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2013-2014 Business Plan

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2013-2014 BUSINESS PLAN

TABLE OF CONTENTS

EXECUTIVE SUMMARY…………………………………………………………………………………………………………..3

Key Target Audiences……………………………………………………………………………………………….4

CONVENTIONS, TRADESHOWS AND MEETINGS…………………………………………………………………….6

Convention Sales………………………………………………………………………………………………………7

Leisure Tourism………………………………………………………………………………………………………..13

Group Tour……………………………………………………………………………………………………………….14

DEVELOPMENT/COMMUNITY RELATIONS…………………………………………………………………………….20

MARKETING…………………………………………………………………………………………………………………………..27

FINANCE/ADMINISTRATION…………………………………………………………………………………………………..40

EXECUTIVE STAFF…………………………………………………………………………………………………………………..42

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EXECUTIVE SUMMARY

In 2012-2013, Visit Jacksonville developed many new initiatives and programs. With the arrival of a new

president and CEO a reorganization of the company to better focus our resources on the realities of our

destination offerings and the practicalities of how to project those offerings to well researched target markets,

made sense. The sales team was consolidated and redeployed to better serve this destination. A dedicated

services component was put in place and focused on better services and finding ways to rebook groups that

have chosen Jacksonville.

Our advertising plan added a refocus on meetings industry publications for meeting professionals and talked

about the affordability of Jacksonville as a Florida meeting destination. A balanced media plan on the leisure

side focused on Jacksonville as a natural water wonderland. For the first time in years we were able to add

television advertising back into our media plan. Several online promotional contests grew our fan base and the

traffic to our website. The Onlyinjax.com website was created to tout the treasures Jacksonville is best known

for and the special accolades, facts and attractions that happen only in Jacksonville.

There was a strategic realignment of the Board of Directors to include more community influencers and

stakeholders. The visitor industry is a strong economic driver that impacts this community. More local leaders

involved in spreading the word about this powerful industry can only simplify this process.

Along with the realignment of our board, we were able to increase the engagement of our different

committee members in influencing the strategic direction of the organization. Visit Jacksonville committees

are made up of industry partners that help guide the actions of the organization. Visit Jacksonville welcomes

the ideas and experience of the local community to help develop our plans each year.

Visit Jacksonville was able to re-establish an annual 85% Partnership retention rate this year. Due to stability in

the president position and the ability to show greater value partnership rate have improved.

The hospitality community in Jacksonville has seen growth in 2013. Occupancy and Rate continue to increase

modestly around the county. A greater collaborative effort between civic, private sector and political leaders

in the city has already shown positive results. The Downtown PLAYERS Alliance was the first time many of

these different organizations had the opportunity to work together for a greater community goal and the

outcome was an encouraging model for our future.

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KEY TARGET AUDIENCES

Primary Audiences

Meeting Professionals are the decision makers on where to hold their organization’s meetings,

conventions and events. They frequently survey a variety of different destinations annually to find the best fit

for their meeting. Some of these individuals make their own final decisions, while some report back to a CEO or

Board of Director to vote on the final decision. For this audience, attendance is their main driver. Target markets

include: national associations, state associations, SMERF, health/medical, corporate and sports.

Group Tour Operators are professionals who plan and sell group tours; their primary concern is selling

these tours with the highest attendance possible. Tour operators plan tours for many types of groups, in

Jacksonville we are primarily focused on seniors age 65 and older, AAA and military reunions.

Convention Delegates decide to attend a conference based on educational sessions and exhibitors

offered relevant to their needs. Visit Jacksonville promotes all of the other assets that our destination offers to

visitors. For delegates this includes a variety of hotel types, a beach or riverfront meeting, a strong list of

attractions and dining options.

Leisure Visitors consider Jacksonville as a beach destination or an arts and culture destination. Most

leisure visitors came to the city for the first time to attend a major festival or sporting event. The majority of

visitation comes from the 5-6 hour drive market, but we have seen growth from the eastern seaboard.

Media sources need content. They help translate and amplify messages locally, nationally and globally,

they are targeted:

• Convention trade – industry publications that reach meeting professionals

• Leisure – travel and tourism publications consumers might consult or gain inspiration from while

planning a trip

• Local – in-market media outlets share the importance of the industry and the organization to

residents, partners and influencers

Third Party Vendors are for profit companies that provide meeting planning services for associations

and corporations; they are primarily focused on securing attendance to the meetings they plan. Typically

compensation comes from the hotels and there is no cost to the association. Services include site selection,

contract negotiation and meeting management.

Secondary Audiences

Visit Jacksonville Board of Directors is comprised of engaged community leaders who wish to

participate in meaningful community involvement. Their expertise and perspective moves the organization

towards achieving its vision and mission.

