Marketing and Sales Plan FY 2 002 - 2 0 0 3

Transcription

reno-sparks convention and visitors authority
Marketing and Sales Plan
FY2002-2003
M AY 1 6 , 2 0 0 2
reno-sparks convention & visitors authority
TABLE
OF
CONTENTS
Reno-Sparks/Lake Tahoe Marketing and Sales Plan for 2002-2003
RSCVA Strategic Plan FY 02-03 .........................................................................................................1-2
Marketing and Sales Plan FY 02-03
a. Executive Summary ......
3-5
b. Marketing and Communications Department Plan...............................................................................6-16
c. Travel Industry Sales Department Plan .................................................................................................17-26
d. Visitor Services Department Plan...........................................................................................................27-29
e. Meetings, Conventions, & Tradeshow Sales Department Plan ...........................................................30-36
f. Convention Services Department Plan...................................................................................................37-38
Attachments
Media Plans .................
39-44
Consumer Media Summary Flowchart .......................................................................................................39
Travel Industry Sales Summary Flowchart ..................................................................................................40
Meetings, Conventions, & Tradeshow Summary Flowchart.....................................................................41
Online Media Flowchart ..............................................................................................................................42
Online Meetings Media Flowchart .............................................................................................................43
Sierra Ski Marketing Council Media Flowchart .........................................................................................44
Special Events Breakdown...
45
Arts and Culture Action Plan......................................................................................................................46-51
Adventure Tourism Action Plan .................................................................................................................52-54
Nevada Museum of Art Action Plan..........................................................................................................55-60
Travel Schedules
Travel Industry Sales Travel Schedule.......................................................................................................61-62
Meetings, Conventions, & Tradeshow Sales Travel Schedule .....................................................................63
Facilities Forecast P&L’s
Reno-Sparks Convention Center......................................................................................................................64
Downtown Events Center ................................................................................................................................65
Reno Livestock Events Center ..........................................................................................................................66
Northgate Golf Course ......
67
Wildcreek Golf Course.......
68
1
R S C VA
ST RATE GI C
PLAN
FY
2002-2003
Vision Statement
Achieve global recognition as THE gaming destination of choice for leisure and convention travelers who prefer
– in whole or in part – four seasons of natural beauty, unparalleled outdoor recreation and adventure, and topname entertainment among a foundation of amenities and services.
Strategic Objectives
1. Increase RSCVA Sales & Marketing budget by $4.0 million by 2004-2005.
FY
$ (incremental increase millions)
2000-2001
2001-2002
2002-2003
2003-2004
2004-2005
$1,656
$2,529
$4,249
(Table in millions)
Total
$6,715
$6,538
$8,194
$9,067
$10,787
2. Promote the RSCVA vision to establish a premiere meeting/convention/tradeshow
destination identity through 2004-05.
a. Increase bookings at the Reno Sparks Convention Center (RSCC) and the
Downtown Events Center (DEC).
b. Increase meetings and conventions bookings.
c. Increase bookings at Reno Livestock Events Center.
3. Continue the RSCVA vision to change the positioning of Reno-Sparks/Lake Tahoe from a
"Gaming- Plus" destination in 2002-2003 to an "Adventure-Plus" destination by 2004 – 2005 with
gaming being positioned as an adventure.
4. Continue financial support to Regional Marketing Committee for maintenance and development of air service.
FY
Expenditure
2001-2002
2002-2003
2003-2004
2004-2005
$350,000
$350,000
$500,000 (tentative)
$500,000 (tentative)
2
R S C VA
S T R AT E G I C
PLAN
FY
2002-2003
5. Continue to support efforts to create and maintain special events that generate citywide impact and
marketing exposure.
6. Support continued efforts to revitalize Downtown Reno.
7. Work with Federal Congressional Delegation and NDOT to secure funding for I-80 West refurbishment
and expansion.
8. Focus on improving Reno-Sparks/Lake Tahoe hospitality industry infrastructure (i.e. Gateway Entrance/Exit
Signage, Visitor Centers, Collateral).
3
EXECUTIVE
SUMMARY
Executive Summary
The following Marketing and Sales Plan continues the efforts of the Reno-Sparks Convention and Visitors Authority
to expand the identity of Reno-Sparks/Lake Tahoe as a meeting, convention, and tradeshow venue and a
leisure market destination with diverse recreational opportunities. The vision is to increase the destination’s
customer base by promoting recreational opportunities that appeal to all travelers, while stressing the region’s
substantial meeting, tradeshow and convention infrastructure. Both markets will use the newly created regional
positioning statement, "Reno-Tahoe: America’s Adventure Place" to attract prospective visitors.
At this time, it is difficult to determine if our region will experience consistent business recovery in FY 2002-2003.
The effects of 9-11 and the continued sluggish United States economy have helped to push our own industry
business results lower and lower. Therefore, we should assume that the business erosion to our base forecasted
by Bear Stearns in their 2000 study will continue.
This continued erosion of the core market gaming and lodging revenues is exacerbated by the added competition
from Indian Gaming in Northern California. Without more room nights, the destination may suffer from year over
year EBITDA reductions as the business base volume may reduce at a faster pace than the new business additions.
More new business has been booked for FY 2002-2003 as large events such as the Women’s International Bowling
Congress, the Safari Club Convention, the PGA West Golf Show, and others are scheduled. More short-term
meetings and conventions business is needed to ensure a growth year.
Prior to July 1, 2002, staff will complete an analysis of major casino forecasted market mix percentages. After
adjusting the FY 2002-2003 forecasted room nights base for the expected erosion, and then adding in the known
forecasted room nights for major events, we will adjust the sales staff room night production goals that are in this
plan to, hopefully, move our destination through recovery and then into business growth.
More financial resources may be needed to complete this plan. Staff will make budget recommendations to the
Board prior to July 1.
The key strategies and objectives included in this plan are as follows:
4
EXECUTIVE
SUMMARY
Marketing
1. Develop and execute research program.
2. Select creative and strategic branding agency partner.
3. Advertising media buys.
4. Coordinate programs cooperatively with agencies and marketing partners.
5. Execute public relations and communications plan.
6. Establish Marketing Advisory Boards.
7. Continue to follow RSCVA special events policies and procedures.
8. Identify cooperative partnership programs.
9. Presentations to airline companies.
10. Continue Web Development.
11. Develop destination gateway/aerial signage program.
Travel Industry Sales
1. Increase room night production through improved market penetration and market share.
2. Partner with tour operators/wholesale/travel agencies/airlines/other CVB’s/rental car companies/and area
attractions.
3. Continue to support traditional markets but also target and explore new domestic as well as international
markets.
4. Educate the local hospitality community to capitalize on overall travel industry market potential.
5. Integrate culture and heritage as well as soft/hard adventure into the day to day planning, marketing, and
operations of the tourism industry.
6. Develop a destination "value pack" with attractions, arts and culture venues, local restaurants, and area
events to "bundle" with packages.
7. Continue to develop a user-friendly database to communicate with current as well as new visitors to our area.
8. Educate and motivate the travel agency community to book our area.
9. Direct Sales destination presentations, product launches, and familiarization trips.
10. Sales collateral (Newsletter, brochures, multimedia).
11. Niche marketing.
12. Trade association participation.
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EXECUTIVE
SUMMARY
Meetings, Conventions, and Tradeshow Sales
1. Promote and position Reno-Sparks/lake Tahoe as a premier meetings, conventions, and tradeshow destination.
2. Increase meetings, conventions, and tradeshow room nights production.
Hotel/Convention Bookings:
Bookings
Room Nights
2002-2003
FY
58
41,000
2003-2004
62
56,500
2004-above
70
77,200
Bookings
Room Nights
Reno/Sparks Convention Center
FY
2002-2003
8
7500
2003- 2004
17
32,875
2004-above
18
194,750
Reno Livestock Events Center
FY
Bookings
Room Nights
2003-2004
6
12,525
2004-above
11
35,000
Bookings
Room Nights
63
67,650
Downtown Events Center
FY
2004-above
Total Room Nights Production by FY
Bookings
Room Nights
2002-2003
FY
66
48,500
2003-2004
85
101,900
2004-above
162
374,600
Total Sales Goals FY 2002-2003
Bookings
Room Nights
313
525,000
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M A R K E T I N G & C O M M U N I C AT I O N S D E PA R T M E N T
Mission Statement
The RSCVA marketing and communications department will develop and implement a strategic marketing effort
promoting the Reno-Sparks/Lake Tahoe regional destination brand identity locally, regionally, nationally, and
internationally with the ultimate goal of driving overnight visitation and increasing room tax revenue.
Objectives
- Develop regional destination brand change.
- Increase available marketing dollars.
- Position RSCVA as the leader to enact change in the community and hospitality industry.
- Support convention sales and travel industry sales efforts.
Goals
1-800-FOR RENO
FY 00 / 01 - 107,695
FY 01 / 02 - 80,771
25% decrease
FY 02 / 03 - 60,578
25% decrease
FY 03 / 04 - 48,462
20% decrease
FY 04 / 05 - 41,193
15% decrease
Visitor Planner Distribution
FY 00 / 01 - 122,997
FY 01 / 02 - 134,152
9% increase
FY 02 / 03 - 140,000
4% increase
FY 03 / 04 - 120,000
14% decrease
FY 04 / 05 - 100,000
17% decrease
Renolaketahoe.com Unique Visits
FY 00 / 01 - 261,312
FY 01 / 02 - 473,376
81% increase
FY 02 / 03 - 564,690
19% increase
FY 03 / 04 - 649,394
15% increase
FY 04 / 05 - 779,272
20 % increase
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Tracking Mechanism
Distribute Marketing Report – a progress report designed to analyze and measure the goals each month.
Situation Analysis
As the largest marketing organization within the region, the RSCVA will continue its leadership role to provide the
region with a strong, distinctive identity.
Research
There is a need for research to build a foundation of information to help develop marketing strategies that will
lead the market to success. While data cannot completely determine a market position, a research program will
be facilitated throughout the next year. It is imperative that we move from using demographic statistics to
understanding the psychographic opportunities associated with our target markets.
Re-Brand Destination
In addition to gaming activities, Reno-Sparks/Lake Tahoe attracts visitors by capitalizing on outdoor recreation
offerings. The region’s attractions are obvious: an assortment of year-round activities for outdoor adventure in
natural beauty; an interesting though underdeveloped sense of history and heritage; a commitment to arts and
culture that is fueling downtown Reno’s renaissance and extending its influence throughout the region; and the
traditional benefits and allure of gaming and entertainment.
Reno has slowly been transitioning to a gaming-plus marketing strategy. The gaming and tourism industry is still
the dominant "export" of the area. Its health will be a reflection of the performance of the region’s economy as
a whole. While Reno is well-known as a gambling town; its competitive advantage is to separate the destination
by positioning it as a place where you can gamble AND ski, golf, mountain bike, climb, hike, fish (etc.). Activities
that RSCVA’s creative campaign will embrace are golf, ski, action/adventure sports and the arts & culture product.
The vision for the future is to transition the positioning of the destination to "America’s Adventure Place". By
rebranding Reno-Sparks/Lake Tahoe’s amenities as "gaming-plus" we are then prepared to transition gaming to
become a part of the adventure experience. This strategy will position the destination competitively as a more
diversified visitor destination, while the proliferation of gaming continues to capture some of our market share.
