan
Budget Recommendation
The following budget outline is based upon the current tourism promotion
$ 000 and the recommended
budget of 50,
short-term marketing tactics. SMG has also provided budget guideline recommendations for consideration
assuming
increased tourism promotion funding is available in the future
Website
Online
Marketing/Visitor
Newsletter
Advertising
Public Relations
Visitor Guide Distribution
Trade Shows
Research
ChamberofCommerce
It is
important to
5,
000
3,
000
17,000
6,
000
10.0%
10,
000'
10.
0%
15.0%
5.
0%
15,
000
36,
500
15,
000
12,000
2,
500
500
1.
0%
4,
000
8.
0%
12,
000
2,
500
6.0 %
340%
12.
0%
24.
0%
7,
500'
S.
0%
25,
000
16.
7%
36.
5%
60,
000
40.
0%
15 0%
20,
000
13.
3%
12.
0%
12,000
2.
5%
2,
500
5,
000
5.
0%
10,
000
4,
000
40.0%
8.
0%
1.
7/
6.
7%
4,
000
26.
7%
note that in order to
implement the Atascadero strategy it is critical to increase funding in key areas
including Website/Online Marketing, Advertising and Public Relations. It should be noted that these
recommendations are in noway and final and should be viewed a general direction for
marketing investment in an
effort to support the Atascadero marketing strategy
1'1~
55
Tourism
Atascadero
Marketing Plan
Appendix
I.
Economic and Social Benefits of
Authenticity
Additionally, differentiating a destination based upon authenticity and the local perspective has been proven
successful to garner community involvement in adestination slong-term tourism promotion effort. When the
marketing program relies on local characters and local businesses to help bring the destination to life authentically,
locals begin to have a better understanding of the economic impact of tourism The Atascadero Tourism Marketing
Plan can be used as a unifying point for the community, leading to the overall support of the program and
can also
participation. The sense of community pride that is cultivated by this marketing approach and philosophy
directly enhance customer service at all levels for visitors and locals alike.
SMG has found that when the local community is included, they are more inclined to participate in the branding
can
campaign and support the overall marketing program. For example, Atascadero businesses and event operators
and
include the logo and positioning statement on their marketing materials, promotional products, event calendars
websites. This will help to crosspromote the tourism assets in the city and provide continuity in presentation at all
levels from retail to
lodging
to all of the tourism
promotion organizations.
Economic and Social Benefits
Leverages city, chamber
Effectively
unites and
Builds support of the
marketing
Creates
event
proponents, and local business marketing budgets and efforts
promotes the city's businesses and tourism promotion organizations.
long-term Atascadero tourism program
and
expands
the
promotion
of
specific
activities.
community pride that can directly improve
Builds confidence in and
Bolsters the
support
of the
importance of tourism
customer service for visitors and locals.
City of Atascadero
as an
economic
as a
leader in the tourism
industry
generator for Atascadero
involvement helping
along-term, sustainable marketing platform dependent upon community
to participate
businesses
for
all
field
level
playing
alleviate pressure on the City and to provide a
Creates
to
to educate the traveling public about the importance of preserving Atascadero s natural historical,
distinctive culture - a critical and
artistic, cultural and recreational assets during their visit in order to maintain its
of
contention
and
social tenet for local residents
along-term point
Authentically helps
important
r_
JJ~
56
Tourism
Atascadero
The Strategic Marketing
SMG),a
Marketing
Plan
Group
California Limited
Liability Corporation, is
located at 2048 Dunlap Drive, Suite 11 South Lake
Tahoe, CA and is
specializing
in
a
marketing advisory firm
providing marketing research,
strategic planning and strategy development
services for the travel, tourism and recreation
industries.
www.smgonline.
net
il~
~'

Tourism Marketing Plan

Transcription

Similar documents

Car_Show_Flyer_v2_FINAL copy - the Atascadero Chamber of

“vintage” poker run - the Atascadero Chamber of Commerce

June - Mid-state

NEWSLETTER - Friends of the Atascadero Library

July 2016 - San Luis Obispo County Library

6105-6155 El Camino Real, Atascadero

The Biesbosch Nationaal Park

Tourism program brochure

The Business Reporter! - the Atascadero Chamber of Commerce

June 2016 - San Luis Obispo County Library