Partners join Visit Jacksonville for the visibility the organization provides. Main categories include:

o Hospitality – directly serve visitors

o Service providers – serve the meetings market

o Corporate partners – business leaders who recognize the economic impact of the visitor industry and

support the organization because of its contribution to the economic prosperity of the region.

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Hospitality Community is made of those businesses and organizations that directly serve visitors to

Northeast Florida. This includes hotels, restaurants, attractions, entertainment venues, sport teams, shopping

centers, galleries, museums, cultural events and festivals.

City Officials are policymakers concerned with jobs and tax dollars and are directly responsible for

funding decisions and community product offerings.

Civic leaders guide municipal affairs and are focused on prosperity for their constituents.

Tertiary Audience

Residents who live in the Greater Jacksonville area are primarily focused on community pride,

prosperity and vitality for themselves and their families.

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CONVENTIONS, TRADESHOWS AND MEETINGS

Overview

Visit Jacksonville’s convention sales and services team is comprised of ten individuals, each with a solid background in the hotel and convention sales industry. Six sales managers are responsible for booking room nights in designated market segments.

Five hotels are located within two miles of the convention center, representing 2,033 rooms. Of the downtown hotel rooms, 1,300 are committable on peak. The sales team targets groups that use between 750 and 1,300 rooms on peak for the Downtown area. Duval County is made up of 85% focused/select service hotels. The sales team has a renewed focus to find the right business to fill these hotels year round.

With growing competition for sporting events, conventions and meetings, Visit Jacksonville’s lack of distinct brand image hinders the market share we are able to gain. We continue to see our competitors investing heavily in the promotion, sales and marketing of their city offerings to increase visibility and demand. Visit Jacksonville will be implementing strategies to target business segments that will benefit economic growth, with a 5-year goal of growing occupancy, rate and REVPAR as tracked by the Smith Travel Research (STR) by 10%.

Jacksonville’s competitive set is defined as: Atlanta, Greenville, Indianapolis, Kansas City, Louisville, Nashville, Orlando and Tampa.

Audiences Primary Main Driver Meeting Professionals Attendance Convention Delegates Programming Third Party Vendors Attendance Secondary Main Driver Hospitality Community Revenue

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INITIATIVE: BOOST ROOM NIGHTS PRODUCTION IN CONVENTION, MEETING, SPORTS AND LEISURE

TOURISM MARKETS

OBJECTIVE: INCREASE NEW BOOKINGS FOR CONVENTION, MEETINGS, TRADESHOWS AND SPORTING EVENTS

Goal: To book 148,000 new definite room nights

Strategy: Focus direct sales activities on target markets that fit our destination demographic

Tactics: Attend industry events to generate national and regional group business opportunities:

Affordable Meetings Washington, D.C.

AIBTM

ASAE Annual Meeting

ASAE Springtime Expo

Collaborate Marketplace

Connect Marketplace

Connect Sports

Destination Showcase Chicago

DMAI Destinations Showcase -February

DMAI Destinations Showcase -June

Fraternity Executives Association

FSAE Annual Meeting

Holiday Showcase

Holiday Showcase Chicago

HSMAI West

IMEX

Kellan Management Company

Meet East

MPI Mid-American Education Conference

MPI SEC

National Association of Sports Commissions

PCMA Annual Meeting

RCMA World Conference and Expo

Rejuvenate Marketplace

S.P.O.R.T.S.

SGMP National Education Conference

SGMP Regional

Sports Link

TEAMS

US Sports Congress

Visit Florida key events

Create new sales initiatives to engage third-party planning companies, including Conference Direct, Helms Briscoe, HPN and Experient

Utilize the member extranet to improve lead distribution to hotels and increase conversion opportunities

Conduct joint sales calls to select association management companies that plan meetings for associations in preferred market segments to build customer relationships and promote Jacksonville as a meeting and convention destination

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Engage local corporations, higher education, business, and multi-cultural leaders to meet in Jacksonville

Maximize sales opportunities related to an enhanced convention packages.

Strategy: Collaborate with National Sales Offices of key hotel brands (Hyatt, Hilton, Marriott, IHG and Starwood);

educate them on Jacksonville’s package. Aggressively target distribution, logistics, manufacturing, aviation,

aerospace, finance, insurance, information technology, medical and life sciences

Tactics: Increase awareness of Jacksonville in target markets with focus on Midwest, Southeast, Mid-Atlantic and

northeast through personal sales calls, customer entertainment and participation in key industry events

Goal: Increase number of leads to hotels within Duval County located outside of the downtown market from

154,000 in 2013 to 177,000 in 2014

Strategies: Regularly update data on rates, occupancy, pace, conversion ratio, market segments etc. for competitive set

Tactics: Create monthly email newsletter to update prospects on enhancements to and accolades about