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Reno-Sparks Convention Center (RSCC)
The completion of the Reno-Sparks Convention Center renovation and expansion project presents the
opportunity to diversify the destination’s customer base and to change the way we do business.
The Downtown Event Center adds one more meeting space to support the change in casino/hotel market mix.
Regional Marketing Committee (RMC)
This committee was developed to pool promotional regional dollars with an intended objective of positioning the
destination to better serve and increase air service. The progress of the Regional Marketing Committee is a positive sign that the region understands the importance of cooperative efforts. The fiscal and promotional participation of regional stakeholders, convention and visitor bureaus, and marketing organizations will allow the RSCVA
to greatly extend the reach of our marketing influence. RSCVA will continue to be a major contributor to the
effort. It is important that the RMC creative campaign and the RSCVA creative campaign are consistently and cooperatively executed.
Sierra Ski Marketing Council (SSMC)
RSCVA will continue its membership with the Sierra Ski Marketing Council where the brand Ski Lake Tahoe is leveraged to position the region as a ski destination. RSCVA ads are strategically placed directly after the SSMC ads in
order to capitalize on the brand and to sell the retail message (Ski Tahoe, Stay Reno).
Golf the High Sierra (GTHS)
As with the ski cooperative marketing effort, RSCVA recognizes the benefits in working with Golf The High Sierra.
The group is still in its infancy and RSCVA will be a part of the foundation/development of the marketing programs, which will benefit both the region and the participating golf courses.
Internet
According to the Travel Industry Association of America (TIA), the number one media used the past year to plan a
trip or vacation was the internet. Travel trends nation-wide indicate that people are more
willing every day to research and book their travel on-line. Renolaketahoe.com, the region’s destination
web site, offers an infrastructure to provide a potential visitor with total destination information. The more educated a traveler is the more likely they will book a visit. Equally important is the ability of the web site to collect
pertinent data about each visitor.
9
Unique City-Wide Special Events
Reno-Sparks/Lake Tahoe proudly hosts 150 days of city-wide special events such as Reno Rodeo, Hot August Nights,
Street Vibrations, PGA Tour Event, Best of the West Rib Cook-Off, Lake Tahoe Shakespeare Festival, Cinco De Mayo
Celebration, Reno Balloon Races, and National Championship Air Races. These events are unique differentiators
for our region, as events such as these do not exist collectively in other destinations.
In conjunction with the brand positioning of America’s Adventure Place, RSCVA will develop and implement a
program designed to attract action-sports events with added-value marketing exposure and brand awareness for
the region.
Arts & Culture Product
Every destination must develop its own unique differentiators. Northern Nevada’s culture and heritage provide a
diverse number of unique products. The RSCVA has recognized that now is the time to position culture and
heritage as a distinct sales advantage for Northern Nevada’s tourism industry.
RSCVA will continue as a sponsor of Artown and in FY 02-03 will become a sponsor of the Nevada Museum of Art
Grand Opening.
Call-to-action
RSCVA’s marketing programs are tracked and reported monthly to the board of directors utilizing the following
tracking methods:
- Phone volume to 1-800 FOR RENO.
- Unique visits, pages viewed and penetration to renolaketahoe.com.
- Reno-Tahoe Visitor Planner Distribution.
- Consumer Database collection.
10
Positioning Statement
Reno-Tahoe is America’s Adventure Place
Unique Selling Proposition
Reno-Tahoe is a destination that offers "Gaming-Plus"
Support to Positioning
There are "three silver bullets" that we will use to communicate
the Gaming-Plus strategy:
1. Gaming
2. Outdoor Adventure/Action Sports
Summer Activities
Golf
Hiking
Cycling
Water sports
Winter Activities
Skiing
Snowboarding
3. Arts and Culture
Nevada Museum of Art Grand Opening
Truckee River Arts District
Artown
Opera
Philharmonic Symphony
Reno Chamber Orchestra
Ballet
Broadway Show Series
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Adventure/Action and Outdoor Sports
Adventure/Action and Outdoor Sports represent two distinctly different areas of the sports industry.
Examples of the types of sports that fall into these 2 categories include:
Action—
Outdoor—
Snowboard
Hiking
Skateboard
Climbing
BMX
Kayaking
Motocross
Cycling (mountain & road)
Freeskiing
Water skiing
Surfing
Mountaineering
Wakeboarding
Events
Media companies and large consumer brands fuel action sports events. The primary events tend to be much
bigger in terms of spectators and media exposure. ESPN, FOX, and NBC are the primary outlets for programming.
For example, the 2001 Summer X Games hosted 234,950 attendees. The 2001 Vans Triple Crown Series attracted
over 400,000 spectators in 21 locations. Brands that are heavily associated with the action sports industry (in terms
of sponsorship) include: Mountain Dew, Ford Ranger, ESPN, Vans, Red Bull, AT&T (1-800-dial ATT), etc.
Outdoor sports events tend to be smaller and more grassroots, and focus on the participant. Television exposure
is usually OLN (Outdoor Life Network) and RSN (Resort Sports Network).
Events in Action Sports
Events in Outdoor Sports
X Games (owned by ESPN)
XTerra (Nissan)
Gravity Games (owned by NBC)
X-Adventure (Salomon)
Van’s Triple Crown
Great Outdoor Games (ESPN)
All Red Bull events
Value
There is significant value in attracting action sports events to the Reno-Sparks/Lake Tahoe area both in terms of
numbers of spectators and major network exposure. Additionally, outdoor sports events hold a unique value to
Reno-Sparks/Lake Tahoe as many of the participants in outdoor sports and events (such as the Nissan Xterra) come
from the Sacramento and Bay Area core drive market.
12
RSCVA will sell our destination to become the site for these Action Sports events based on the attendance that
will generate room nights and major network exposure.
Market Definition
Existing consumer target geographic markets include:
San Francisco, Bay Area
Northern California
Sacramento
Portland
Seattle
Research will assist in identifying expansion demographic, geographic and psychographic markets. The
marketing department will support convention and travel industry sales efforts through media planning and
public relations efforts. Target markets for each are discussed in separate sections.
Competitive Analysis
Historically, the RSCVA has identified markets where a regional message has had the greatest potential
impact. A research program will be developed and implemented to better understand the national market in
which we compete.
Markets that offer a competitive challenge to the Reno-Sparks/Lake Tahoe area, broken down by segments,
are:
1. Ski:
3. Outdoor Adventure:
Mammoth, CA
Pacific Northwest
Utah
Montana/Idaho
Sun Valley, Idaho
Northern California
Whistler, Canada
Canada
Colorado
4. Arts and Culture:
2. Golf:
Phoenix/Scottsdale
Palm Springs, CA
Northern California
Las Vegas, NV
San Antonio, TX
Santa Fe, NM
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Marketing Strategies
1.
Develop and execute research program.
2.
Select creative and strategic branding agency partner.
3.
Advertising media buys.
4.
Coordinate programs cooperatively with agencies and marketing partners.
5.
Execute public relations and communications plan.
6.
Establish Marketing Advisory Boards.
7.
Continue to follow RSCVA special events policies and procedures.
8.
Identify cooperative partnership programs.
9.
Presentations to airline companies.
10. Continue web development.
11. Develop destination gateway/arrival signage program.
Tactics Supporting Strategies
1. Develop research program
- Facilitate research programs to incorporate consumer, tourism, and leisure market needs
- Develop and distribute the following reports:
a. Visitor Profile Report
b. Regional Tourism Stats Report (replacing "Marketing Report")
c. Monthly Occupancy/ADR Report
d. Visitor Count Report
e. Special Event Economic Impact & Demographic reports
f. Conventions Economic Impact & Demographic reports
- Identify geographical target markets and obtain accurate visitor profile information
g. Air service competitive analysis based on number of seats in Salt Lake City,
Las Vegas, Portland, Seattle, San Francisco, Boise, and Denver
h. Psychographic study of target markets
i. Complete destination competitive analysis
2. Select creative and strategic branding agency partner
- Identify and build relationship with advertising agency that has proven success in the
branding process
- Formalize agreement and strategy with web development agency
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3. Advertising Media Buy - (See Media Buy Flowcharts pgs. 39-43)
- Consumer Media Buy
- Travel Industry Sales Media Buy
- Meetings, Conventions and Tradeshows Media Buy
- On-Line Media Buys
- Niche Marketing Plan
There are opportunities during the year to create niche-marketing programs. For
example, between November and January there is an opportunity to attract the Asian
market within the Bay Area.
4. Coordinate programs cooperatively with agencies and marketing partners.
- Regional Marketing Committee
- Sierra Ski Marketing Council
- Golf the High Sierra
- Edawn/Tech Alliance
- Reno-Sparks Chamber of Commerce
- University of Nevada, Reno
- Airport Authority
5. Execute public relations and communications plan.
- Update database of top media in each market segment (Tourism and Convention
Trade; Consumer).
- Execute newsletter program.
- Execute travel plan in conjunction with travel industry sales department schedule.
- Desk-side visits in New York (trade and major consumer publications) and California
(regional press visits).
- Major industry events including Pow Wow and Travel Media Showcase.
- PR-specific training including PRSA yearly and tourism section conferences.
- Continue internal communications plan.
- Manage content on all Web sites.
- Continue University of Nevada photo journalism class partnership by collecting area
photos for photos.renolaketahoe.com.
- Continue partnership with regional arts and culture organizations.
- Implement local educational speakers bureau.
- Broaden cohesive relationships with hotel/motel constituents.
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6. Establish Marketing Advisory Councils.
- In an effort to bring both domestic and international input into the development of our
marketing plans and strategies, we will establish a Marketing Advisory Council consisting
of industry marketing specialists from all aspects of the hospitality industry. The creation
of this council will not only offer global trending into our overall plan and strategy
development, but will also create a sense of buy-in and ownership from these leading
marketers and in the long-term establish business-to-business relationships.
- Using the same model as above, create an advisory group for determining marketing
strategies concerning the new action/adventure positioning of the destination. Utilize
industry athletes and specialists who live in region to help guide direction.
7. Continue to follow RSCVA special-event policies and procedures. (See Budget Breakdown Attached pg. 4
- In order to ensure that monies allocated to specific special events are based on generating
room nights and marketing exposure for the destination the policies and procedures
established will continue to be followed.
- RSCVA will develop and implement a program designed to attract action-sports events
with added-value marketing exposure and brand awareness for the region.
8. Identify cooperative partnership programs.
- Develop a cooperative program for on-line regional media buy with area partners.
- Establish traditional marketing programs of cost effective advertising in core markets that
will accomplish a branding message for the region and an opportunity for properties that
participate to lower their costs.
a. Example - :30 Second TV and Cable "Donuts".
By negotiating a 30-second commercial and splitting the time between RSCVA
and "Partner" we can accomplish two objectives. RSCVA pays for production of a
30-second commercial known as a "donut." The first 7.5 seconds is dedicated to
RSCVA to promote the indoor and outdoor activities available in the area. The next
: 15 seconds are dedicated to the partner who can promote any product they wish
as their call to action, the remainder 7.5 seconds reverts back to the RSCVA for
their use.
9. Presentations to airline companies.
- Senior level RSCVA staff will make presentations to airline companies about the business and
tourism activity in Reno-Sparks/Lake Tahoe. At these presentations marketing strategies and
cooperative opportunities will be discussed.
