Business Plan

VISIT BEND
Business Plan
FY 2009/2010
Visit Bend
Inspired
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Introduction
Members of the Bend City Council, April 10, 2009
From 2003 to 2007, Bend’s tourism industry enjoyed unprecedented growth, increasing transient
room tax collections more than 55% in five years and establishing a national reputation as a worldclass mountain destination with unparalleled outdoor recreation in a vibrant and culturally rich
community.
By 2007, the tourism industry generated over 570 million dollars for the Central Oregon economy and
employed nearly 16% of the Deschutes County workforce (Dean Runyan & Associates).
The strong and consistent growth of Bend’s tourism industry continued until December 2007 when
the effects of the national recession reached Central Oregon and transient room tax collections
took a clear and sudden downturn. From December 2007 until March of 2009, there were only
two months that posted year-over-year increases in transient room tax collections (see page 7 for
historical TRT trending).
As Bend’s economy strives to find equilibrium in the post development boom of 2001 to 2007, Bend’s
tourism industry will become increasingly more important to the economic health of our community –
bringing people, money and businesses into our City.
Visit Bend is prepared for the significant challenges that lay ahead for our tourism industry and
Bend’s economy as a whole. With a new team, a new board of directors and a completely reengineered approach to economic development through tourism, Visit Bend is committed to leading
our community back to economic vitality.
The following business plan will serve as a guide for Visit Bend’s 2009/2010 tourism development
efforts, including the overall goals, measurable objectives and specific tactics to accomplish those
objectives. While it provides direction and specific methods for achieving results, it is also a fluid
document that can and likely will evolve over the year based on new opportunities and a dynamic
marketplace.
On behalf of Visit Bend and our Board of Directors, thank you for your continued support of Bend
tourism.
Sincerely,
Doug La Placa
President/CEO
Visit Bend
917 NW Harriman St. Bend Oregon 97701 541/382-8048 800/949-6086 Fax: 541/382-8568 [email protected] visitbend.com
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Contents
Introduction.......................................................................................................... 1
Table of Contents.................................................................................................... 3
Mission Statement, Vision, Values, Purpose................................................................... 4-5
FY 2009/2010 Goals & Strategies.................................................................................. 6
Executive Summary................................................................................................ 7-9
Situation Analysis............................................................................................... 10-11
Key Messages, Target Audience, Competition.................................................................. 12
Strategies & Tactics............................................................................................ 13-19
Proposed 2009/2010 Budget................................................................................... 20-21
Appendix
A. Meet the Team....................................................................................... i-ii
B. Group Sales Plan................................................................................... iii-xii
C. Transient Room Tax Revenue (City of Bend, Deschutes County)............................. xiv
D. Lodging Occupancy (City of Bend)................................................................. xv
E. Performance Metrics................................................................................ xvi
F. Bend Tourism Statistics............................................................................. xvii
G. Media Coverage.................................................................................. xix-xx
H. Creative Samples.............................................................................. xxi-xxiv
Blank pages have been provided at the end of this document for your notes.
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Mission Statement
To enhance the economic vitality of our community
by promoting Bend as a year-round
visitor and convention destination
by maximizing collaborative partnerships,
efficiently activating transient room tax revenue
into effective sales and marketing programs, and
cultivating a world-class visitor experience.
Vision
To be the pre-eminent Destination Marketing Organization in the State of Oregon,
to provide the best delivery of tourism service and information to Bend visitors,
to be the tourism marketing resource of choice for businesses in Bend, and
to be the industry leader in financial management and stewardship of public funds.
Values
Excellence in Stewardship of Public Funds
Optimum Trust Relationship with the Bend City Council
Innovation & Creativity in Programs & Marketing
Collaboration with Key Partners
Quality and Effectiveness in All That We Do
Highest Level of Ethical Standards
Reflect the Warmth, Friendliness and Welcoming Nature of the Community
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Purpose
Visit Bend is an economic development organization whose primary function is to
create an effective mix of marketing, sales and service programs which are designed to
produce a positive economic impact of visitor and convention spending in Bend.
Developing and implementing these programs results in enhancing the City’s livability
by providing year-round employment. Visit Bend sells the entire City and works in good
partnership with all sectors of the Bend and Central Oregon
visitor and convention industry.
Visit Bend shall practice the highest principles
of civic citizenship. It shall follow good business practices and policies
set forth by Visit Bend and its bylaws.
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FY 2009/2010 Goals & Strategies
Goals
•
In light of the City’s projections for a 15% decrease of TRT collections, Visit Bend’s financial objective for the 2009/2010 fiscal year is to limit the decrease of TRT collections to –10% YOY.
Strategies
•
Communicate a compelling destination brand
•
Implement a disciplined and focused media program
•
Drive inquiries and increase visitation through direct marketing
•
Create awareness and reinforce credibility through public relations
•
Build a targeted and disciplined direct sales program
•
Maintain and enhance our industry-leading and award-winning website
•
Leverage key events to bring visitors to Bend
•
Implement an effective tourism forecasting tool for the community
•
Play an active leadership role throughout the community
•
Cultivate Visit Bend as the leading community resource for tourism research
•
Maintain an industry-leading financial management program
•
Enhance the visitor center experience while streamlining visitor center operations
•
Continue to diversify revenue streams
•
Drive tourism during shoulder seasons and winter months
•
Establish a new tourism funding policy and extend annual contracts to two-year terms with the City of Bend
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Executive Summary
Weathering the Recession
As Bend’s economy strives to find equilibrium in the post development boom of 2001 to 2007, Bend’s
tourism industry will become increasingly more important to the economic health of our community
– bringing people, businesses and money into the City of Bend.
While Bend’s tourism industry is clearly not immune from economic downturns, tourism represents a
sustainable and permanent component of the economic vitality and quality of life in our City.
For FY2009/10, Visit Bend is projecting continued deterioration in TRT collections. Consistent with
the projections of the City Finance Team and standard industry projections, Visit Bend is budgeting
for a 13.5% decline in collections during FY2009/2010.
Looking further into the future, Visit Bend is planning for 2010/2011 TRT collections to be flat with
FY2009/2010.
FY 2006/2007
$484,001
$436,886
FY 2007/2008
FY 2008/2009
$362,896
$329,538
$289,030
$284,987
$231,846
$229,947
$245,876
$232,047
$204,187
$157,019
$197,815
$168,730
$169,935
$140,903
$225,130
$206,565
$150,805
$169,821
$182,718
$152,624
$241,846
$244,869
$242,479
$500,000
$304,409
$348,769
$321,253
$404,536
$455,919
$499,668
$449,316
CITY OF BEND - TRT COLLECTIONS
$450,000
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
June
May
April
March
February
January
December
November
October
September
August
July
0
7
CITY OF BEND - LODGING OCCUPANCY
FY 2006/2006
FY 2008/2009
100%
80%
70%
60%
50%
40%
30%
20%
Despite the national recession, Bend
is currently enjoying significant positive media
attention as the recreational and cultural
capital of the Northwest. From leading national
publications like Outside Magazine, USA Today,
and Mountain Bike Magazine, to primary regional
publications like Sunset Magazine, the LA Times
and Sky West Magazine, Bend is continuing
to establish itself as a leader within the elite
echelon of world-class mountain destinations
(see appendix for press clippings). Additionally,
Bend will be in the nation’s spotlight for the next
two years by hosting the USA Cycling Cyclocross
National Championships, USA Road Cycling
National Championships and the XTERRA National
Trail Running Championships.
Partnership with the City of Bend
The cohesive relationship between the City of
Bend and Visit Bend is the foundation of our
community’s tourism development programs.
As the economic conditions in Bend strive for
equilibrium, this relationship will be even more
important. Visit Bend is steadfastly committed
to being the best Destination Marketing
Organization (DMO) in the state of Oregon and
to maximizing the return-on-investment of the
Tourism Fund for the City of Bend. We hold our
responsibilities to the City and the community
in the highest regard and strive to maintain Visit
Bend as an organization that has significant and
positive impacts on the quality of life for Bend
residents and visitors alike.
June
May
April
March
February
January
December
November
October
September
10%
National Awareness Still
Growing
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FY 2007/2008
90%
August
Leisure travel is the most vulnerable
segment of tourism and is the first to
decline during an economic recession.
Visit Bend will maintain our leisure
travel marketing in primary feeder
markets but will significantly increase
the amount of time, effort and
attention focused on bringing large
groups, conferences and events to
Bend. Group travel is less vulnerable to
economic conditions and will become
increasingly more important as our
community weathers this unstable
economic climate.
July
Growth Opportunities
Seasonality
Shoulder seasons and winter months
represent a growth opportunity for
Bend’s tourism industry.