Jacksonville’s offering

Managers will work on Hot Prospect list within target markets to determine next open year; these accounts

are prioritized for sales calls, invitations and newsletter

All National Sales Managers will host a FAM, targeting key markets or organizations that meet in need times,

representing 50 peak room nights or more

Goal: Increase destinations site visits from 56 in 2013 to 62 in 2014

Strategies: Build market awareness of greater Jacksonville as an affordable year round meetings and convention

destination

Tactics: Update database with lists from attended industry events

Direct sales calls and events targeting key markets Collaborate with national sales offices, key hotel brands and JAX USA Partnership Goal: Host four familiarization experiences targeting new business in target markets Strategy: Grow market awareness and brand recognition to un-penetrated and target markets Tactics: Target a minimum of ten qualified meeting professionals per experience Customize experience to meet individual planner’s needs Engage industry partners (SMG, hotels, transportation, JAX USA, restaurants, etc.) to show off all areas of

Jacksonville, highlighting unique offerings Pre-determine four dates within the fiscal year to be promoted via newsletter, industry shows, sales

calls/missions and through prospecting

Goal: Generate 150 leads and/or referrals to Visit Jacksonville members

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Strategy: Provide meeting professionals with a service lead or a list of partner organizations that can perform services

to assist in the success of convention, meeting and sporting event business Tactics: Suggest new products and services to meeting professionals

Promote Only in Jax partners for a unique experience for their attendees

Cultivate relationships with Visit Jacksonville partners to promote the value of working with the Visit Jacksonville services team

Attend Visit Jacksonville events to develop and nurture relationship with partners

Goal: Increase convention attendance by 10% Strategy: Provide tools to groups to promote attendance at their event in Jacksonville

Tactics: As needed, attend prior year event to promote attendance in Jacksonville

Provide Visit Jacksonville promotional materials that are easily shipped to groups to promote their event in Jacksonville

Provide images and videos to groups to use to promote Jacksonville

Create engaging microsites to promote Jacksonville and things to do while attending the event

Provide postcards or electronic postcards to groups to use to promote things to do in Jacksonville

Strategy: Provide messaging and informational materials to attendees Tactics: Provide information sheet on things to do in Jacksonville promoting VisitJacksonville.com, which has the most

accurate list of things to do and events

Provide welcome desk materials and subsidize staffing when appropriate for large groups

Provide a number of ways to welcome attendees, when appropriate. Including:

Airport welcome signage

Street Pole Banners

Jumbotron at The Jacksonville Landing

Daily Billboard in event venue area (also to increase community pride for events)

Social Media group welcome

Mayor Welcome Letter

Mayor Meet n Greet

OBJECTIVE: ENGAGE THE LOCAL MEDICAL COMMUNITY TO GROW THE MEDICAL MEETINGS MARKET Strategies: Continue to work closely with local hospitals and medical associations to introduce new groups to the

Jacksonville area Tactics: Attend local medical association meetings

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Introduce the local medical community to our vision and plan to grow this business Attend medical meetings industry tradeshows OBJECTIVE: ESTABLISH A SPORTS MARKET STRATEGY Goal: To increase new sports business by 15% Strategies: Work closely with youth, amateur, collegiate, and professional sports planners Tactics: Attends TEAMS Tradeshow and meet with new sporting events Work closely with the City of Jacksonville Sports and Entertainment Division INITIATIVE: CREATE A CUSTOMER ADVISORY COUNCIL OBJECTIVE: EXPLORE AND LEARN HOW MEETING PROFESSIONALS VIEW MEETING IN JACKSONVILLE AND WORKING WITH THE VISIT JACKSONVILLE TEAM Strategy: Host two annual focus meetings to discover what a meeting professional experiences when visiting

Jacksonville Tactics: Plan site visits of the city for each council member Plan strategy session to share experience led by professional facilitators Learn more of Jacksonville’s positive and negative assets when trying to sell Jacksonville as a destination

for meetings, conventions, sports and leisure travel.

INITIATIVE: GROW THE MULTICULTURAL MARKETING AND SALES EFFORTS ALREADY STARTED WITHIN THE

COMMUNITY

OBJECTIVE: INCREASE AWARENESS OF JACKSONVILLE AS A MULTICULTURAL DESTINATION Strategy: Have a dedicated national accounts manager focused on the multicultural market Tactics: Retain existing religious and multicultural business

Work with community leaders and organizations to develop a strategic plan to grow this market Utilize the strong African-American history that is part of Jacksonville’s history Strategy: Develop a dedicated advertising and marketing plan to promote this market

Set a designated media plan for 2013-2014 with allocated dollars for advertising and marketing OBJECTIVE: RETAIN ANNUAL AND REPEAT CONVENTION, MEETING AND SPORTS BUSINESS

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Goal: Retain 90% of key repeat customer bookings (49,000 room nights)