16
10 . Continue Web Development.
- Enhance Stakeholder database development.
- Continue tracking referral reporting system development.
- Develop Virtual Literature Rack (On-line Brochure Fulfillment Program).
- Update User-Interface renolaketahoe.com (Home Page).
- Determine integration program of renolaketahoe.com/renotahoefun.com destination
web site.
- Update conventions.renolaketahoe.com.
- Extend web services (i.e. on-line direct marketing) to stakeholders.
- Continue direct marketing program via email.
- Continue to enhance feature content on renolaketahoe.com.
- Work with area partners (i.e. Shakespeare Festival, Tahoe Rim Trail, National Auto Museum
etc.) to provide them with the infrastructure to host their specific web site on
renolaketahoe.com server.
- Combine research strategies with renolaketahoe.com database development
11. Develop Destination Gateway/Arrival Signage Program.
- Develop a Reno-Tahoe signage program at the Reno-Tahoe International Airport.
- Develop a Reno-Tahoe gateway signage program at each corridor of the destination
(i.e. I-80 East and West, 395 North and South etc.).
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T R AV E L I N D U S T R Y S A L E S D E P A RT M E N T
Mission Statement
The mission of the travel industry sales department is to develop new and enhance existing leisure group
and individual visitation to the Reno-Sparks/Lake Tahoe destination while serving as the primary sales
catalyst and resource for the local hospitality community and the domestic as well as international
travel industry marketplace.
Objectives
-
Increase room night production through improved market penetration and market share.
-
Partner with tour operators/wholesalers/travel agencies/ airlines/ other CVB’s/rental
car companies/credit card companies/and area attractions.
-
Continue to support traditional markets but also target and explore new domestic as well
as international markets.
-
Educate the local hospitality community to capitalize on overall travel industry market potential.
-
Integrate culture and heritage as well as soft/hard adventure into the day-to-day
planning, marketing and operations of the tourism industry. (See attached arts & culture
action plan).
-
Develop a destination "value pack" with attractions, arts & culture venues, local restaurants and
area events to "bundle" with packages.
-
Continue to develop a user-friendly database to communicate with current as well as new
visitors to our area.
-
Educate and motivate the travel agency community to book our area.
-
Direct sales (sales calls and tradeshows) destination presentations, product launches, FAMS).
-
Sales collateral (newsletter, brochures, multimedia).
-
Niche marketing.
-
Trade association participation.
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T R A V E L I N D U S T R Y S A L E S D E P A RT M E N T
Goals
In the past, the goals of the Travel Industry Sales department have been intangibles, i.e.market awareness, spotty room night production and representation at industry functions. Now that this department
is fully staffed by leisure sales professionals, we have put in place a room night production program that
will hold us accountable for our efforts.
Most of the area hotels are still reluctant to release actual wholesale, FIT, or motor coach production so
we have identified the top ten traditional/on line tour operators as well as the top five motor coach
companies who bring business to our area as a bench mark for our goals.
Based on 2001-2002 fiscal year (July 01-March 02 actual and April 02- June 02 projections) statistics from
these identified clients, the travel industry sales department estimates the following production from
our top ten leisure wholesalers:
Year
Room Nights
Percentage
Variance
2001-2002
371,512
n/a
n/a
2002-2003
408,663
10%
2003-2004
441,356
8%
32,593
2004-2005
463,423
5%
22,068
2005-2006
500,496
8%
37,073
2006-2007
535,530
7%
35,034
37,151
We will continue to evaluate market conditions and explore other distribution channels that will attract
visitors to our region. The booking process is currently shifting from traditional wholesalers (i.e. Mark
Travel Company, American Airlines Vacations, etc) to the on line companies (i.e. Hotel Reservations
Network, TravelWorm, Expedia, etc.).
19
Situation Analysis
The travel industry sales department personnel have been targeted to utilize their strengths allowing
them to manage their own product. The managers are responsible for:
- Drive market (motor coach, Amtrak, AAA, etc) and
travel agency community.
- Packaged Golf and Ski segment and local airline
relations.
- Arts and Culture.
- Hard and Soft Adventure.
- Tour Operator/Wholesaler segment.
We have several challenges, which we will continue to address:
- Rate integrity – support "positioning" of the hotel partners
instead of rate reduction.
- Increase in production of the online booking engines vs. decrease in
production from traditional tour operators/wholesalers.
- Air Service – Position our destination as "One-Stop Service" from
anywhere.
- Indian Gaming – Educate the public about America’s Adventure Place.
Reno’s key competitors can be segmented into three distinctive groups:
1. Resort areas – Anaheim, San Diego, San Francisco and Las Vegas. All four of these regions
have superior air service compared to Reno.
2. Golf Destinations – Phoenix, Portland and Seattle. With over 40 golf courses within a
90-minute drive from our airport, Reno has an opportunity to become a first-class golf resort.
3. Ski Destinations – Colorado and Utah.
To date, the travel industry sales department has predominantly concentrated on the domestic escorted
tour market and wholesale operators. Though this focus remains, this plan defines an expansion into
new domestic and international markets. Informal preliminary research indicates that Asia, Mexico, UK,
Australia and Germany are potential markets for our region. (Nevada Commission on Tourism).
20
Positioning Statement
Reno-Sparks/Lake Tahoe is the ideal destination with a diverse year-round offering of scenic beauty, outdoor adventure recreation, classic Western heritage, arts, culture, entertainment, and gaming.
The
region is an excellent value, ideal for all Western tour itineraries including the Pacific Coast and
California, National Parks and the historic Southwest.
Objectives
1.
Increase room-night production through improved market penetration and market share.
2.
Educate the local hospitality community to capitalize on overall travel industry market potential
and uphold the integrity of each hotel’s rate structure.
3.
Identify and secure higher yield diversified business from domestic and international markets.
4.
Partner with tour operators, wholesalers, other CVB’s, attractions, airlines, rentalcar companies,
travel agencies to better promote our area
5. Integrate culture and heritage and hard/soft adventure into the day-to-day planning, marketing
and operation of the tourism industry.
Tracking
We will track monthly production from the tour operators/wholesalers, motor coach
companies, rail (Amtrak, Fun Train), major travel agencies and consortiums.
Our long-term goal is to generate similar room night production data from all the hotels to ensure accuracy of our overall projections.
We are compiling data, which identifies origination cities to Reno/Lake Tahoe, length of stay and booking source (direct consumer vs. travel agency).
Market Definitions
Tour Wholesalers (Domestic and International)
The tour wholesaler market is one of the fastest growing sectors of the tour and travel industry. Many
of these wholesalers specialize in the FIT market (individual travelers).
We have a strong relationship with the domestic wholesalers and will now expand our efforts to work
closely with the international wholesaler to bring incremental visitors to our area with initial
concentration on the San Francisco gateway.
21
Group Tour Operators
These companies offer scheduled and/or charter tour departures and may well operate within a
targeted market such as senior adult groups, youth/student tours, bank clubs, ski clubs, and alumni.
With the decline in senior group travel these companies are diversifying to capitalize on the demands
of the baby boomer generation. This means smaller groups, more activity for the group traveler,
destinations that are more exciting, and a need for a new tour product i.e. Reno-Sparks/Lake Tahoe.
Travel Agents
Even with the ease of the Internet and the increasing number of on line wholesalers, there is still a need
for a travel agent. Agents provide travel planning assistance and product sales through over 24,000
retail travel agencies located throughout North America.
Automobile Clubs (AAA & CAA)
American Automobile Association and Canadian Automobile Association include over 800 locations.
The majority of the larger automobile clubs operate group and leisure departments. Through their
membership, these clubs offer excellent opportunity to market to a specific base.
Local Receptive Operators
These companies operate as the onsite contact and facilitator of the tour itinerary of a city or region.
They work in conjunction with the tour operator, in some cases securing all or portions of their tour
itinerary through a local contact. Depending on the destination, receptive operators can be a vital link
in the selling process for the RSCVA by reaching both the tour operator and the individual visitor.
International Inbound Receptive Operators
These companies serve as inbound receptive operators for the international traveler. Receptive
operators market to and work in conjunction with international tour wholesalers. In many cases, tour
wholesalers based in other countries cannot produce the volume to justify establishing a direct relationship with hotels and suppliers or other travel product. As a result, they buy their product through
an inbound receptive operator.
22
T R AV E L I N D U S T R Y S A L E S D E P A R T M E N T
Travel Industry Sales Strategies and Programs
To be competitive with other leisure destinations and increase our visitation we must be
visible in the marketplace and educate the consumer and travel agency community that we have a desirable and diversified product. We will market all components identi fying Reno as America’s Adventure
Place year round.
1.
Tour Operator/Wholesaler Program
2.
Travel Agency Community
3.
Annual Tradeshows
4.
AAA/CAA Program
5.
Group Tour Market
6.
Area Value Book
7.
International Visitors
8.
Direct Sales Calls
9.
Telesales Program
10. Lead Generation
11. Sales Promotion
12. Sales Collateral
13. Trade Association Participation
14. Other Promotions
Tactics Supporting Strategies and Program
1. Tour Operators/Wholesalers Program
Strengthen relationships and be involved in their marketing efforts whether it be via straight co-op or
soft dollar participation. Take advantage of each company’s strong distribution channel, i.e. web site,
frequent flier data base, blast faxes to top producing travel agencies, etc. Support the major players
with reservation presentations, an incentive program and select in-market promotions such as product
launches or brochure support.
2. Travel Agency Community
Education is the most effective means of changing the mindset of the travel industry. The RSCVA will
develop a course study on the destination, offering agents the opportunity to become specialists and
earn ICTA credits from the Institute of Certified Travel Agents toward their degree as a professional
Certified Travel Counselor. This program will be in partnership with a leading trade publication and will
lend itself to further strengthening the destination’s overall identity. The campaign, planned for Fall of
2002, will not only allow us to build a broader understanding of the diverse Reno-Sparks/Lake Tahoe
leisure travel experience, but more importantly, it will build a database of travel agents specialists across
the nation for continued and targeted marketing efforts.
23
3. Annual Tradeshows
The RSCVA’s travel industry sales department will continue to take an aggressive approach in increasing
the visibility of our area at major industry as well as consumer driven tradeshows.
4. AAA/CAA Program
The drive market continues to be a vital part of the visitor mix to our region. We have in place and will
continue to support this segment via reservation presentations, email and direct mail to their customer
base.
5. Group Tour Market
The escorted tour market has long supported our area, and as this client base continues to extend its
message beyond its senior market, it creates an excellent opportunity for Reno-Sparks/Lake Tahoe to
position its diverse product offering of America’s Adventure Place. We will work closely with trade
media such as Courier, Destinations and Group Leader Magazine to convey our message.
6. Area Value Book
Develop a destination "value pack" with attractions, arts and culture venues, hard/soft adventure, and
local restaurants to "bundle" with packages.
7. International Visitors
With international travel rebounding and the repositioning of our destination as "America’s Adventure
Place," we have an excellent opportunity to compete in the International market place. For the first
time, the Travel Industry Sales Department will attend World Travel Mart in London as well as other
international shows that attract in bound passengers. We will establish itineraries and partner with the
San Francisco CVB to attract Japanese travelers visiting the Bay Area and the Reno/Tahoe region.