For FY09/10, Visit Bend will be proposing two
amendments to the contract between the City
and Visit Bend.
The first proposed contract amendment is
to change the current funding policy from
a pre-fixed budget model to a percentagebased funding model. In this proposed funding
model, the financial risk of fluctuations in TRT
collections currently carried by the City will
be transferred to Visit Bend. The new funding
model will also align the City’s funding of
tourism promotion with Bend City Code and
Oregon House Bill 2267, allocating 30% of TRT
collections to Visit Bend (minus the City’s
administrative and overhead expenses).
The second proposed contract amendment
will be to increase the term of the contract
between the City and Visit Bend from one
year to two years. This proposed amendment
is intended to align the contract terms with
modern destination marketing practices in which
DMOs are bidding on group, conference and
convention business at least three years out.
This proposed contract amendment will stabilize
the funding and existence of Visit Bend to enable
the organization to enter group and convention
$774,688
$809,000
$852,000
$811,800
$738,000
$716,517
$1,000,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
FY 09/10
projected
FY 08/09
FY 07/08
FY 06/07
FY 05/06
$100,000
FY 04/05
Going into the 2009/2010 fiscal year, Visit Bend
is hitting on all cylinders. We have established
an incredibly competent and committed staff
and a strong and cohesive Board of Directors.
Visit Bend is operating at an extremely high level
and we are prepared to take a strong leadership
role in achieving a healthier economic state for
Bend.
FY 02/03
Conclusion
$490,600
contracts for future business. As it currently
stands, Visit Bend is contracting for future business
that will occur beyond the contractual guarantee
of the existence of the organization.
$524,400
FUNDING TO VISIT BEND FROM THE CITY
FY 03/04
Partnership with the City of Bend
Cont’d
Tourism is a primary pillar of Bend’s economy.
Tourism is sustainable and tourism is a gateway
industry that brings people, businesses and
money into our City. It is now more important
than ever that Visit Bend successfully achieves
our mission and we are looking forward to
working with the City and the Bend business
community to emerge from this recession
stronger than ever.
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Situation Analysis
Several factors in Bend’s tourism industry are combining to make the FY09/010 fiscal year a critical
and exciting year for Bend Tourism:
• The implementation of Visit Bend’s Group, Conference & Event Direct Sales
Program enables Visit Bend to court major city-wide events to our city. Our
Direct Sales program is being lead by a veteran tourism sales director and the
program is being backed with sufficient resources to bring major groups to
Bend. While many cities have a separate publicly-funded sports commission
established to attract athletic events, Visit Bend’s Direct Sales program will fill
the sales roles of both the visitor and convention bureau and a traditional sports
commission.
• The current lodging inventory within the City of Bend will be enhanced during
the 2009/10 fiscal year with the opening of a premium lodging option at the
Oxford Hotel. This expansion of Bend’s available lodging inventory will attract a
higher demographic visitor than the city’s current lodging options, and will better
position Bend to increase the City’s share of TRT collections within Deschutes
County.
• For the next two years, Bend will be hosting two USA Cycling National
Championship events. This is historic in that no city has ever hosted two USA
Cycling National Championships in the same year. From an economic impact
perspective, these events will attract incremental tourism visitation from every
state in the country and will generate millions of dollars of incremental spending
in our City.
• The evolution of a world-class meeting and conference facility in Bend (the
Riverhouse Convention Center) enhances Bend’s ability to generate tourism
revenue during winter and shoulder season months by hosting regional
conferences and conventions. The addition of this conference center represents
a significant opportunity to increase tourism revenue during time periods when
Bend tourism has historically struggled. Visit Bend will address this opportunity
in FY2009/2010 by activating our direct sales program to attract new and larger
groups and conferences. This program is explained in detail in the Strategies
section of this document and a detailed Sales Plan is included in Appendix B.
• As we enter the 2009/10 fiscal year, Bend continues to be featured in an
extraordinary amount of national media coverage. This media coverage will
continue to drive tourism from regional, national and international markets.
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While these five indicators are promising for Bend’s tourism industry, FY2009/2010 will present
unprecedented market conditions that will undoubtedly be obstacles to short-term tourism
growth. These threats are:
• a significant real-estate crisis across the United States
• a raging national recession
• historic unemployment levels
With the regional and national momentum behind Bend’s allure as a tourist destination, coupled
with the five aforementioned positive market conditions, Bend is poised strongly to emerge from the
recession stronger than ever. There are strong compelling reasons for new and returning guests to
visit Bend and the following 15 key strategies will be implemented by Visit Bend to ensure continued
tourism success in 2009 and beyond.
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Key Messages, Target Audience, Competition
Key Messages
Key messages will create consistency in communications and impressions of Bend as a world-class
mountain destination. Messages will be supported by facts, examples and imagery, and will focus on:
• unparalleled and limitless outdoor recreation
• high desert climate -- sunshine nearly year ‘round
• growing cultural mecca
• dining and nightlife options on par with much larger cities
• small town with warm hospitality and an inviting community
• convenient year-round air access from major cities
Target Audiences
By focusing on audiences with qualities that make them most likely to vacation in Bend, Visit Bend
can use its marketing funds effectively. Groups identified through research as targets are:
Demographics:
• Age 35-64: couples with no children and empty nesters with discretionary income and
propensity to travel
• Under 35: young adults who can represent a future audience and increase spending over time
• Females: most likely family vacation planner, also travel in small groups
• Families: looking for variety of activities and family-friendly venues
Median Age: 49 Median Income: $87,500
Interests
• Outdoor recreation and nature enthusiasts
• Small Town Culture - arts, dining and nightlife
Location (by marketing priority)
• Short (4-hour) drive: Portland, Eugene, Salem and Oregon I-5 corridor
• Medium (4-8 hour) drive: Northern California, Idaho, Washington, Northern Nevada
• Direct Flight: Las Vegas, Phoenix, Los Angeles, Portland, Salt Lake City, San Francisco, Seattle
Competition/Barriers
• Similar destinations: SandPoint and Coeur D’ Alene, Whistler, Sun Valley, Oregon Coast,
Sunriver, Mt. Hood, Columbia Gorge, Winthrop, Lake Chelan, Lake Tahoe, Lake Shasta
• Economic Recession: individuals and families are postponing vacations
• Time: limited vacation time, busy schedules
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Strategies & Tactics
The following 15 Key Strategies represent the economic development priorities for the FY09/10 fiscal
year. Each of these strategies and tactics will be initiated in the fourth quarter of FY08/09 and will
continue to be executed and enhanced through the conclusion of FY09/10.
Strategy #1
-
BRANDING
Visit Bend has redefined and firmly established the brand of Bend tourism over the last
year. In the tourism industry, a destination’s brand serves as a guidepost to consumers
and is a reflection of the destination’s value proposition: “Who is the destination?”
“What differentiates the destination from others?” “Why should I go there?”
A compelling, clearly-defined and consistently executed brand will be the foundation
of Visit Bend’s marketing efforts for years to come.
Strategy #2
-
MEDIA
In the travel industry there are dozens of regional niche media opportunities.
Visit Bend has previously participated in most of them, occupying small fractional
advertisements.
There is nothing inherently wrong with these niche publications but the danger is
that niche publications will quickly divide and conquer a limited budget, and in a
short duration of time, the budget is exhausted and our brand hasn’t been effectively
communicated to our broader target markets.
The one common thread woven throughout all of the regional niche travel
publications is that their audiences are all exposed to mass media: they watch TV,
occasionally listen to the radio, access the internet, and for the most part read
their mail (printed and email). To maximize the efficiency of Visit Bend’s marketing
budget, our FY09/10 Media Strategy will focus on broad brand communications in our
primary markets via mass media, and then we’ll follow the brand communications
with aggressive and targeted social media and direct marketing to generated leads
(mail and email).
Visit Bend will not be advertising in publications catering specifically to meetings,
groups or conference planners during the FY09/10 fiscal year unless there is
compelling evidence that planners use a specific publication for choosing meeting
locations. Sales outreach efforts will mainly include trade shows, and direct contact
via phone and email. The Visit Bend website will have an enhanced cutting-edge
meeting planner tool to accommodate online inquiries.
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Strategy #3
-
DIRECT MARKETING
Direct marketing will serve as a primary element of Visit Bend’s marketing efforts
in FY09/10. Through a consistent and strategically planned schedule of direct
communications (primarily email), we will mine the existing database of subscribers
with monthly high-quality broadcast email communications. Additionally, our direct
email campaigns will incorporate specific offers from Bend’s lodging and activity
vendors as well as promote events.