24
8. Direct Sales Calls
(one-on-one, top potential, and existing accounts)
a. Northeast
b. California
c. Midwest
d. Texas
e. Northwest
f. South
g. United Kingdom
h. Germany
i. Asia
j. Australia
(See attached travel schedules and list of accounts pgs. 61-62)
9. Telesales Program
Continue to create an in-house database from tradeshows and travel industry functions
and communicate with these potential customers electronically to attract them to our
destination. Utilize visitor services call center to conduct outbound lead qualifying and new client development.
10. Lead Generation
Explore new ways to communicate the reporting process to the local hospitality industry for tradeshow
reports and sales leads. Incorporate the conversion of leads into our goal process.
11. Sales Promotion
The RSCVA will continue to take a proactive approach in the creation and coordination of both domestic and international sales promotions. We will work with the community to coordinate familiarization
tours to top selling agents and explore ways to attract new clients to our area. We will execute the following programs for FY 2002-2003: (See attached travel schedule for dates, location and details)
a. Educational/Study Tours – On-going familiarization tours in conjunction
with major tour operators/wholesalers to support the existing client
network and the development of new clients.
b. Reno/Tahoe Nights - Build upon the successes of our Reno/Tahoe Nights destination
presentations program by expanding into new markets and leveraging
new brand identity.
25
T R AV E L I N D U S T R Y S A L E S D E P A R T M E N T
c.. Product Launches – Grow wholesale business by educating selling agents.
This is a targeted approach to reach retail travel agents.
d. Biggest Little City Golf Tournament – An annual golf tournament to
express appreciation to our existing clients and target prospective clients
by showcasing “America’s Adventure Place."
e. Ski Reno/Tahoe – A yearly event to attract new clients who primarily sell
winter activities.
f.
Develop a “Visit Reno" package for Nevadans. Entice our in-state
neighbors to visit our area.
12. Sales Collateral
1. The travel industry sales department will help develop the Reno-Sparks/Lake Tahoe Visitor Planner.
2. Continue to update and improve the destination PowerPoint presentation and video to showcase
at presentations and trade shows.
3. Make collateral available in foreign languages as we begin to target the international market.
4. Use press releases to inform both internally at the RSCVA as well as to the public activities
by the travel industry sales department.
5. Continue to use renolaketahoe.com as a marketing tool and promote it as the official
Reno-Sparks/Lake Tahoe destination web site. Create content pages for Adventure Tourism,
Eco Tourism, History, Western History, Native Cultures and suggested itineraries.
13. Trade Association Participation
National and international trade associations supply access to information and programming that can
assist in our overall sales effort, whether it is a marketplace potential or an actual data base access. The
RSCVA will have memberships in the following organizations:
-
National Tour Association (NTA)
-
Ontario Motor Coach Association (OMCA)
-
American Society of Travel Agents (ASTA)
-
Association of Canadian Travel Agents (ACTA)
-
American Bus Association (ABA)
-
United States Tour Operators Association (USTOA)
26
-
Travel Industry Association of America (TIA)
-
Receptive Services Association (RSA)
-
International Association of Convention & Visitors Bureaus (IACVB)
- Casino Tour Operators Association
-
Nevada Opera
-
Reno Chamber Orchestra
-
Reno Philharmonic.
-
Nevada Ballet
14. Other Promotions
Tourism Day – Proclaim May 4, 2003 as "Tourism Day" and have the hospitality industry come together
in a trade show environment where we demonstrate the economic importance of our industry to the
local community.
27
VISITOR
SERVICES
Department
The Visitor Services Staff is made up of six telephone operators who answer all incoming 800 lines, and a
visitor services supervisor.
The staff is very knowledgeable about the entire Reno-Sparks/Lake Tahoe region and utilizes the Web site
and other materials to convey information to interested visitors. The department also makes caller
referrals to available properties for accommodation reservations for a nominal fee.
Visitor Services also acts as the fulfillment mechanism for the Regional Marketing Committee by answering
the specialized 800 number specifically used for RMC efforts. The department is responsible for tracking all
incoming calls for both the RMC and the RSCVA in order to measure the effectiveness of all campaigns as
well as maintain a current database.
Objective
The objective of the Visitor Services Department is to positively impact the entire visitor experience through
consistent, quality customer service. Quality customer service begins at the time of the initial inquiry, and
continues through the reservation process, supplies the visitor with credible regional information while they
are here, and retains their business through creative post-visit communication.
Strategies
1. Open and begin operation of a downtown Visitor Center.
2. Open and begin operation of an Airport Welcome Center.
3. Create a "Welcome to Reno-Tahoe" signage campaign at Airport.
4. Implement a visitor "kit" program and produce a revenue stream
for the department.
5. Launch weddings.renolaketahoe.com.
6. Provide excellent customer service.
In order to have a positive impact on the overall visitor experience, we can subdivide the
experience into four categories:
- The initial call will incorporate the dissemination of information to
aid the caller in selecting our area as their vacation destination.
28
VISITOR
SERVICES
- Conversion of that call into booked room-nights comprises the
second portion.
- For the duration of the visitor’s stay with us, we must continue to
deliver the highest level of customer service possible.
- Retention of the customer completes the circle of the visitor
experience.
During the Initial Call of a potential visitor, the Visitor Services Representative must deliver a consistent
professional image to set the first-impression of the region. In order to accomplish this task, the staff must
remain knowledgeable through constant self-study of available resources including the Visitor Planner,
weekly publications, and most importantly, renolaketahoe.com. The department will continue to deliver
credible information through both electronic and traditional means to best provide the information
necessary for the caller to make the decision to come to Reno-Sparks/Lake Tahoe.
In order to convert the initial call into a booked room night, the staff must obtain availability from all properties participating in our referral service and best match the needs of the caller with what the area has to
offer. Visitor Services Representatives must also be held accountable for remaining knowledgeable and conveying to the caller information about all ongoing promotions and package deals. The Representatives will
continually be cross-trained on sales
techniques in order to "soft-sell" the promotions to the callers. Because the department does not have the
capacity to book the room or the package, it is eventually the responsibility of the
individual property that receives that referral to close the business.
Once the visitor reaches our destination, it is our responsibility as a region to make sure that they have the
most positive experience possible through a consistent message of customer service wherever they go
during their stay with us. To that end, in the next fiscal year, the Visitor Services Department will open two
new Visitor Centers in highly trafficked areas, one at the Reno-Tahoe International Airport, and one downtown on the National Auto Museum property. Both centers will contain brochures and pamphlets of information, as well as computer terminals with access to destination web sites in order to assist the visitor in
incorporating the adventure activities the Reno-Sparks/Lake Tahoe region has to offer. Each Visitor Center
will be staffed with RSCVA employees and supplemented with volunteer staff from the community who will
have the opportunity to share their favorite "local" places with the visitors in order to develop a friendly,
positive people reputation.
Although we cannot be held accountable for the service provided by the motel/hotel and casino staffs, we
do have an obligation to assist front desk and bell staff in providing information to the visitor. To that end,
we will implement a "Concierge Program" that will provide updates to area properties on events,
entertainment, and other regional product offerings. We will also find a means to educate the individual
29
VISITOR
SERVICES
properties on how to obtain information via our web site, and by holding a property open house upon
completion of the downtown visitor center.
Retaining the customer through creative post-visit communication completes the visitor experience. If we
have effectively influenced the caller with positive customer service, converted that caller into a visitor, and
exhibited quality customer care during their stay, retaining that customer should be comparatively easy. If
we have a well-established relationship with the caller, when we continue communication through e-mail
newsletters or other traditional means of communication, they will be considerably more likely to return. If
we back that communication up with packages or other promotional offers, the customer is in an even
better position to make a return trip.
Given the priority that today’s consumers are placing on human contact and personal connection, a major
factor in the travel buyer’s decision process will be the quality of one-on-one personal service offered by the
prospective service provider. The Visitor Services Department has an opportunity to provide such one-onone service through personalized communication and an honest desire to meet the needs of the customer.
By creating a total Visitor Experience from start to finish, and acting as a credible source of destination information, we are able to set ourselves apart from competing destinations.
30
MEETINGS,CONVENTIONS & TRADESHOW
S A L E S D E P A RT M E N T
Mission Statement
The Meetings, Conventions & Tradeshow Sales Department’s objective is to increase meetings,
conventions and tradeshow room nights into the Reno-Sparks/Lake Tahoe region, while serving as the
primary sales catalyst and resource for the destination properties and RSCVA owned facilities.
Objectives
- Promote and position Reno-Sparks/Lake Tahoe as a premier meeting, convention & tradeshow
destination.
- Increase tradeshow, convention and small meeting room nights.
Goals
Reno Sparks Convention Center
FY
2002-2003
2003-2004
2004-above
MC
7
12
2
TS
1
2
14
CS Total
MC
TS
0
8
3500
4000
3
17
11,375 20,000
2
18
1750 191,000
CS
0
1500
2000
Total
7500
32,875
194,750
RSCC Event Days & Occupancy
FY
2002-2003
2003-2004
2004-above
MC
ED
0
0
0
TS
ND ED
14 206
24 303
0 427
ND
16
64
96
CS
ED
134
26
21
ND
0
10
10
Total
ED
340
329
448
% of
Occupancy
ND
30
98
106
Hotel / Convention Bookings
FY
2002-2003
2003-2004
2004-above
Bookings
58
62
70
Room Nights
41,000
56,500
77,200
Reno Livestock Event Center
FY
2002-2003
2003-2004
2004-above
Bookings
0
6
11
FY
2002-2003
2003-2004
2004-above
Bookings
MC SE
0
0
0
0
39 20
Room Nights
0
12,525
35,000
Downtown Event Center
CS
0
0
4
Total
0
0
63
CS
0
0
1500
MC
0
0
37150
Room Nights
SE
0
0
29000
Total
0
0
67650
LEGEND
MC = Meetings/Conventions
ND = New Event Days
TS = Trade Shows
CS = Consumer Shows ED = Existing Event Days
SE = Special Events
29%
33%
43%
31
MEETINGS,CONVENTIONS & TRADESHOW
Tracking
A monthly production report will be presented to the Board of Directors.
Situation Analysis
The sales department will continue to serve as a meetings, conventions & tradeshow lead-generation team for the
Reno-Sparks/Lake Tahoe casino/hotel industry. In addition, there will be a concerted effort to build key relationships within the industry.
The sales department will build a foundation for future long-term business, by focusing sales efforts on
tradeshows, corporate convention and association city-wide business utilizing the Reno-Sparks Convention Center
(RSCC), the Downtown Events Center (DTEC) and the Reno Livestock Events Center (RLEC). Building a foundation
for the future by booking larger shows will create a room night base, supplemented by the small meetings bookings realized in the short-term.
The sales department has doubled the staff of the sales force, including the addition of the Washington D.C. office.
This growth allows the department to increase penetration of the meeting and tradeshow industries and
specialize its product and market knowledge. Our internal growth has been complemented by a community-wide
focus on upgrading facilities, services and staff, to better serve the meetings and tradeshow industries.
A sales effort targeted at corporate meetings and small association business is the foundation of our short-term
plan. Increasing short-term bookings will in turn increase hotel demand resulting in a higher ADR.
Air service is a challenge facing the RSCVA sales team. It is important for the region to continue to support the
growth of air service. Adequate air service is a major part of the decision-making process that a meeting planner
evaluates upon choosing a destination. Booking more small meetings will increase air service demand, which in
turn should create the need for additional air service.
A local community awareness program entitled "Bring Your Meeting Home" was created this year. The campaign
encourages local residents who are members of clubs, associations and organizations to bring those groups to
Reno-Sparks/Lake Tahoe for their meetings or conventions. The campaign simplifies the convention booking
process for local members of national organizations or associations that might be interested in holding their
meeting here in Reno-Sparks/Lake Tahoe. It also encourages local pride and enables every local resident to be a
part of the sales team selling the destination.
Sterling, The Butler is the icon developed and featured in the RSCC grand opening advertising creative campaign.
Sterling will personify the new RSCC and represent the elegance, sophistication and service the staff delivers.
32
MEETINGS, CONVENTIONS & TRADESHOW
Positioning
Reno-Sparks/Lake Tahoe is changing the way we attract and develop new business. This is in response to the need
for increasing our customer base by positioning Reno-Sparks/Lake Tahoe as a meeting, convention and tradeshow
destination. The recently expanded and renovated Reno-Sparks Convention Center, the Downtown Event Center,
as well as the Reno Livestock Events Center and hotel convention facilities, will provide the destination with the
facilities to compete for more new business.
Unique Selling Proposition
Unique selling proposition Reno-Sparks/Lake Tahoe and the Reno-Sparks Convention Center offer excellent
customer service : “Whatever It Takes.”
Support to Positioning
The four "silver bullets" positioned in all meeting, convention & tradeshow sales advertising and collateral
elements are listed below:
1. Facilities
a. RSCC
b. Downtown Event Center
c. Hotel Convention Facilities
d. RLEC
2. Accommodations
a. 20,000 guest rooms available within 15 minutes of the RSCC, DTEC, and RLEC
3. Air Service
b. Non-stop and one-stop service from anywhere in the world
4. Reno-Tahoe Destination Amenities
33
Market Segments
To effectively utilize our sales team, we have developed the following industrial classification market
segmentation plan:
National Manager/
National Manager/
National Manager/ National Manager/
Sales Manager
Sales Manager
Sales Manager
Sales Manager
Telecom/Electronics/
Automotive/Heavy
Pharmaceutical/
Fraternal/Social/
Photography
Equipment
Medical
Ethnic
Sports/Outdoor products
Computers/Software
Educational
Religious
Aviation
Entertainment/Broadcast/ Energy/Engineering/
Financial/Insurance
Publishing/Advertising
Scientific
Legal
Real Estate/Contracting/
Retail/Apparel/
Government/Military
Development
Beauty
Agricultural
Food & Beverage/Tobacco Household appliances
Contracting/Trades/
Travel/Hospitality
Plumbing
Transportation (cargo)/
Human Resources
Oil/Gas
Hobby/Cultural
Passenger (ground)
Lawns/Landscaping
Manufacturing
Pet Industry
Alarm Systems
Office Equipment
Toy Industry
Roofing/Electrical
Unions
Managers are responsible for the following areas within their assigned industrial classifications:
- Citywide Business
- Tradeshow
- Association
- Corporate
- SMERF
- Special Events
Air Service Average Pricing* To:
(based on mid-week travel
w/30 day advance purchase)
Inbound From:
Atlanta
Dallas
Chicago
Los Angeles
Phoenix
Minneapolis
New York
Washington, DC
Reno
Denver
Portland
San Francisco
Salt Lake City
Seattle
$358
$284
$324
$160
$203
$272
$361
$340
$213
$241
$211
$408
$271
$208
$167
$210
$329
$374
$350
$206
$193
$275
$395
$420
$312
$293
$196
$194
$207
$299
$348
$359
$258
$283
$353
$174
$181
$301
$267
$267
$329
$322
$196
$201
$203
$298
$307
$222
Lodging** (Average Convention Room Rate)
$75.00
$135.00
$156.50
$277.50
$159.00
$183.00
Meals**
$76.72
$99.61
$62.36
$189.78
$88.56
$96.75
$28.00
$425.00
$825.00
$38.00
$487.50
$987.50
$35.50
$497.50
$1,000.00
$37.50
$562.50
$1,225.00
$25.00
$347.50
$697.50
$34.00
$625.00
$897.50
34
13,535
5
1,000,000
13
6,460
36
950,000
20
8,900
30
947,000
4
20,000
30
2,400,000
10
8,000
7
650,000
15
11,350
15
370,000
(Hotel F&B/Three Meals per Day)
Convention Center F&B***
Coffee (per gallon)
Cont'l Breakfast (50 ppl)
Deli Platter Lunch (50 ppl)
Regional Amenities **
Golf Courses within 45 minutes of CC
Hotel Rooms within 15 minutes of CC
Distance from Airport to CC
City-Wide Meeting Space/Square Footage
Source Data
* Expedia Travel web site as of 5-6-2002
** City CVB Staff
*** Convention Center F&B Staff
34
Sales Strategies
- Generate large base of conventions and small meetings business, which in turn will allow the hotel
community to build occupancy and raise the Average Daily Rate (ADR).
- Create awareness amongst the meeting and event planning community that the
Reno-Sparks/Lake Tahoe area is a top meeting and event destination in the Western US.
- Continue community awareness program through the "Bring Your Meeting Home" (BYMH) campaign.
- Increase definite bookings for Reno Livestock Events Center by dedicating sales efforts focusing
on market segments that utilize specialty facilities.
- Increase participation from destination properties for direct sales at tradeshows, FAMs and sales
missions.
- Identify and target industry segments that complement our destination profile, facilities, and
regional business opportunities.
- Identify third party booking sources to create strategic alliances.
- Increase number of citywide, association and for-profit tradeshow events utilizing
Reno-Sparks Convention Center and Downtown Events Center.
- Attract regional events and segments of existing national tradeshows that could become new events.
Tactics to Support Strategies
1. Maintain repeat meeting and convention business including geographic rotation of designated events.
2. Uncover all business potential within a prospective or new client company.
3. Increase room night production through improved market penetration and market share to corporate and
association client base.
4. Educate the local hospitality community to capitalize on the trade show and association market potential.
5. Educate and motivate the association/corporate community to use the destination for regional, national
meetings and events.
6. Sales collateral (convention planner, brochures, multimedia and Email).
7. Niche marketing to target feeder cities.
8. Trade association participation/networking/membership.
9. Increase face-to-face rapport building sales efforts.
35
S A L E S D EPA R T M E N T
10. Create team synergy for the newly combined meetings, conventions and tradeshow show sales staffs
through extensive sales and customer relations training.
11. Continue to generate qualified leads, closing short-term business, building a foundation of long-term
business, and an accurate database.
12. New Business Development - Continue to create an in-house database from tradeshows, management
companies and associations. Communicate with these potential customers electronically to attract them
to our destination. Utilize visitor services call center to conduct outbound attendee acquisition
programs to support show management.
13. Lead Generation/Reporting- Explore new ways to communicate the reporting process to the local hospitality
industry for tradeshow reports and sales leads. Incorporate the conversion of leads into our goal process.
14. Sales Promotions - Continue to take a proactive approach in the creation and coordination of various sales
promotions. Working with the hotel community, we will coordinate familiarization tours, sales missions, and
industry events. (Travel Calendar Attached pg. 63)
16. RSCC Grand Opening
a. Opening Events to include:
a. Patrick Zentz Art Dedication – July 18
b. RSCC Grand Opening Press Conference and Dedication – August 2
c. VIP Gala Dinner – August 2
d. Big Name Entertainment In Concert – August 2
e. Grand Opening FAM – September 12
b. Direct Mail/Email Campaign – Beginning May 1, our top 2000 meeting planners will receive a
direct mail piece followed by an email every month creating excitement for the grand opening.
c. Advertising Campaign – Multiple insertions are planned for trade publications. The creative
execution will announce the grand opening date and utilize the "Sterling" service campaign.
d. On-Line Campaign – (Media Flowchart Attached pg. 43)
a. A dedicated page to promote the pre-opening events and FAM will be developed.
b. Plan and implement an on-line media buy utilizing trade publication on-line newsletters
to their distribution lists. Creative will follow advertising campaign direction.
36
e. Hi-Touch Marketing Effort: A pre-opening sales blitz will be conducted in conjunction with the
grand opening. This effort will send RSCVA sales managers on the road to personally meet with
our top potential clients. There will be nine sales managers who blitz the following markets over
an 8 week period of time from July through August, 2002. There will be 1,800 face-to-face
sales calls made.
Pre-opening Sales Blitz Target Cities:
Los Angeles
No. New Jersey
Chicago
Detroit
Orange County
Phoenix
Dallas
Atlanta
San Francisco
Salt Lake City
Houston
Washington D.C.
Portland
Denver
Austin
Baltimore
Seattle
New York (Metro)
Boston
Philadelphia
Minneapolis/St. Paul
Boise
Conventional Elegance, Unconventional Value
37
CONVENTION
SERVICES
Department
The Convention Services Department brings together a unique staff of people to work with convention/meeting
attendees to the Reno-Sparks/Lake Tahoe area. The Convention Services Department is responsible for the
quality and profitable operation of a registration assistance program.
To achieve a more efficient operation for the services area, the RSCVA Housing Bureau has been added to the department, bringing together all aspects of a true Services Department.
Convention Services provides the "extra step" for convention and meeting planners in making their event a
success. This is accomplished through informational brochures, a resource guide, and a 30-person staff of
registration personnel, comprised of retired professionals with unlimited knowledge and experience of the
Reno-Sparks/Lake Tahoe area.
Objective
It is important that convention services continues to enhance client relationships by providing a professional
registration team and information services through communication and follow-up. Success of the convention
services area is recorded through the efforts of both the sales team and registration staff, with repeat requests
for this service.
- Continue to contact clients who have been booked through our sales team in advance of their
convention/meeting through electronic methods to ensure a feeling of trust, confidence, and
concern that their event is most successful.
- Develop community awareness of the services provided by registration staff for local usage
through direct mail campaign and hopeful one-on-one appointments.
- Increase ads in Convention Services Resource Guide.
- Develop an easy-to-comprehend introduction to clients for the use of a housing bureau program
for attendees.
- Work with local vendors to produce a welcome coupon booklet or flyer for distribution to convention
and meeting attendees.
- Expand RSCVA Housing Bureau to include all citywide events utilizing an in-house call center and
the ability to provide the convention and meeting planner with complete and detailed room
list reports.
38
CONVENTION
SERVICES
Tracking Mechanism
Staff will continue to provide a monthly progress report of the number of conventions/meetings held, including the
wages paid out and the amount invoiced the client.
Daily review of the sales team group accounts and reporting of those accounts to the International Association of
Convention & Visitor Bureaus (IACVB) and into CV Breeze continues to be the best mechanism for tracking the fulfillment of the convention services department.
Strategies
- Educate and work directly with sales team to make the convention/meeting planner aware of the services
provided by the department.
- Continue to provide potential sales leads through contact from callers requesting collateral or registration
assistance for conventions and small meetings.
- Develop a comprehensive overview of the housing program potential for large meeting groups that convention
sales and convention center sales team can use when meeting with potential clients.
- Add additional visitor services and/or convention services staff to add an in-house call center for reservations
within the housing program.