Supporting Visit Bend’s intensified focus on direct marketing, there will be an
organization-wide emphasis on capturing data and building our database. As we
build our database, we will also begin to segment our database to enable us to send
subject-specific email communications (i.e. arts & entertainment broadcast email,
events broadcast email, etc.).
Our FY09/10 direct marketing initiatives will be closely tracked and measured to
better understand the lifetime value of each guest and the return-on-investment of
our various destination marketing tactics.
*See appendix for samples of email communication
Strategy #4
-
PUBLIC RELATIONS
An aggressive, proactive and creative Public Relations program will continue to be
a primary element of Visit Bend’s overall marketing efforts. Media coverage and
endorsement of Bend will continue to drive discovery of our destination nationwide
to an audience that we could not afford to reach with traditional advertising.
Additionally, third-party testimony of our destination is significantly more convincing
and compelling than first-person testimony (advertising).
In addition to continuing an aggressive schedule of media research tours and pitchcalendars, Visit Bend will explore unconventional PR programs to peak interest in
the destination (e.g. weather summit, magazine photo shoots, product testing sites,
hosting journalism conferences, etc.).
*See appendix for samples of media coverage
Strategy #5
-
DIRECT SALES
As Bend continues to invest in the tourism infrastructure to host groups, conferences,
events and conventions, it’s now time for Visit Bend to play an active leadership role
in courting and landing new groups and conferences to Bend.
A staff Destination Sales Director has been incorporated into Visit Bend’s business
model. This position is supported with compelling sales tools, travel resources, a
trade show budget and a clearly defined mission for FY09/10.
*A complete Group Sales Plan is included in Appendix B
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Strategy #6
-
WEBSITE/INTERACTIVE
Online marketing continues to be the most important element of Visit Bend’s overall
marketing effort.
Visit Bend’s website was completely redesigned to better represent the Bend brand
while incorporating more interactive and current content: subject-specific video
vignettes, new photography, and more robust content are a few of the improvements
that have recently been made to the Visit Bend website. Visit Bend’s goal will be to
continue to strive to have the single best destination marketing website in the travel
industry and we are off to a great start. Visit Bend’s newly designed website is truly
award-winning it won a Silver ADDY® Award and will be competing for regional and
national honors in the coming month.
In addition to enhancing the website, we will continue to invest resources into our
aggressive and comprehensive Search Engine Optimization (SEO) and Search Engine
Marketing (SEM) program. Our resources will be dedicated entirely to the organic
searchability of our website on the most important search engines.
Banner advertising on niche websites will be a focus as well in FY09/10. Careful
measurement and tracking will be in place to ensure desired results are achieved and
we are maximizing our return-on-investment.
Web 2.0, also known as Social Media, will be a new focus for Visit Bend in FY09/10.
Visit Bend’s social media and networking plan includes blogging, social-networking
site ads, “Twisit Bend” on Twitter, video-sharing and more.
*See appendix for samples
Strategy #7
-
EVENTS
Events are a critical piece of bringing tourists to any tourism destination, especially
during periods of low-demand (shoulder season and winter months). Visit Bend will
maintain our approach to event marketing.
Event news and promotions will be incorporated into every aspect of our marketing
plan: website, broadcast emails, social media and print advertising. Visit Bend strives
to have the most comprehensive event calendar within the state of Oregon.
Visit Bend will continue to work with the Oregon Sports Authority and our corporate
partners to aggressively court new events to Bend (e.g. USAC Cyclocross National
Championship, USAC Road Cycling National Championships, XTERRA Trail Running
National Championship, USTA Winter Triathlon Championships, National Masters Nordic
Skiing Championships, major concerts at Les Schwab Amphitheater, etc.).
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Strategy #8
-
CORPORATE PARTNERSHIPS
Securing additional corporate partnerships and strategic alliances with brand
congruent national partners offers several benefits to Bend and Visit Bend. First,
these partnerships lend credibility to Bend as a world-class tourist destination.
Second, they diversify Visit Bend’s revenue streams and increase the available funds
for marketing programs. Third, corporate partnerships promote Bend to a new and
much larger audience than our traditional advertising programs offer.
An additional benefit of developing our roster of corporate partners is that it positions
Bend strongly to host our partners’ meetings and conferences in Bend.
Strategy #9
-
COMMUNITY LEADERSHIP
Community involvement will continue to be an important part of Visit Bend’s
efforts. Allocating time and resources to make Visit Bend an active participant in the
community enables Visit Bend to be an asset to the local community and to have a
voice in the planning and evolution of the destination.
Playing an active leadership role within the community is also an important step to
cultivating the community’s understanding of what Visit Bend does, how we can help
support the community, and why we are important to the local economy.
Examples of Visit Bend’s community involvement include: Bend 2030 Lead Partner,
Senator Wyden’s Committee on Recreational Assets, spearheading Bend’s Oregon 150
Celebration, Future of Public Transportation Committee, and launching a community
cultural tourism initiative to raise awareness of Bend’s arts and cultural assets among
travelers.
*See appendix for samples
Strategy #10
-
RESEARCH
In an effort to better inform the local business community on the impacts, challenges
and current news from the tourism industry, Visit Bend established a meaningful and
ongoing body of research and data that is shared with Bend’s business community
on a monthly basis. The Visit Bend Tourism Updates newsletter provides tourism
demographics, economic impact, tourism news and key marketing updates.
In the summer of 2008, Visit Bend completed a comprehensive Bend Area Visitor
Intercept and Web Survey in partnership with RRC Associates. The final survey results
will be presented to the business community and available for download at
www.visitbend.com. In addition to educating the local business community, the
increased effort on current research and data will better position Visit Bend to make
data-driven business decisions
For FY09/10, Visit Bend will be conducting additional tourism surveys in both the
summer and winter months.
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Strategy #11
-
FINANCIAL MANAGEMENT
Visit Bend made great strides in FY08/09 to establish comprehensive financial policies
and procedures to insure that the organization was successful in its mission to achieve
excellence in the area of financial management and stewardship of public funds.
As we enter the 2009/2010 fiscal year, Visit Bend is focused on continuing our mission
to foster an industry-leading financial management program.
Visit Bend contracted with a CFO during the 2008/2009 fiscal year to provide a
higher level of consulting on Visit Bend’s budgeting, forecasting, cash management
practices, cash handling and all other areas of Visit Bend’s financial management
program.
Additionally, Visit Bend’s Financial Policies & Procedures document that was voted
into official policy will be continually reviewed and enhanced by the Financial
Advisory Committee and the Board of Directors throughout the coming years. Visit
Bend’s President/CEO and Board of Directors will continue to demand adherence to
these policies by all Visit Bend staff, management, Board Members and vendors.
Strategy #12
-
WELCOME CENTER
During the 2009/2010 fiscal year we will make significant improvements to the
Welcome Center experience. In addition to renovating the customer service
desk, adding new brochure racks and satellite music, Visit Bend has initiated a revamping of the appearance of the Welcome Center altogether by removing stagnant
merchandise and putting in more seating for visitors to peruse brochures and area
guide books.
Other Welcome Center projects and initiatives for the 2009/2010 fiscal year include:
develop a volunteer program to alleviate staffing costs during peak-tourism months,
enhance the visitor experience by providing roaming “Bend Experts” to answer visitor
questions around town, new paint, new artwork in the Visitor Center showcasing Visit
Bend’s featured photographers, new gift shop inventory that promotes the
Bend brand.
Visit Bend’s Welcome Center will also embark on being a sustainable business by
composting, using renewable energy, recycling a majority of our waste and utilizing
recycled paper and soy-based inks in our marketing materials.
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Strategy #13
-
REVENUE DIVERSIFICATION
As Visit Bend expands its marketing reach and adds to its portfolio of sales and
marketing programs, increased funding will be needed. Rather than relying solely on
the City of Bend’s allocation of TRT revenues to fund our tourism programs, Visit Bend
is exploring opportunities to diversify our revenue streams for FY09/10 and beyond.
Potential revenue streams include corporate sponsorship revenue, slot fees for vendor
brochures displayed in the Welcome Center and display advertising opportunities in
the new Official Bend Visitor Guide. Additional advertising revenue will be generated
through Visit Bend’s website such as banner ads, interactive website map listings,
broadcast email banner ads, and online sales of Bend merchandise on
www.visitbend.com.
Strategy #14
-
SHOULDER SEASONS AND WINTER
The seasonality of Bend tourism heavily favors the summer months. During the
shoulder season and winter months, the occupancy levels in Bend’s lodging facilities
are typically one-half of what they are during the summer months. While the majority
of Visit Bend’s marketing budget will focus on continuing to drive tourism during the
summer months, Visit Bend will intensify the focus dedicated to driving shoulder
season and winter tourism.