1. Continue to communicate with clients to discuss the services provided by this department.
2. Continue to soft-sell callers who are planning events in the area and are requesting informational collateral.
3. Develop an informational piece (with the assistance of PassKey, or another housing program provider) that
both convention sales and convention center sales managers can use when meeting with potential clients.
4. Hold quarterly presentation meetings (or more often if needed) to assist sales managers in developing a
comfortable relationship with the IACVB/Cinet Program.
5. Develop and educate both visitor services and convention registration staff in the use of PassKey.
40
41
42
43
44
45
Special Events/Projects
Budget Breakdown
FY2002-2003
Events
Reno-Tahoe Open
USA Triatholon
Artown
Nevada Museum of Art Grand Opening
John Ascuaga’s Nugget Amateur Challenge
Reno Air Races
Hot August Nights
Balloon Races
$50,000
$10,000
$15,000
$75,000
$10,000
$25,000
$10,000
$5,000
Projects
Truckee River Whitewater Park
$100,000
Total
$300,000
46
ARTS
AND
CULT UR E
ACTION
PLAN
Overview
The RSCVA is fortunate that Northern Nevada’s culture and heritage provides a diverse number of unique
products. The RSCVA is in an advantageous position to develop a wealth of products available to supply a
growing demand and high level of interest from both the cultural/heritage and tourism sectors. The RSCVA has
recognized that now is the time to position culture and heritage as a key product line for Northern Nevada’s
tourism industry.
This business strategy proposes an action plan to advance cultural and heritage tourism and focuses on five areas.
- Communication
- Research
- Education
- Product Development
- Marketing/Collective Audience Development
Introduction
A major motivator of tourism is learning what is special about a place’s culture and heritage. The market
is increasing with aging populations of highly educated, well-traveled boomers, as well as trans-generational
(family) tourists. Learning travel is an important niche market among these audiences. Whether called cultural
tourism, heritage tourism or cultural heritage tourism, the phenomenon of travelers seeking authentic, exciting
and educational encounters with the people, traditions, history and arts of a specific "place" is a travel trend that
has been gaining momentum since the late 90s. For the RSCVA, cultural and heritage tourism is a win-win
situation offering opportunities to both the tourism industry and the cultural and heritage sector.
1. For the tourism industry, cultural and heritage tourism offers an opportunity to:
- Augment what there is for tourists to see and do in Reno-Sparks/Lake Tahoe.
- Offer tourists unique experiences which cannot be found elsewhere.
- Capitalize on market demand for quality cultural experiences.
2. For the culture and heritage sector, tourism offers an opportunity to:
- Increase audience size and revenues.
- Increase profile (hence more support and sponsorship).
- Communicate Northern Nevada culture and heritage to the nation (and the world).
- Partner with others to reduce costs.
47
ARTS
AND
C ULT URE
ACTION
PLAN
Defining Cultural and Heritage Tourism
- Cultural and heritage tourism occurs when participation in a cultural or heritage activity is a significant factor
for traveling.
Principles of Cultural and Heritage Tourism
- Involves a quality visitor encounter with a cultural or historic experience that is authentic and is not created
solely for the purpose of attracting tourists.
- Must be sustainable and must ensure that the quality and integrity of the cultural or heritage
resource/experience are conserved.
- Based on a mutually beneficial partnership between the culture/heritage and tourism sectors and must be a
revenue-generator for both sectors.
What is included in Cultural and Heritage Tourism?
This business plan covers cultural and heritage tourism in a broad sense. The overall strategies and approaches are
appropriate to all sectors that contribute to Northern Nevada’s cultural richness and diversity. However, in order
to maintain a focus, this plan is specifically concerned with aspects of culture and heritage that create tourist products, which are:
- The Performing Arts
- The Visual Arts
- Museums and Cultural Centers
- Historic Sites and Interpretive Centers
- Festivals
For the purpose of this strategy, natural heritage experiences, as well as sports and eco-tourism are part of the
adventure tourism offering – rather than part of the cultural tourism product line.
Goals
- 20% of RSCVA tourism marketing will feature culture and heritage products.
Objectives
- Establish the importance, nationally and internationally, of cultural and heritage tourism as
a key product line in the minds of consumers, the tourism industry, cultural organizations and
the media.
- Integrate culture and heritage into the day-to-day planning, marketing and operations of
the tourism industry.
48
ARTS
AND
C ULT UR E
ACTION
PLAN
Strategic Directions
To achieve these goals and objectives, this plan outlines actions in 5 key areas:
- Communication
- Research
- Education
- Marketing/Collective Audience Development
Strategy 1 – Communication
Issues
There is a lack of knowledge about cultural and heritage tourism within the hotel industry. Conversely, there is a
lack of understanding of the hotel industry and tourism industry by cultural and heritage entities. The RSCVA is
working to remedy this situation to increase information sharing between the cultural/heritage and tourism
sectors.
Objective
Highly effective communication mechanisms and business alliances developed within and between the
cultural/heritage and tourism sectors resulting in an increase in information flow between the two sectors.
Strategies/Programs
1. Strengthen relationships with stakeholders
- Use joint meetings between RSCVA Travel Industry Sales and Hotel Sales Departments
as a forum to communicate and educate.
- Arrange one-on-one meetings with stakeholders to inform/offer programs that can
assist them in meeting their goals.
- Facilitate sustainable and fruitful partnerships among the stakeholders and the
cultural groups.
2. Educate cultural and heritage groups
- Use RSCVA Arts & Culture Steering Committee as forum to communicate and educate.
3. Educate Concierge/Service infrastructure on cultural and heritage tourism products.
49
ARTS
AND
CU LTU RE
ACTION
PLAN
Strategy 2 – Research
Issues
More credible research is needed to make the case for heritage and cultural tourism.
Objectives
Standardized and credible research is accessible to decision makers of cultural tourism, which clearly illustrates the
economic impact and the performance of specific cultural and heritage entities.
Strategies/Programs
1. Data collection and dissemination.
2. Identify means to consistently collect, analyze and communicate data on cultural and
heritage tourism via successful area events and festivals, as well as national studies.
3. Produce and disseminate credible, informed highlights of this research for our stakeholders,
travel industry professionals and cultural and heritage entities.
4. Continue to collect data on the cultural tourism market (segments, characteristics,
motivation, needs, numbers, niches, trends).
5. Periodically investigate what the competition is doing.
Strategy 3 – Education
Issues
Since the cultural and heritage product is new to the RSCVA, time must be taken to educate our tour operators,
wholesalers and potential business clients.
Objectives
An effective and coordinated system of education will increase a general awareness of the rich culture and
heritage of Northern Nevada, which provides a diverse number of unique products.
Strategies/Programs
1. Promote cultural and heritage product to meeting, conventions and tradeshows in conjunction with
RSCC sales effort.
- Ensure representation in all fams.
50
ARTS
AND
C ULT URE
ACTION
PLAN
- Offer Cultural and heritage product to visiting conventioneers.
2. Include cultural and heritage product in all Travel Industry Sales fams.
- Ensure representation in all fams.
- Design a product specific cultural and heritage fam nearing opening date of the new NMA.
3. Educate Travel Industry Professionals
- Establish a list of tour operators, receptives and travel agents who show interest in this
sector.
Strategy 4 – Product Development
Issues
Northern Nevada has existing market-ready cultural and heritage products that need to be associated in a
meaningful way to tourists.
Objective
Quality, market-ready cultural and heritage products will meet the needs and expectations of tourist markets.
Strategies/Programs:
1. Focus on packaging and enhancement of existing quality products. Foster the packaging of
existing market-ready products into coherent, exciting, and interpretively sound constellations
of places, things, events and stories. These offerings can range from cultural corridors, themed pack
ages and mixed packages (e.g., nature-culture), which have greater tourism appeal than
stand-alone products.
- Packages designed for Nevada Museum of Art reopening.
- Packages designed for Artown; Friends & Family concept.
- Packages featuring The Performing Arts during their season (our shoulder season).
2. Foster the development of quality retail services (boutiques, galleries, restaurants) that enhance
the overall cultural experience in the Arts District.
- Truckee River Arts District development; enhance prior funding for signage with supporting
brochure/map in partnership with the City of Reno.
- Support/advise Truckee River Merchants Advisory Board.
- Work/voting member on the City of Reno Arts District Committee.
3. Corporate membership support of performing arts companies who can fulfill travel industry
objectives.
- RSCVA becomes a corporate member of Nevada Opera, The Reno Chamber Orchestra,
The Reno Philharmonic and The Nevada Ballet.
51
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CU LTU RE
ACTION
PLAN
4. Inspire by example. Develop Partnering programs between successful and emerging products.
- NMA Partnership
- Artown Partnership
5. Inspire by example. Promote coverage of success stories in travel media and industry publications.
- Insure message is disseminated through RSCVA Public Relations.
Strategy 5 – Marketing/Collective Audience Development
Issues
Culture will be marketed effectively as part of Northern Nevada’s tourism offering. There is no brand image for
Reno-Sparks/Lake Tahoe as a cultural destination.
Objective
Cultural experiences will be fully integrated into the mix of products and experiences marketed in all of our
markets so that 20% of all marketing activities relate to culture and heritage.
Strategies/Programs
1. Develop a brand image for Reno-Sparks/Lake Tahoe cultural and heritage tourism.
- Work with RSCVA’s advertising and PR agency to develop a cultural and heritage
brand image.
2. Integrate cultural and heritage tourism as a key product line into all marketing activities.
- General culture and heritage brochure. This may be designed as a pullout piece from
the Visitor Planner. Include as PDF on www.renolaketahoe.com.
- Develop cultural and heritage tourism itineraries and/or "kits" to order online.
- Create general culture and heritage video that can be used in a variety of locations such
as the airport, tradeshows and area hotel rooms.
- Ensure that Sterling/RSCC creative speaks the heritage and cultural message in tandem with
the general RSCC message to all of our convention and meeting clients.
3. Enhancements of www.renolaketahoe.com
- Clear delineation of Arts & Culture events in the datebook.
- Development of heritage tourism.
- Development of the Native Cultures story in separate content page highlighting
Washoe, Paiute and Shoshone aboriginal cultures.
- On line itineraries and kits (see above).
52
ADVENTURE
TOURISM
ACTION
PLAN
Background
During the past decade adventure tourism has drifted from the concept of a few selected "adventure seekers" to
almost every traveler who wants more than just sightseeing and seeks to "experience" the destination in a unique
and personal way.
The Travel Industry Association of America states that "one-half of U.S. adults or 98 million took an adventure
vacation within the past five years." Also, among the nearly 100 million adults who have not taken adventure trips
in the past five years, 1/4 reported that they would be very likely to do so in the next five years, indicating that
the adventure market will grow in the future. The TIA research shows that adventure travel is most
associated with Generation Xers (64%), Boomers (56%), men (53%) and people who live in the West (57%).
The Reno-Sparks/Lake Tahoe region has a competitive advantage with regards to adventure travel because our
destination offers an assortment of year-round activities for outdoor adventure and incomparable natural beauty
and diversity. The Reno/Lake Tahoe area has the resources and services to supply this growing demand for
outdoor adventure.
On April 1, 2002 the RSCVA unveiled a new tag line "America’s Adventure Place." The RSCVA has recognized that
outdoor adventure is a key product of Northern Nevada’s tourism industry.