Specifically, the previously mentioned Direct Sales program will target groups and
conferences to come to Bend during the off-season. Additionally, we will have an
increased focus on generating positive public relations behind our winter tourism
offerings.
Strategy #15
-
NEW POLICY FOR THE FUNDING OF
TOURISM PROMOTION
Consistent with Oregon House Bill 2267 and Bend City Code 7.012, the City of Bend
currently allocates 30% of transient room tax (TRT) collections to the Tourism Fund to
be used for the promotion of tourism as defined in Oregon House Bill 2934.
The majority of these funds are transferred to the Bend Visitor & Convention Bureau
(d.b.a., Visit Bend) through a pre-fixed budget that is established by the City prior
to the beginning of each fiscal year and paid to Visit Bend in 12 equal monthly
installments.
Since the budget is pre-fixed, the City carries the financial risk created by fluctuations
in TRT collections throughout the year. Meaning, if the established budget for Visit
Bend is greater than 30% of actual TRT collections over the ensuing year, the City
absorbs the difference creating an unnecessary financial burden for the city.
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Additionally, the current funding system does not allocate the full 30% of TRT
collections to Visit Bend, but rather withholds a percentage of the Tourism Fund for
internal City projects and expenses that the tourism industry and business community
have argued do not fit the State’s definition of tourism promotion as defined in
HB2934.
To resolve the negative impacts created by the current funding system, Visit Bend on
behalf of the Bend tourism industry, is proposing that the current pre-fixed budget
system is replaced by a percentage-based system, whereby 30% of TRT collections on
a monthly basis are directed to Visit Bend for the promotion of tourism (minus the
City’s pre-determined administrative and audit expenses)
In this proposed system, the financial risk created by fluctuations in TRT collections is
shifted from the City to Visit Bend.
In addition to removing the financial risk from the City, the tourism industry and
business community receive the full 30% reinvestment into the Bend economy that
they believe they are legislatively entitled to.
An additional benefit of this proposed system, is that is de-politicizes the allocation
of the Tourism Fund. By allocating the full 30% to Visit Bend, the City is empowering
Visit Bend to maximize the return on investment for the local economy, and holding
them accountable to do so.
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Proposed 2009/2010 Budget
Visit Bend is conservatively estimating year-end TRT collections for the current fiscal year to equal
$2.58 million, or a 13.5% decrease over the previous fiscal year. Visit Bend’s YOY increase in Pesonnel
Expenses is the result of adding a destination sales director, which is a key addition to the strategic
direction of the organization aimed at attracting new groups, conferences and events to the City of
Bend.
VARIANCE
YEAR TO YEAR COMPARISON
REVENUE
City Funding
Partnership Marketing Revenue
Retail Sales
Advertising
Total
EXPENSES
Marketing
Group Sales
Welcome Center
General Administration
Total
NET INCOME (LOSS)
FY2009
FY2010
$
%
$809,000
$226,000
$17,884
$3,312
$1,056,196
$774,689
$87,500
$18,138
$24,000
$904,327
($34,311)
($138,500)
$253
$20,688
($151,870)
(4.2%)
(61.3%)
1.4%
624.6%
14.4%
FY2009
FY2010
$
%
$707,640
$33,109
$77,362
$218,752
$1,036,863
$408,825
$193,447
$80,840
$221,215
$904,327
($298,815)
$160,337
$3,478
$2,463
($132,536)
(42.2%)
484.3%
4.5%
1.1%
(12.8%)
$19,333
$0
($19,333)
(1.6%)
PRIMARY BUDGET ALLOCATIONS
GENERAL
& ADMIN
24%
WELCOME CTR
9%
GROUP SALES
21%
20
MARKETING
46%
Visit Bend Budget Fiscal Year 2009/2010
REVENUE
TOTAL$ TOTAL %
City Funding
774,689 85.7%
Partnership Marketing Revenue
87,500 9.7%
Retail Sales
18,138 2.0%
Advertising Sales 24,000 2.7%
Total
$904,327 100.0%
PERSONNEL EXPENSES
Base Pay 256,872 28.4%
Bonuses 10,020 1.1%
Payroll Taxes
29,358 3.2%
Employee Benefits 62,180 6.9%
Total
$358,431 39.6%
SALES & MARKETING EXPENSES
Visitor Development Fund
Online Marketing Photo
Print
Trade Shows
TV
Collateral Exhibit Production Postage Public Relations
Promotions
Research Web Development Special Projects
Travel & Meals
Vehicle Expenses Total
$422,290 46.7%
58,000 11,150 4,000 15,300 13,190 147,000 17,600 1,350 19,920 53,400 22,800 6,000 7,000 0 20,880 1,500 Building Lease
Building Maintenance
Equipment Lease & Maint.
Professional Fees Office Supplies
Utilities Bank Fees Retail Purchasing Dues & Subscriptions
Insurance Licenses & Permits Education & Training
Network & Telephone Co.
Non-Capital IT
Miscellaneous
Depreciation & Amort.
Interest (Income) Expense
Total
$123,606 13.7%
30,983 8,500 4,344 20,900 5,400 3,000 180 15,417 11,170 7,200 120 2,000 4,482 1,200 10 9,600 (900)
OVERHEAD EXPENSES
TOTAL EXPENSES
6.4%
1.2%
0.4%
1.7%
1.5%
16.3%
1.9%
0.1%
2.2%
5.9%
2.5%
0.7%
0.8%
0.0%
2.3%
0.2%
3.4%
0.9%
0.5%
2.3%
0.6%
0.3%
0.0%
1.7%
1.2%
0.8%
0.0%
0.2%
0.5%
0.1%
0.0%
1.1%
-0.1%
$904,327 100.0%
21
Appendix A
Meet the Visit Bend Team
Visit Bend has established an extraordinary team of talented, experienced and committed tourism
professionals. The brief introductions below are intended to share the breadth and depth of the
experience and expertise of the team directing Visit Bend.
Board of Directors
Amy Reynolds: Amy is the Chairwoman of the Board of Directors for Visit Bend and the General
Manager of the two Marriott properties in Bend: the Towneplace Suites by Marriott and the
Fairfield Inn by Marriott. Before taking the helm for the Marriott properties in 2002, Amy
was the Director of Group Sales & Marketing for the Eugene Hilton Conference Center where
she was responsible for booking and managing every aspect of more than 200 conventions,
conferences and groups that her team brought to the 269 room flagship Hilton property each
year.
Ben Perle: Ben is the General Manager of the new Oxford Hotel scheduled to open in downtown
Bend in August, 2009. Before taking his position with Hotel Oxford, Ben was the Director of
Operations at Sunriver Resort where he worked in a variety of management positions for 10
years. Prior to his tenure at Sunriver Resort, Ben earned a Master’s Degree in Hotel Management
from Cornell University and gained international tourism experience working for Disneyland
Paris.
Eric King: Eric is the City Manager for the City of Bend. Prior to coming to Bend in 2007, Eric
worked for the City of Portland for nearly 10 years with the City’s Office of Neighborhood
Involvement where his work focused on program development and management. Eric has
a Master’s Degree in Urban and Regional Planning and a Graduate Certificate in Real Estate
Development from Portland State University.
Jodie Barram: Jodie serves on the Bend City Council, the Bend Planning Commission, the Bend
Metropolitan Planning Organization Budget Committee, and the Bend 2030 Board of Directors.
In addition to her public service, Jodie’s background includes managing a Bed & Breakfast and
working in nearly every capacity of running a lodging property.
Chuck Arnold: Chuck is the Treasurer for the Visit Bend Board of Directors and the Executive
Director of the Downtown Bend Business Association (DBBA). In his leadership role with DBBA,
Chuck leads the marketing, event and policy programs for the organization of 200 downtown
businesses. As the head of the DBBA, Chuck works closely with the City of Bend and the Bend
business community to insure a vibrant and healthy downtown Bend, which remains the most
visited tourism attraction in the city.
Noelle Fredlund: Noelle is the Director of Marketing for the Old Mill District where she oversees
all elements of marketing including: events, community outreach, business strategy, advertising
and media relations. Because the Old Mill District is such a critical component of Bend’s tourism
industry, Noelle’s leadership on the Visit Bend Board is very beneficial.
i - Appendix
Aaron Switzer: Aaron is the Publisher/Producer of Lay It Out, Inc. a media company serving
Central Oregon. Lay it Out, Inc. publishes The Source Weekly and produces several large
tourism oriented events including: Bend Winterfest, Bite of Bend, Balloons over Bend, Central
Oregon Earth Day Celebration, and The Warren Miller Snow Rider’s Summit.
Visit Bend Staff
Doug La Placa, President/CEO: Doug joined Visit Bend in 2007 and oversees all departments
and operations including bureau policies, the Board of Directors, economic impact information,
media relations, government relations, marketing strategies, strategic planning, and corporate
partnerships. Prior to joining Visit Bend, Doug spent 10 years in the tourism industry as a
destination marketing specialist for the American Skiing Company in Steamboat, Colorado, and
South Lake Tahoe, California, and as the Senior Director of Marketing Operations for the Grand
Traverse Resort & Convention Center in Traverse City, Michigan. In addition to his role with
Visit Bend, Doug serves on the Board of Directors for the Oregon Association of Convention and
Visitor Bureaus and the Board of Directors for Ski Oregon.
Lynnette Braillard: As Visit Bend’s Marketing Director, Lynnette oversees Visit Bend’s marketing
and communications outreach programs including our award-winning website visitbend.com,
broadcast emails, the official Bend Visitor Guide, media planning, media buying and all aspects
of creative direction for Visit Bend. Before joining Visit Bend, Lynnette was a partner and the
Marketing Director for RE/MAX Sunset Realty & Vacations for more than six years. In addition
to her role with Visit Bend, Lynnette is on the Executive Board of Directors for the Advertising
Federation of Central Oregon and currently serves as Treasurer.
Angie Darby: Angie is Visit Bend’s Director of Destination Sales. In her role as Sales Director,
Angie’s focus is bringing new groups, conferences, conventions and events to Bend. Angie brings
a wealth of convention sales experience to Visit Bend, most recently as the Director of Sales for
the Riverhouse Conference Center. Prior to her position at the Riverhouse, Angie was with the
Doubletree Portland, first as a State, Regional, National & Sports Sales Manager for four years,
then as the Director of Group & Convention Sales. The Doubletree Portland is the 3rd largest
hotel in Oregon and often serves as the Headquarter Hotel for citywide conventions in Portland.
Laurel Brauns: Laurel is the Welcome Center Manager for the Bend Welcome Center in
Downtown Bend. Laurel is a graduate of Lewis & Clark College and conducted her post graduate
studies in eco-tourism at Oregon State University – Cascades Campus.
Valerie Warren: Valerie is the volunteer coordinator for Visit Bend’s new volunteer ambassador
program. Valerie is a graduate of Boston University and holds a degree in tourism from
OSU-Cascades.
Appendix - ii
Appendix B
Group, Conference and Event Sales Plan
Visit Bend’s 2009/2010 sales plan will provide a road map for the organization’s group, conference
and events sales efforts. The direction and strategies reflected in this Sales Plan provide the
framework of objectives, tactics and processes that will enable the Bend tourism industry to achieve
its group, conference and event objectives.
This sales plan will be based on the following key elements:
Quantifiable Objectives: Every element of the Visit Bend Sales Plan will be directed at achieving
the quantifiable objectives listed at the beginning of the plan.
Target Markets: The target markets will define which markets Visit Bend’s sales efforts will
be directed to and what markets are going to find Bend most appealing. Defining Visit Bend’s
target markets will also insure that Visit Bend’s direct sales program enhances the sales efforts
of the Bend lodging community, rather than duplicating those efforts.
City Competition: Understanding Bend’s competition is one of the most important steps in
attracting incremental group tourism to Bend.
Industry Memberships: Key memberships and industry affiliations are a critical element of Visit
Bend’s Sales Plan. These alliances will maximize the quantity, frequency and quality of group
sales leads for the Bend tourism industry.
Media/Advertising Strategy: While advertising and traditional media have a place in the
solicitation of groups, conferences and events, it can be an expensive and inefficient method of
generating leads. The following Sales Plan outlines Visit Bend’s strategy as it relates to media
and advertising.
Lead Distribution/Handling: Visit Bend’s Sales Plan establishes process and protocol as to how
leads will be handled, responded to and circulated throughout Bend’s tourism industry.
Travel Schedule: Establishing a comprehensive travel schedule and budget that will target areas
for all our partners and enhance our direct sales efforts.
As Visit Bend’s direct sales program continues to grow and evolve so will the Sales Plan. Although we
will follow its basic path, it is important to understand that the need for flexibility will be critical as
we develop our destination sales efforts.
Quantifiable Objectives
• Book 3000 incremental group, conference & event room nights in 2009/2010 fiscal year
• Attend three regional tradeshows to promote Bend as a meeting destination
• Implement a Request for Proposal (RFP) tool on our website to capture groups of all sizes
(i.e. – family reunions, wedding groups, hobby shows)
• Five sales trips to major drive markets (Portland, Seattle, Eugene & Spokane) to meet
with planners
• Implement a forecasting tool that will track our results through room nights booked year
over year
iii - Appendix
Target Markets
1. Sports Groups, Meetings and/or Events
a. Identify all of Bend’s potential sports complexes, fields, venues, etc.
b. Once identified, compile a collateral piece and website content to send to planners
c. Start with sporting events that are key to Bend’s lifestyle
d. Use Bend’s central location in Oregon to go after Oregon School Activities
Association (OSAA) Championship events, regional qualifiers, etc.
2. Regional Associations
a. Identify groups with “Northwest,” “Pacific Northwest,” “Western,” “Great
Western,” etc. in their titles and pursue their meetings
b. Promote ease of lift and access into Bend from their destinations
c. Participate in regional areas industry associations (MPI-NCC, WASAE, CALSAE)
3. Social, Military, Educational, Religious, Fraternal (SMERF) Associations
a. Identify larger hobby events first
b. Utilize regional event calendars to locate potential events
c. Educate planners on Bend’s many venue options
4. National Associations
a. Work with strong state associations, to encourage a national bid
b. Annual trip to Washington, D.C. to maintain relationships, foster new relationships
and understand the process for gaining future bids.
5. Cultural Groups, Meetings and/or Events
a. Aggressively solicit new groups to increase awareness and knowledge of Bend as a
meeting destination for various multicultural organizations
b. Work closely with local vendors to understand their involvement in organizations
and gain understanding on how to earn an RFP
6. Destination Weddings
a. Feature spot on our website to promote this unique market
b. Develop collateral piece and web content to assist with marketing
c. Work closely with area wedding planners to determine an appropriate travel/
tradeshow schedule to complement this market.
City Competition Assessment
Bend
Strengths
1. Quickly gaining a name for itself as a “sports destination”
2. Appeals to a wide variety of groups due to its diversity in the town. A great mix of cosmopolitan lifestyle, outdoor recreation and laid back mentality.
3. Unique/diverse venue space (Convention Center, Les Schwab Amphitheatre, sports complexes)
Appendix -25
iv
Bend Cont’d
Weaknesses
1. Limited size of Convention Center prohibits hosting major conferences and conventions
2. Poor perception of lift and accessibility of destination
3. Inefficient pubic transportation
4. Groups, conferences and events currently represent less than 7% of Bend tourism
Opportunities
1. Increased efforts on gaining more groups/meetings/events will have an immediate impact because this is
currently an untapped potential market
Threats
1. Each competitive city has a more established VCB sales program. It will take a “ramp up” period for Visit
Bend to educate planners and establish a name for itself as a meeting destination
Tri-Cities, WA
Strengths
1. Has long been known as a sports destination
2. Has a dedicated Sports Commission with a sports sales manager
3. Has three larger conference hotels (Red Lions) that are in close proximity to each other, the conference
center and sports venues
4. Similar climate to Bend: warm summers and snowy winters
5. Dedicated convention center
Weaknesses
1. No regional airport to support it
2. Red Lion brand carries a poor name in this region
3. Home of Hanford Nuclear Reactor, a selling obstacle for them
Opportunities
1. With meetings/events staying close to home, they will become a more viable option for regional/state
associations
Threats
1. Because they have no airport to support their region with national carriers, they have to continue to focus
on drive markets
v - Appendix
Boise, ID
Strengths
1. Strong airport, with national carriers (Alaska, Southwest)
2. Established sales program
3. Dedicated Convention Center with 50,000 square feet of meeting space. Largest space is 24,000 square
feet
4. Great sports venues when utilizing Boise State University
Weaknesses
1. Doubletree Hotel is their largest hotel and they are very outdated, making limited service hotels their first
sell
2. College town, that scares away a lot of groups
Opportunities
1. Capitalizing on their sports marketing effort. With BSU their major sports facilities they are really coming
onto the radar for major sports events
Threats
1. Boise has a vibrant downtown, especially with being a college town, however, because they do not market
their downtown core very well, it continues to have the perception of nothing to do
Eugene, OR
Strengths
1. Location on 1-5 corridor
2. Affiliation with University of Oregon
3. Large conference hotel, Hilton Eugene
4. Several other hotels with significant meeting space
5. Strong transportation with air and train in Eugene
6. Strong CVB sales team and the sales program has been in place for a while
Weaknesses
1. The rainiest part of the Willamette Valley, lots of gray days
2. No dedicated convention center, Hilton only has 30,000 square feet of meeting space
3. Hotels are not centrally located to each other, difficult for citywide groups
Appendix - vi
Eugene, OR Cont’d
Opportunities
1. Being home to University of Oregon, they are able to draw big name groups into town (i.e. – USA Track &
Field Prelims, PAC-10 sports teams, leisure travel due to U of O athletic events)
Threats
1. With their limited facilities, they are confined to mostly state associations. If they had a more condensed
hotel package (hotels closer together), they would appeal to larger regional conferences
Portland, OR
Strengths
1. Home of the Oregon Convention Center & the largest hotel’s in Oregon
2. Strong CVB, Travel Portland, with solid convention sales team
3. Great Airport that has been voted “Best Airport” by Condé Nast Traveler for two + years
4. Airport offers international travel
5. Ability to attract large, citywide National Association conventions
Weaknesses
1. Being the largest population in the state, many state/regional organizations do not like to meet in
Portland because it limits their attendance. Attendees do not stay overnight and are more likely to skip out
on sessions.