This marketing plan supplement proposes a one-year action plan to advance adventure travel, focusing on the
following areas:
- Marketing
- Communication
- Education
- Direct Sales and Telesales
- Sales Promotions
Objectives
- Establish the importance, nationally and internationally, of outdoor adventure opportunities in order to position
the Reno/Lake Tahoe area as "America’s Adventure Place" in the minds of the consumers, the tourism industry,
adventure outfitters and operators, and the media.
- Develop highly effective communication mechanisms and business alliances between the local adventure
outfitters and the tourism sector to capitalize on overall travel industry market potential.
53
ADVENTURE
TOURISM
ACTION
PLAN
- Educate traditional wholesaler/tour operators and adventure tour operators resulting in an increased awareness
of the diverse outdoor adventure opportunities that the area has to offer.
- Educate and motivate the travel agency community to book outdoor adventure activities in our area and to
utilize renolaketahoe.com as a source for booking.
- Assist local hotels and traditional wholesalers and adventure tour operators in the development of adventure
packages.
- Participate in adventure tradeshows and create customer databases (direct sales and telesales).
- Develop familiarization tours and destination presentations (sales promotions).
Strategies
Marketing Strategy
- Develop the Outdoor Adventure section on our destination website: renolaketahoe.com. In order to position the
area as a four-season destination, the Outdoor Adventure section will showcase adventure activities divided into
the following categories: land adventures, water adventures, air adventures and snow adventures.
Communication Strategy
- Educate hotel partners about the adventure segment.
- Facilitate meetings and partnerships between the hotels and local outfitters.
- Educate concierge/reservation agents on outdoor adventure activities available both while booking and once
in the hotel. Use the destination website as a source, and direct customers to renolaketahoe.com.
Education Strategy
- Educate wholesaler/tour operators who show interest in this segment through a newsletter introducing new
campaign: "America’s Adventure Place." Include adventure message in Travel Industry Sales reservation center
presentations, product launches, incentive programs, etc.
- Educate adventure tour operators on outdoor adventure opportunities available in this area. These operators do
not see Reno/Lake Tahoe as an "adventure" destination. Education is the only effective way to change their
mindset by creating awareness and developing relationships.
- Educate travel agencies on outdoor adventure opportunities in conjunction with the Travel Industry Sales "
specialist" program. Utilize renolaketahoe.com as the main source of information.
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ADVENTURE
TOURISM
ACTION
PLAN
Product Development Strategy
- Focus on packaging and enhancement of existing quality products. Encourage hotel package creation to include
outdoor adventure elements. Packages to be listed under the "Deal Packages" section of renolaketahoe.com.
Currently this section offers only Golf packages when selecting "Outdoor Adventure."
- Develop partnering programs between successful and emerging adventure products:
Truckee River Park @ Wingfield to be the only river park with a permanent facility West of the Rocky Mountains.
This park will enhance current efforts to attract people to downtown Reno, and will be used for several events
(river races, slalom courses, and related festivals) and non-events (commercial rafting, river craft recreation, and
casual shoreline use).
Direct Sales and Telesales Strategy
- Participate in adventure tradeshows and travel industry functions, create consumer database and communicate
with these potential visitors electronically (Twelve Horses) to attract them to the Reno/Lake Tahoe area.
Sales Promotions Strategy
- Create and coordinate domestic and international familiarization tours to top selling agents, traditional
wholesaler/tour operators and adventure tour operators.
- Coordinate and develop destination presentations in conjunction with Travel Industry Sales department efforts.
Goals
It is difficult to set a benchmark with no historical data on the adventure tourism segment. In an effort to establish a benchmark, the RSCVA will take the lead in highlighting the importance of outdoor adventure as a key
product in the minds of potential visitors, the tourism industry, adventure outfitters and operators, and the media.
As a result, traditional and online wholesale companies will add the outdoor adventure component to their
packages, hotels will add outdoor adventure activities to their packages, and adventure tour operators will begin
to sell Reno/Lake Tahoe packages.
Once adventure packages become available, a tracking system will be put in place to track the results of the sales
programs and the "America’s Adventure Place" marketing campaign. This tracking system will obtain the number
of tours and rentals from key local outfitters, indicating the source of the production/referral: hotel, tour
operator, or RSCVA website.
55
N E VA D A M U S E U M O F
ACTION PLAN
ART
PR CAMPAIGN OBJECTIVES
Press Releases
Action: April 24, 2002 (begin with Ground Breaking Ceremony release).
The NMA Communications Department will forward all press releases related to the museum construction,
opening exhibitions, and special projects to Mary Ann McAuliffe, RSCVA Arts and Culture Manager via e-mail.
Mary Ann will be responsible for disbursing the releases to the appropriate departments as well as Kristi Prentice,
RSCVA Public Relations Coordinator. Kristi will release the information via RSCVA channels.
1. Media contact and responsibility: each release issued through the RSCVA will display contact
information for both the Nevada Museum of Art and the RSCVA. Suggested verbage:
- For information on Reno, Sparks, and Lake Tahoe, please contact Kristi Prentice,
RSCVA Public Relations Coordinator at 775/827-7695.
- For information on the Nevada Museum of Art, please contact Amy Oppio, NMA Director
of Communications at 775/329-3333.
Clipping Service
Action: April 24, 2002 (begin with Ground Breaking Ceremony release).
The RSCVA will ask their clipping service to begin capturing articles regarding the construction, exhibitions,
and grand opening of the new NMA.
1. NMA to provide list of keywords.
Contact List
Action: beginning April 20, 2002.
The NMA and the RSCVA will begin to compare contact lists to begin to develop relationships with travel media.
These relationships will help foster the Arts and Culture FAM planned for spring of 2003. Contacts may be
divided into target markets as defined by the RSCVA. Objective is to create media relationships now in
preparation for 2003.
Twelve Horses Program
Action: beginning May, 2002.
The NMA and the RSCVA will develop a schedule of release dates for announcements programmed into existing
or special Twelve Horses e-mail messages. The announcements are scheduled to correspond with the following
schedule:
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N E VADA M U SEU M O F
ACTION PLAN
ART
1. RSCVA Sponsoring NMA Opening Exhibit – May 2002.
2. Milestones in construction schedule – June 2002 though Dec. 2002.
3. More milestones and marketing of NMA Grand Opening Trip Give-Away – January through
April 2003 (90 day opt-in campaign).
4. Grand Opening trip packages call to action – March 2003.
5. Grand Opening Programs/Offerings, packages – May 2003.
6. Marketing of packages for opening 6 months of exhibitions – June through December 2003.
Arts and Culture FAM
Action: FAM scheduled in June 2003.
The RSCVA will be hosting a FAM for its arts and culture contacts in June 2003 in conjunction with the NMA’s grand
opening. The NMA will work with the RSCVA to develop the guest list and establish relationships with media.
1. Establish date of the FAM.
2. Develop invite list and agenda (February 2002).
Web-Site Presence
Action: May, 2002.
The RSCVA and the NMA will share links to each other’s sites with the goal of creating cross-traffic and exposure
for each partner. The NMA’s construction and opening exhibition will be presented on the RSCVA home page
beginning in May 2002 with the partnership announcement.
1. As of 4/15/2002, the RSCVA has contacted the NMA with the needs regarding their site.
2. Link will be made with the NMA site once it is launched.
Web-based NMA Grand Opening Give-Away
Action: January 1, 2003.
The RSCVA will host a "NMA Grand Opening Give-Away" on its web site. This will allow for people to "opt-in" to
the contest which will consist of a trip package for two to come to Reno for the NMA’s grand opening. Package
will include airfare, lodging, dining, tickets to the opening exhibition, exhibition catalogue, and other gift items
with the NMA brand, etc. The trip entry will allow for the RSCVA to build a database of visitors specifically
interested in Reno’s arts and culture activities.
1. Web-viewers may "opt-in" to the contest through the RSCVA and NMA web sites beginning
January 2003.
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N E VADA MU SEU M O F
ACTION PLAN
ART
2. Those who "opt-in" can receive special hotel–package mailings and offers from the local properties.
3. The RSCVA Twelve Horses program will play the lead role in marketing this package to its contacts.
4. Must establish a rules and regulations guideline to be used in conjunction with the offer.
Web-Cam
Action: ASAP (depending on budget and RSCVA approval).
The RSCVA has offered the NMA use of its web-cam, currently stationed at the site of the new convention center.
The NMA will research the costs involved with the installation/deinstallation and maintenance through April. The
web-cam will capture the first six months of the NMA construction period (until the RSCVA needs the cam returned
or the construction gets too dull for viewing).
1. NMA has requested an itemized list of needs from the RSCVA regarding this project. The RSCVA is
waiting for a memo from Aztech regarding the needs and costs associated with the web-cam.
ADVERTISING
Identify Target Publications and Costs Associated.
Action: May 2002 with continuous follow-up and budget review (NMA & RSCVA).
The NMA and the RSCVA are researching the costs associated with advertising nationally. The RSCVA has agreed
to share its space in return for NMA sharing the costs. Sunset and VIA AAA magazines have been identified as
potential buys (October, 2002 and March 2003). The NMA has also suggested the Museum issue of the New York
Times. The RSCVA has also mentioned a regular buy for Travel Weekly. The NMA would like to "snipe" the RSCVA’s
Travel Weekly ads.
1. RSCVA and NMA determine target magazines (wish list) and create a tentative budget based
on 2003/2003 advertising rates.
2. RSCVA and NMA will evaluate and establish their own budgets.
3. RSCVA and NMA will develop criteria in establishing a cohesive "look" for the advertisements.
4. RSCVA and NMA will finalize advertising schedule and develop deadlines.
Marketing of packages for opening 6 months of exhibitions–
June through December 2003
Action: Begin promotion on January 1, 2003.
The RSCVA is asking local properties if they would be interested in offering visitor packages for the first six months
of exhibitions as well as the grand opening. These packages can be marketed to those names collected on the
web sites via the "Grand Opening Give-Away" as well as in other visitor requests and marketing objectives
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ACTION PLAN
ART
(response from national ads, focused marketing areas, etc.) All snipes, advertisements (NMA and RSCVA),
and visitor response should be directed to these packages.
1. RSCVA and NMA to determine feasibility and scope of promotion.
2. If project is feasible, RSCVA and NMA to determine needs of project.
a. create package ideas.
b. RSCVA and NMA to propose project to properties.
c. create traffic patterns for reservations.
d. develop promotion look and objectives.
e. take promotion to print and have ready January 1, 2003.
f. begin promotion on January 1 (or earlier if possible).
3. Approach American Express or other company (Visa, Mastercard) to be a sponsor/co-promoter.
4. Adapt project into this overall plan.
Tour Packages - Motorcoach
Action: beginning May 2002.
The NMA will draft a cover letter with a co-sign by Mary Ann McAuliffe and possibly Sue Keys directed towards
motor coach travel publications. The letter will be included in a press kit which will highlight the new NMA. The
objective is to get motor coach planners and operators to consider developing a visit to the NMA into their
itineraries as well as recognizing the arts and culture options of Reno, Sparks and Lake Tahoe.
VISITOR SERVICES
Develop a Presence at Reno/Tahoe International Airport.
Action: November 2002 through May 2003.