2. Weather, perception that it’s a rainy town
3. Big city, smaller groups do not get that personalized feel that a smaller city can offer
Opportunities
1. Portland just named their Timbers soccer team to the MLS (Major League Soccer.) This will increase their
transient demand and will bring teams into the city
Threats
1. No Headquarter Hotel. They lose a lot of larger citywide groups because they do not have a hotel
connected to their convention center. Larger associations are looking for a hotel with 1,000 rooms in Portland
and they just have not had success getting it passed. So at this point, they remain a tier 2 city focusing on
smaller national associations and larger regional association groups
vii - Appendix
Park City, UT
Strengths
1. Strong name recognition due to high profile events (i.e. – Sundance Film Festival and 2002 Winter
Olympics)
2. Only 35 minutes away from Salt Lake International Airport w/ 17 major airlines
3. Strong/free public transportation system
Weaknesses
1. Perception of drinking laws
2. Perception it is only a winter destination
3. Perception it is only a leisure destination
4. Largest hotel has only 18,000 square feet of meeting space
Opportunities
1. Park City has done a great job of promoting themselves after the 2002 Winter Olympics. They have a great
website with good tools, great meeting focus and good meeting promotions/incentives
Threats
1. The fact that their largest hotel only has 18,000 square feet of meeting space, makes them not as
appealing to larger associations. They would not only have to use overflow guestrooms, but overflow meeting
rooms as well
Lake Tahoe, CA
Strengths
1. Strong name recognition
2. Strong, upscale hotel brands
3. Hyatt has over 50,000 square feet of meeting space
4. Larger airport with transportation from airport into town
5. Shuttle service between hotels & major meeting space
Weaknesses
1. Offers gambling, often seen as a distraction for meeting planners
2. Perception that it is expensive and an incentive destination
3. Perception that it is a winter destination
Opportunities
1. With stronger summer promotion, they are appealing to more year-round groups
Appendix - viii
Lake Tahoe, CA Cont’d
Threats
1. Viewed as a more high-end/expensive destination. In tough economic times, companies/organizations will
avoid appearing frivolous
Memberships:
MPI (Meeting Planners International)
$375 annual membership
A well-known organization industry wide offering great local chapters across the country and provides
very high-end meeting planning education. The Oregon Chapter is weak on the planner side and has
several suppliers from the lodging industry. When you join MPI, you do not join one chapter. You can
pick a chapter affiliate, however you can attend all educational monthly programs, annual meetings,
etc. at the member price.
Visit Bend Strategy: Visit Bend will join and become affiliated with the Northern California Chapter as
there is a great opportunity for regional business from Northern California.
DMAI (Destination Marketing Association Int’l)
$1100 annual for CEO +$250 for each additional
DMAI is geared towards the education/promotion of CVB’s/DMO’s. DMAI offers effective education,
certifications and two tradeshows a year. Their tradeshows are unique because they only allow CVB/
DMO’s to exhibit to qualified meeting planners. Their shows are in Washington, D.C. and Chicago.
Visit Bend Strategy: Participate in their education programs (sales academy, annual conference) and
do their Chicago tradeshow to see the response.
ASAE (American Society of Association Executives)
$395 annual membership
A high-end, well-known association for Executive Directors, Meeting Planners, Membership Directors,
etc. They offer continuing education and their annual conference boasts a track specifically for
meeting planners for associations. Their 2010 annual meeting will be held in Los Angeles. There
annual meeting boasts a large tradeshow with a huge meeting planning/destination focus.
Visit Bend Strategy: Visit Bend will join ASAE to gain access to their member lists and a discount at
their tradeshows. Visit Bend will attend the 2010 annual meeting since it will be on the west coast.
Other potential memberships:
Oregon Society of Association Management (OSAM)
Society of Government Meeting Planners (SGMP)
Religious Conference Managers Association (RCMA)
California Society of Association Executives (CALSAE)
Washington Society of Association Executives (WSAE)
Visit Bend Strategy: Visit Bend will focus on national/regional memberships as several of the area
properties already belong to the State chapters.
ix - Appendix
Additional Memberships/Programs:
MINT (Meeting Information Network)
$1,070 annual membership
A premier database of over 34,000 meetings that have utilized 150+ CVB’s for their meeting planning
assistance. A good place to look for business, as well as a great program to store and manage Visit
Bend’s sales data.
Visit Bend Strategy: Visit Bend will invest in MINT’s base program for year one and re-assess for year
two.
CVBhotrates.com
$3,500 annual membership
Newer program, basically like a Helmsbriscoe for convention and visitor bureau’s only. Does not
charge a commission. They can promote your hotels specific need periods and rates they may have.
Can utilize their RFP program on our website.
Visit Bend Strategy: Visit Bend will assess this program in 2009 and consider investing in it for 2010.
Media/Advertising Strategy:
In the area of groups & conferences, our media and advertising efforts will be focused on attracting
meeting planners to Bend. The most important and dynamic tool we will have in our media efforts
is the Visit Bend website, www.visitbend.com.
The Visit Bend Group & Conference website content will incorporate the following:
• Online RFP form
• Online conference space/facility grid
• Online picture gallery of conference & facility sites (traditional & non-traditional)
• Online virtual tour of Convention Center, Old Mill District & Les Schwab Amphitheatre with
events in full swing
• Online attendance promotion
- Media kits
- Logos
- Collateral (one page Bend announcer)
Although our website will be our top priority in our media/advertising strategy, we will ultimately
produce a Meeting Planner’s Guide that will also be distributed as a sales kit.
Direct sales will be our next key strategy and will incorporate a budget for regional sales trips &
tradeshows. In addition to Visit Bend’s direct sales efforts, we will implement a cooperative program
that will allow tourism partners to join Visit Bend on these sales trips and/or tradeshows for a
nominal fee. This will assist in off setting some of the costs for Visit Bend.
Print advertising will be done on a minimal basis. As we further define our target markets, we
may offer up print advertising in directories and/or trade publications that are directly within that
market.
Other areas in which Visit Bend will invest marketing dollars are in programs that will assist with lead
generation. Including:
• MINT (Meetings Information Network/DMAI)
• CVBHotrates.com
• Starcite
Appendix - x
Lead Distribution & Handling:
Through Visit Bend’s direct sales efforts once a lead and/or RFP is gained, it will be distributed to
the lodging or tourism partners in the following manner:
1)
Standardized lead form with hotel questionnaire (should it be necessary) will be sent to the venues that the planner requests. If the planner does not request certain properties, the lead will
be sent to all lodging and/or venue partners.
2)
A supplemental section will be included in each lead. This section provides detailed
instruction on what action steps are needed by the properties. If it is a citywide bid, the
questionnaires will need to be returned and Visit Bend will coordinate the steps below. If it is to
be a single property bid and the planner requests that the properties contact them directly, the
supplemental information will reflect that.
3)
A response timeline will be included in all lead forms. If a deadline is not met by the
properties, Visit Bend will assume the property is not interested in bidding and will continue without
their bid.
4)
Once all responses are received, Visit Bend will provide the planner with a Bid Book. The
book will contain all pertinent information to this planner along with a hotel grid, hotel brochures/
sales kits and any other information requested by the planner.
5)
Visit Bend will continue to follow up with the meeting planner for updates. Each update will
be communicated to the properties via a Memo format.
6)
Once a property (or properties) is selected, Visit Bend will send out a “Booked” memo and
advise the properties of the next step.
7)
Should Bend lose a piece of business, Visit Bend will follow up with a “Lost” memo and a
reason why the business was lost and our plan for future follow-up.
Travel Schedule:
HSMAI Affordable Meetings West
San Jose, CA
Moscone Center West
$3275 10x10 booth space (non-member price)
$179.00 rate at Hilton San Jose
(Co-op 2 members from Lodging community)
*Partnership with COVA RCMP funds
Destinations Showcase (DMAI)
Chicago, IL
$3250 booth space (non-member) $2750 (member)
Only open to CVB/DMO staff members, only CVB/DMO’s exhibit
*Partnership with COVA RCMP funds
MPI-WEC (World Education Conference)
Salt Lake City, UT
$2600 booth space (non-member price)
$169.00 rate @ Hilton Salt Lake City Center
(Co-op two members from lodging community)
*Partnership with COVA RCMP funds
xi - Appendix
June 10-11, 2009
June 24, 2009
July 11-14, 2009
DMAI Annual Meeting
Atlanta, GA
$750 registration fee by 6/13/09 (member price)
Open only to CVB/DMO staff members
Educational Conference
July 27-31, 2009
TheTradeshow
September 13-15, 2009
Las Vegas, NV
$2670 + $350 (décor)
$110.00 rate at Treasure Island
Showed geared towards travel agents, tour operators – leisure travel focused
(Co-op recreation partners)
OSAM (Oregon Society of Association Managers)
Bend, OR
$1500 for booth & registration
September 27-29, 2009
TEAMS 2009
October 13-17, 2009
New Orleans, LA
$2295 10x10 booth
$795 for each additional registrant
Only tradeshow where all sports planners, promoters, rights holders, etc. attend
*Partnership with COVA RCMP funds
MPI – NCC (Northern California Chapter)
San Jose, CA
Moscone Center
$1500 approximate for 10x10 booth
(Co-op two lodging partners)
February 2010
Destination Showcase (DMAI)
Washington, D.C.
$2750 (member price)
Only open to CVB/DMO staff members, only CVB/DMO’s exhibit
*Partnership with COVA RCMP funds
February 2010
MPI – Cascadia (Oregon/Washington Chapters)
Tulalip Resort & Casino - Tukwila, WA
$1000 approximate for booth & registration
Co-op with Bend lodging community
March 2010
ASAE
Los Angeles, CA
$4100 10x10 inline booth
$4400 10x10 corner booth
(co-op 2-3 members from lodging properties)
*Partnership with COVA RCMP funds
Aug 21-24, 2010
Appendix - xii
xiii - Appendix
34
Appendix C
TRANSIENT ROOM TAX REVENUE
City of Bend
Reported to Visit Bend by City of Bend Finance Department
FY ‘04/05
CHANGE
FY ‘05/06
CHANGE
FY’06/07
CHANGE
FY’07/08
CHANGE
FY’08/09
CHANGE
JUL
$358,564
7.9%
$467,069
30.3%
$455,919
-2.4%
$499,668
9.6%
$449,316
-10.1%
AUG
$366,940
16.6%
$378,543
3.2%
$404,536
6.9%
$484,001
19.6%
$436,886
-9.7%
SEP
$266,496
16.9%
$282,477
6.0%
$304,409
7.8%
$348,769
14.6%
$321,231
-7.9%
OCT
$197,479
9.3%
$226,409
14.6%
$241,846
6.8%
$244,869
1.2%
$242,479
-1.0%
NOV
$149,208
23.9%
$166,085
11.3%
$169,821
2.2%
$182,718
7.6%
$152,624
-16.5%
DEC
$191,358
17.5%
$197,354
3.1%
$225,130
14.1%
$206,565
-8.2%
$150,564
-27.1%
JAN
$153,529
17.5%
$171,943
12.0%
$168,730
-1.9%
$169,935
0.7%
$135,787
-20.1%
FEB
$158,822
-0.2%
$180,741
13.8%
$197,815
9.4%
$204,187
3.2%
$157,019
-23.1%
MAR
$196,932
5.4%
$220,751
12.1%
$245,876
11.4%
$232,047
-5.6%
APR
$199,379
10.4%
$203,870
2.3%
$231,846
13.7%
$229,947
-0.8%
MAY
$241,762
16.6%
$268,433
11.0%
$289,030
7.7%
$284,987
-1.4%
JUN
$295,855
8.5%
$330,868
11.8%
$362,896
9.7%
$329,538
-9.2%
$2,776,324
12.1%
$3,094,543
11.5%
$3,297,854
6.6%
$3,417,231
3.6%
FYTD $1,683,574
14.6%
$1,889,881
12.3%
$1,970,391
4.3%
$2,340,712
8.0%
$2,051,284
-12.4%
FY
Deschutes County
Reported to Visit Bend by Deschutes County Finance Department
FY ‘04/05
CHANGE
FY ‘05/06
CHANGE
FY’06/07
CHANGE
FY’07/08
CHANGE
FY’08/09
CHANGE
JUL
$631,122
4.1%
$713,821 13.1%
$716,888
0.4%
$731,434
2.0%
$765,977
4.7%
AUG
$650,258
-3.1%
$650,739
0.1%
$662,652
1.8%
$780,750
17.8%
$720,864
-7.7%
SEP
$284,424
20.9%
$273,512
-3.8%
$315,666
15.4%
$298,386
-5.5%
$270,059
-9.5%
OCT
$114,105
-9.3%
$124,686
9.3%
$134,276
7.7%
$146,570
9.2%
$155,739
6.3%
NOV
$88,768
-5.7%
$111,156 25.2%
$96,011
-13.6%
$108,402
12.9%
$117,513
8.4%
DEC
$227,292
6.2%
$247,819
9.0%
$255,358
3.0%
$270,022
5.7%
$219,848
-18.6%
JAN
$146,321
-0.3%
$153,573
5.0%
$145,706
-5.1%
$174,971
20.1%
$145,223
-17%
FEB
$136,747 -13.9%
$151,797 11.0%
$146,283
-3.6%
$156,683
7.1%
$105,982
-32.4%
MAR
$145,777
4.6%
$153,429
5.2%
$162,468
5.9%
$170,332
4.8%
APR
$110,414
-2.0%
$145,388 31.7%
$120,642
-17.0%
$119,878
-0.6%
MAY
$182,027
4.1%
$187,869
3.2%
$189,005
0.6%
$187,974
-0.5%
JUN
$317,486
-6.3%
$359,483 13.2%
$365,547
1.7%
$389,907
6.6%
FY
$3,034,741
0.5%
$3,273,272
7.9%
$3,310,502
1.1%
$3,535,309
6.8%
FYTD
$2,142,290
2.3%
$2,275,306
6.2%
$2,326,557
2.3%
$2,667,218
7.9%
$2,501,205
-6.2%
35
Appendix - xiv
Appendix D
LODGING OCCUPANCY
City of Bend
Reported to Visit Bend by City of Bend Finance Department
FY 04/05
RENTED
JUL
55,529
FY 05/06
% OCC.
CHANGE
70.5%
0.5%
AVAIL.
RENTED
71,129
FY 06/07
% OCC. CHANGE
AVAIL.
RENTED
% OCC.
CHANGE
57,627 81.0%
13.0%
67,955
52,784
77.7%
-4.3%
AUG
49,099
73.2%
7.7%
69,533
50,586 72.8%
-0.6%
76,881
52,784
68.7%
-6.0%
SEP
46,360
61.2%
-19.0%
74,055
46,518 62.8%
2.6%
73,050
47,846
65.5%
4.1%
OCT
39,003
49.1%
-4.7%
76,382
40,936 53.6%
8.5%
69,740
37,344
53.5%
-0.1%
NOV
30,089
39.5%
3.3%
72,377
30,401 42.0%
6.0%
68,060
30,770
45.2%
7.1%
DEC
32,165
40.6%
4.6%
75,096
31,017 41.3%
1.6%
72,758
34,125
46.9%
11.9%
JAN
28,677
38.0%
1.6%
76,801
30,938 40.3%
5.7%
71,944
29,814
41.4%
2.8%
FEB
26,478
37.5%
-17.5%
68,010
30,783 45.3%
17.1%
66,387
31,917
48.1%
5.9%
MAR
32,989
46.3%
-9.1%
76,036
38,561 50.7%
8.7%
66,074
34,927
52.9%
4.1%
APR
36,324
52.5%
4.4%
67,222
35,115 52.2%
-0.5%
69,441
38,141
54.9%
4.9%
MAY
42,013
57.0%
13.0%
69,240
39,784 57.5%
0.8%
62,521
36,149
57.8%
0.6%
JUN
46,353
64.1%
8.0%
66,205
44,116 66.6%
3.7%
66,205
44,837
67.7%
1.6%
465,079
52.3%
-0.4%
862,086
476,382 55.3%
5.3%
831,016
471,438
56.7%
2.6%
FY
FY 07/08
AVAIL.