The RSCVA will help the NMA establish itself into the Reno Tahoe International Airport. Beginning in November
2002, the NMA would like to be present in the baggage claim area through the Jumbo-Tron and an 8 x 10 ft.
banner. The NMA will edit its current Images of Excellence campaign announcement for broadcast on the
Jumbo-Tron.
1. Banner installed and video begins to air on Jumbo-Tron – November 2002.
2. NMA model moved from NMA and placed at airport along with a box accompanied by entry forms
for the "NMA Grand Opening Give-Away" – January through April, 2003.
3. Banners or some other product advertising the Gelman exhibit along with the grand opening –
end of March/April.
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ACTION PLAN
ART
NMA Hosts RSCVA Staff and Other Travel Contacts
Action: event hosted during the opening week of events – May 2003.
The NMA will host an event in which RSCVA staff and other travel/tourism personnel will be invited to attend.
Ideas for the guest list include concierge staff, chamber of commerce representatives, visitor center, airline
personnel, etc.
1. Develop potential guest list.
2. Schedule event either separate or together with similar guest list.
OTHER INITIATIVES
Research and Develop Airline Support.
Action: begin May 2002.
NMA and RSCVA to research marketing possibilities with airlines serving Reno/Tahoe. Meet with Ralph Witsell to
brainstorm.
1. Develop new initiatives based on this conversation.
Research and Develop Objectives for Latino Audiences
Action: begin May 2002.
The NMA and the RSCVA will be researching for contacts in the Latino market for travel groups, travel writers, and
tourism agencies. Press kits announcing the exhibits arrival should be sent for immediate follow-up. Once contacts are established, the initiatives outlined above should be released to these contacts.
1. Use Carina Black as resource for brainstorming.
2. Investigate the possibility of creating a partnership with Nevada Commission on Tourism.
3. Utilize the resources of Vanina (RSCVA staff) for promotion of the Gelman Collection.
Research and Develop Mexicana Air
Action: ongoing.
The NMA will provide the RSCVA with information to use as collateral during their upcoming meetings (week of
May 20, 2002) with Mexicana Air.
1. Use Carina Black as resource for brainstorming.
2. Investigate the possibility of creating a partnership with Nevada Commission on Tourism.
3. Utilize the resources of Vanina (RSCVA staff) for promotion of the Gelman Collection.
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ART
Travel Community Education
Action: beginning April 2003
The NMA, with the assistance of the RSCVA, will re-educate the local travel community personnel by initiating a "to
of-mind" campaign promoting the new NMA. This is a partial listing:
1. Taxi – taxi cab drivers will each be given an air-freshener (or other well-designed creative prop)
with an invitation to see the new NMA (maybe redeem a coupon for a soda or free lunch). This
will introduce them to the new NMA while getting them in the door.
2. Visitor Services – invitation to a grand opening event.
3. Amtrak – NMA to re-position itself with article and possible package offer working in
conjunction with the RSCVA.
4. Buses - NMA to re-position itself with article and possible package offer working in conjunction
with the RSCVA.
a. Personal contact with editors and travel industry editors.
Visitor Planner
Action: July 2002 for January 1 disbursement.
The NMA will have a dedicated page in the 2003 RSCVA Visitor Planner. The advertisement will be a full color
palette. The NMA will design the advertisement and provide it to the RSCVA once a deadline is established.
1. The advertisement will include a "call-to-action" for the trip giveaway as well as promote the
availability of room night packages (if this is feasible).
Projected Travel Schedule
Date
61
Location
Promotion
Manager
11
Las Vegas, NV
Expedia Tour Desk Presentation
TS
13-16
Vancouver, BC
IACVB 88th Annual Convention
RW
18
Riverside, CA
AMTRAK Reservation Center Presentation
SK
27-29
Reno, NV
Biggest Little City Golf Tournament
Staff
TBD
Reno/Lake Tahoe
Mexican Tour Operator/Travel Agent FAM
VC
14-16
Concord & Sacramento, CA
Frontier Travel Group Leader & Travel Fair
SK
16-17
Sacramento, CA
CAL-EXPO Trade Show
SK
23-25
Portland, OR
All About Tours Golf Classic
TS/RW
July 2002
August 2002
TBD
Portland, OR
Reno Tahoe Nights
RW
27-30
Victoria/Langley/Vancouver, BC
Addison Travel Trade Shows/Fall Series w/NCOT
SK
September 2002
2-5
Las Vegas, NV
Visit US Expo
RW
4-6
Las Vegas, NV
La Cumbre 2002 Conference
VC
7-9
Reno/Lake Tahoe
Post La Cumbre FAM
VC
12-14
San Diego, CA
AARP 2nd Annual Life @ 50+
SK
19-21
Pittsburgh, PA
Cultural Tourism Alliance
MM
19-23
Orlando, FL
GoGo Fall Learning Conference
TS/RW
23-26
Kansas/St.Louis/Milwak/Chicago
Mark Travel Corp/Funjet Vacations Product Launch
TS
TBD
Dallas, TX
Adventure Tours - Product Launch
TS
October 2002
1-3
Tampa, Orlando, Ft. Lauderdale
Ski Experts - Florida
RE
4-6
Ft. Lauderdale, FL
SE Wintersports Show (Peter Glenn Ski Show)
RE
6-11
San Diego/Ontario/Orange/LA
National Travel Exchange Shows (Travel Agents)
SK
8-10
Leon/Guanajuato/Guadalahara
Mundo Continental Seminar
VC
9-10
Dallas & Houston
Ski Experts - Texas
RE
14-18
Chicago/Den/Phx/Long.Is/DFW
America West Product Launch Series
TS
15-17
Mexico City/Monterrey
Mundo Continental Seminar
VC
17-20
Boise, ID
Western Assoc. of Convention & Visitor Bureaus
RE/RW
20-24
Sacramento & Bay Area, CA
SK
27-30
Vancouver, BC Seattle/Portland
SK
24-Nov.1
Denver, Phoenix, San Diego,
Glamer Fall Marketplaces (Group Leaders)
SK
"LA, Orange Co. & Bay area "
"
28-30
Minneapolis, MN
MLT University-Northwest Airlines/WorryFree Vac.
TS
TBD
Tulsa, OK
American Airlines Vacations Res. Desk Pres.
TS
TBD
Minot, ND
MLT Reservation Presentation
TS
TBD
San Francisco, CA
Arts Research Nat'l Arts Marketing Conference
MM
Projected Travel Schedule
Date
62
Location
Promotion
Manager
Denver, CO
BEWI Colorado Ski Show
RE
November 2002
1-3
3-8
Honolulu, HI
Asta's 72nd World Travel Congress
RW
7-10
Chicago, IL
Chicago Ski & Snowboard
RE
8-10
Houston, TX
Houston Chronicle Ski Fest
RE
8-14
Los Angeles, CA
National Tour Association Convention
SK
11-14
London
World Travel Mart
RW
15-17
Dallas, TX
Dallas Morning News Snowfest
RE
21-24
Los Angeles, CA
Ski Dazzle Ski & Snowboard Show
RE
22-24
San Jose, CA
California Snowsports Expo
RE
TBD
Orlando, FL
Mark Travel Reservation Center Presentation
TS
TBD
Ft. Lauderdale, FL
Certified & Continental Vacations Tour Desk Pres.
TS
December 2002
9-11
Reno, NV
Governor's Conference on Tourism
TS
4-6
Vancouver, BC
USTOA Annual Conference
RW
TBD
Salt Lake City, UT
Southwest Vac.& Continental Vac.Tour Desk Pres.
TS
19-24
Mexico City & Guadalajara
CVA 2003
SK
TBD
Pharr, TX
Hotel Reservations Network Tour Desk Pres.
TS
TBD
Boston, MA
Vacation Expo 2003 (Partner w/AmericaWest Vac)
TS
1-2
Los Angeles, CA
Los Angeles Times Travel Show
TS
1-6
Indianapolis, IN
ABA Marketplace
SK
7-8
Reno, NV
Frontier Travel & Tours Group Leader Exchange
SK
16
Sacramento to Reno
Fun Train Inaugural
SK
19-22
New York City, NY
2003 RSA Annual Summit
SK
21-23
Sacramento, CA
Sacramento Golf Expo (1st of 2 Shows)
RE
22-25
Chicago, IL
IATOS Expo on Adventure & Eco Tourism
VC
San Mateo, CA
Northern California Golf Expo (2nd of 2 Shows)
RE
January 2003
February 2003
March 2003
7-9
14-16
Portland, OR
Portland Golf Show
RE
19-23
Calgary, AB
Ski Tops
RE
TBD
DFW/Houston/San Antonio/AUS
Mark Travel/Funjet Vac. Texas Spring Product
TS
TBD
Irvine/Universal City/San Jose
American Airlines Vacations Product Launch
TS
TBD
Newark/Boston/Chicago
TS
TBD
St.Louis/AUS/Arlington/DFW
TS
RSCVA Meeting, Convention & Tradeshow Sales
Travel Calendar
JANUARY 2003
JULY 2002
13-16
21-23
23-26
TBD
7/1-8-1
Vancouver, BC
Toronto
San Jose
Detroit/Minn.
Nationwide
63
IACVB Annual Convention
MPI/WEC World Education Congress
CESSE Annual Meeting
Sales Mission
Grand Opening Blitz
5-8
TBD
Anaheim, CA
TBD
TBD
Reno, NV
PCMA Annual Conference
MPI Professional
Education Conference
Gold Service Award Luncheon
FEBRUARY 2003
AUGUST 2002
22-25
16-20 Denver, CO
19-25 Reno, NV
8/1-9/1 Nationwide
ASAE
Reno-Tahoe Open
Grand Opening Blitz
TBD
TBD
TBD
Los Angeles
IACVB Professional
Development Inst.
Washington, D.C. Destinations Showcase
Sac/San Fran
Sales Mission
TBD
International Franchise Association
SEPTEMBER 2002
MARCH 2003
2-6
9-13
12-15
23-27
Washington, D.C HSMAI Affordable Meetings
Chicago
Sales Mission
Reno
America’s Adventure Place
RSCC Grand Opening Fam
Chicago
IT & ME
TBD
TBD
TBD
TBD
Reno, NV
San Francisco
OCTOBER 2002
APRIL 2003
17-20
22-26
TBD
TBD
TBD
TBD
Boise, ID
WACVB
Washington, D.C. Sales Mission
NOVEMBER 2002
12-16
So. California
Sales Mission
DECEMBER 2002
3
9-12
10-12
18-19
Sacramento
Reno, NV
Orlando
Chicago
Sales Mission
SCSAE Spring Vendor Fair
MILO
SWIAEM
MAY 2003
TBD
CSAE Seasonal Spectacular
Gov's Conference on Tourism
IAEM Annual Conference
Association Forum Holiday Showcase
Dallas/Phoenix
So. California
TBD
TBD
SISO
Ski Fam
SGMP Bay Area Chapter
Educational Conf.
TBD
SGMP Annual Conference
JUNE 2003
3-5
TBD
TBD
TBD
Tampa, FL
Chicago
Washington, D.C.
TBD
IAEM Mid-Year
Sales Mission
GWSAE Springtime
HSMAI Affordable Meetings West
64
65
66
67
68

Marketing and Sales Plan FY 2 002 - 2 0 0 3

Transcription

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