% OCC.
CHANGE
AVAIL.
RENTED
% OCC.
CHANGE
JUL
69,155
52,157 75.4%
-3.0%
67,647
47,436
70.1%
-7.6%
AUG
71,708
55,275 77.1%
10.9%
67,503
49,870
73.9%
-4.4%
SEP
68,688
46,392 67.5%
3.0%
66,701
41,448
62.1%
-8.7%
OCT
71,128
37,130 52.2%
-2.6%
69,174
33,905
49.0%
-6.6%
NOV
71,060
29,442 41.4%
-9.1%
70,355
25,268
35.9%
-15.4%
DEC
73,756
29,279 39.7%
-18.6%
73,156
21,940
30.0%
-32.4%
JAN
70,807
26,375 36.8%
-11.2%
69,666
22,053
31.7%
-16.2%
FEB
59,658
26,818 44.9%
-7.0%
63,182
24,162
38.2%
-17.5%
MAR
72,403
32,820 45.3%
-16.6%
APR
70,077
35,760 51.0%
-7.6%
MAY
72,291
38,977 53.9%
-7.2%
JUN
70,409
43,325 61.5%
-10.1%
842,008
453,750 53.9%
-5.3%
547,537
266,085
48.6%
-10.9%
FY
xv - Appendix
RENTED
FY 08/09
Appendix E
PERFORMANCE METRICS
Visitbend.com Web Sessions
349,571
350,000
310,801
261,559
300,000
Visit Bend’s web tracking tools measure
unique user sessions.
250,000
200,000
175,000
67,605
150,000
100,000
75,000
25,000
2006
2007
2008
YTD
2009
0
Visitor Packets Mailed
13,620
13,141
15,000
11,220
12,000
Visitor packets are mailed as a result of
a phone or e-mail inquiry, or a request
coming via visitbend.com.
10,000
8,000
6,000
4,000
1,224
2,000
50
2006
2007
2008
YTD
2009
0
Visitor Center Traffic
8,431
8,066
9,000
7,090
7,000
Foot traffic coming into the Visitor
Center is counted daily.
5,000
3,000
747
1,000
500
2006
2007
2008
YTD
2009
0
Appendix - xvi
Appendix F
BEND TOURISM STATISTICS
Topline Visitor Facts
• Economic Impact: Tourism generates $570 million annually for the regional economy (Travel
Oregon)
• Workforce Impact: Tourism employs 16% of the regional workforce (Bureau of Labor
Statistics)
• Average Spend: Overnight visitors spend an average of $96 per day/per person
• Purpose of Visit: The main purpose of tourists visiting Bend is leisure/sightseeing (45%) and
outdoor recreation (42%)
• Length of Stay: Average length of stay for Bend tourists is 4 nights
Demographic Profile of Visitors
• Families comprise the largest proportion of the Bend visitor base (34%), followed by couples
with no children (25%), empty-nesters (24%), and singles (14%)
• 32% of overnight visitors stay in a hotel or motel room, 18% stay with friends or family, 17%
rented a condo or townhome, 12% stay in an owned timeshare or vacation home, 7% are tent
campers and 7% are RV campers
• The median household income of Bend visitors is $87,500. More than one-third of visitors
(37%) have incomes of $100,000 or more, and 10% have incomes of $200,000 or more
• 60% of Bend visitors are from outside of Oregon, while 40% reside within the state. California
is the largest out-of-state market for Bend, representing almost 17% of total visits, followed
by Washington with 12% of total visits
• 44% of Bend visitors in 2008 were visiting Bend for the first time
Other Tourisim Facts
• Approximately 66% of visitors traveled to Bend by private car, followed by 22% who flew, 7%
who drove a camper/RV, 3% who drove a rental car, and 1% on motorcycles
• 57% of Bend visitors dine out during their stay, 54% hike or trail run, 49% shop, 31% bike,
25% participate in an arts or cultural activity, 17% golf, 16% visit museums, 12% fish, and 11%
raft, kayak or canoe
xvii - Appendix
Appendix - xviii
Appendix G
MEDIA COVERAGE
Visit Bend’s public relations efforts in the 2008/2009 fiscal year resulted in significant regional and
national media exposure, including following samples.
Mountain Bike Action, April 2009
“There are plenty of great mountain bike towns in America,
but most have a downside…That brings us to our pick for the
best mountain biking town in America. A drum roll, please.
Bend, Oregon. The place was originally named Farewell
Bend, because early travelers were so bummed to continue
their trip west. All the things that attracted those early
pioneers are what attract mountain bikers today.
Don’t believe us? We’ve got thirty-five reasons to back up
our claim that Bend is the best mountain biking
town in America.”
Ski, February 2009
“A white winter and plenty of ways to enjoy it are two
things, like many aspects of life around here, that haven’t
changed in the 50 years that Bachelor has been open…It’s no
surprise that, for a while, one person was moving to Bend
every two hours. The great influx has slowed, but the reason
most of them came remains: the bounty of a Pacific Northwest winter…I let Ralph go first and he disappears in a cloud
of snow. It’s the end of the day and we’re skiing untracked
lines right to the parking lot. No need to pinch myself. The
first face shot felt real enough.”
Budget Travel, September 2008
“Oregon isn’t all remote mountains and rustic cabins. In Bend,
Portland’s quirky-chic cousin, you can live the high life and get
back to nature...With ponderosa pines towering overhead and a
pristine lake stretched out before me, a martini is the last thing
I’d expect to have on my mind. But here I am, hiking in Oregon’s
Deschutes National Forest, craving one. Sure, the views are
intoxicating enough—but I can’t wait to get back to Bend, one
outdoorsy town in which ordering a cocktail is as natural as hitting
the trails.”
xix - Appendix
Seattle Metropolitan, February 2008
“Quietly lurking in the middle of Oregon, the town of Bend is
a Boulder, Colorado, in the making. It is a place of unabashed
outdoor worship. Residents and vacationers come to Bend because
they like to ski, bike, golf, climb, kayak, fish, hike – and some
will knock all those off in just one week. A classic Bend summer
evening rolls in with a fuchsia-heavy, orange-tinged sunset that
plunges into deep purples framed by clusters of Lodgepole pine
and Douglas fir trees, with Mount Bachelor and the western
Cascades silhouetted in the distance.”
Sunset Magazine, February 2008
“Whoever visits Bend, moves to Bend, people warned me. So
frequently, in fact, that I took it to be the official motto of this
always sunny central Oregon playground – a blessedly bipolar
high-desert home base, where you can trail run along the rushing
Deschutes River in the morning and hit the snowy slopes of Mt.
Bachelor in the afternoon. My kind of town…Bend remains a
decidedly unpretentious community, where folks prefer moonlight
snowshoes over movies, and unfussy hotel rooms run about $100 a
night.”
Mountain Bike, June 2007
“Maybe it’s something in the water, or maybe there’s a
superathlete molecule in the air; more than likely, it’s some
magical property in the beer. Whatever the reason, Bend has
become the porch of preference for some of mountain biking’s
big dogs. Straddling the banks of the Deschutes River with the
Cascade Mountains to the west and Oregon’s high-desert plateau
to the east, Bend is a year-round playground for all species of
adventure-sports athlete. While terrain, talent and climate easily
make it one of the premier adventure-lifestyle communities in the
country, it’s the beer that really sets Bend apart.”
Appendix - xx
Appendix H
CREATIVE SAMPLES
Following are examples of Visit Bend’s creative in the 2008/2009 fiscal year.
xxi - Appendix
CREATIVE SAMPLES
Appendix - xxii
CREATIVE SAMPLES
xxiii- Appendix
CREATIVE SAMPLES
Inspiration cannot be given. It must be found.
In a place where the everyday world disappears
and nature presents itself in its most spectacular
form. And where the warmth of a mountain town
embraces every visitor as its own. Truth is, you
can’t find inspiration in a place. But a place can
very well help you find it within yourself.
DIscover your InspIrATIon In The heArT of cenTrAl oregon. your ADvenTure BegIns AT vIsITBenD.com
07VCB009 COVA 2008 Guide Magazine, full page, full color, bleed ad
trim: 8.375”w x 10.875”t (bleed: .125” all around)
October 30, 2007
DVA Advertising and Public Relations, 541-389-2411, Daniel O’Neil, [email protected]
Appendix - xxiv
Notes