Strategies: Deliver unparalleled service to groups before, during and after events

Intensify Visit Jacksonville’s executive level dialogue and interaction with key customer account executives

Tactics: Develop a monthly schedule for customer entertainment, sales calls and the inclusion of an annual holiday event

Participate in industry association boards and committees, including:

FSAE (Florida Society of Association Executives)

HSMAI (Hotel Sales and Marketing Association International)

SGMP (Society of Government Meeting Planners)

PCMA (Professional Convention Management Association)

MPI (Meeting Professionals International)

Conduct monthly phone call with recently booked groups to thank them for choosing Jacksonville and offer Visit Jacksonville services resources to assist in a very successful event

Coordinate services site visits

Connect planners to local goods and services

Community organizations/corporations will be aware of upcoming groups in order to enhance their Jacksonville experience, e.g., the Mayor’s office, Jacksonville Transportation Authority, Downtown Vision Inc. and Jacksonville Landing

Make personal welcome visits to 60% of booked groups to ensure they have the resources needed to have a very successful event

Send Visit Jacksonville services surveys to booked groups with a goal of 70% returned with a 4 or higher

Utilize D3000 to track current business and Economic Impact calculations Customize services to enhance partnerships and increase value to key accounts

Strategies: Enhance attendance building and "Promote Your Meetings" services offered to groups Tactics: Engage local hotels in referring business to members

Strengthen relationships with meeting professionals and organizers through effective use of social media

INITIATIVE: Expand Marketing/Sales Resources

OBJECTIVE: ESTABLISH WIDESPREAD COMMUNITY SUPPORT AND ADVOCACY FOR INVESTMENT IN THE TOURISM INDUSTRY

Strategies: Grow partnership between Visit Jacksonville and JAX USA partnership

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Tactics: Collaborate on industry events, site visits, FAMs and sales missions

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LEISURE TOURISM

INDEPENDENT LEISURE TRAVELERS

Overview

Visit Jacksonville is the only organization dedicated 100% to selling, marketing and promoting the destination to the broad consumer market. Jacksonville’s primary leisure traveler comes from within a 5-to 8-hour drive radius of Jacksonville. Leisure travelers come to Jacksonville for a day trip or weekend getaway or in the summer for family vacations. The audience characteristics are diverse including young professionals aged 25-36, families and empty nesters aged 37-65. Several niche markets are important to Jacksonville’s growth as a travel destination, including for fishing, sports, cultural, history and culinary tourists.

78 % of visitors plan their trips to Florida less than two months in advance and book less than one month out. They gather their information primarily online, or through past personal experience and recommendations from friends and relatives.

A differentiating point about Jacksonville for all audience segments is experiential tourism. Rather than standing on the sidelines watching; visitors are looking to be involved, hands-on and receive special access and/or VIP treatment. Visit Jacksonville will developed different experiences for visitors.

Audience

Audience Primary Main Driver Group Tour Operators Attendance Leisure Visitors Getaway Secondary Main Driver Hospitality Community Revenue

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GROUP TOURS

Overview

Tour operators and group leaders rely on destination marketing organizations (CVBs) to suggest itineraries and know what is new and a "must see" to reduce the uncertainty in their destination decision. This audience is somewhat price-conscious and expects rates lower than the general public rates.

The planning process varies; traditional tour operators plan 12-18 months in advance and niche markets plan 3-12 months in advance. Consumer needs and interests drive the itineraries and decisions made by the tour operators and group leaders.

Jacksonville averages 70 overnight tours and 90 day trips annually. According to the American Bus Association, average visitor spending for group tours is $4,000 per overnight tour and $2,500 per day trip.

As senior audiences age, group tour operators seek out new destinations and offer products that will help them attract the Baby Boomers aged 50-65. Experiential tourism is an excellent offering to this audience.

Group leaders represent many different types of groups. Jacksonville has focused its efforts on groups based on their potential for visiting the city, including family reunions, AAA, bank travel clubs, religious groups, senior groups, baby boomers, African American travel clubs and small social groups. Each group has different demographics, needs, and opportunities for engagement. Because planning tours for their groups is not their profession, they are often difficult to identify and reach.

Audience

Audience Primary Main Driver Leisure Visitors Getaway

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INITIATIVE: BOOST ROOM NIGHTS PRODUCTION IN CONVENTION, MEETING AND LEISURE TOURISM MARKETS

OBJECTIVE: INCREASE SALES LEADS AND ROOM NIGHT PRODUCTION FOR INDIVIDUAL LEISURE AND GROUP TOUR

VISITORS

Goal: Book 5,000 group tour room nights

Strategies: Position Jacksonville as a preferred destination for group tours at targeted trade shows and industry

events

Tactics: Identify and attend new tradeshows, participate in presentations, cooperative advertising, and other

opportunities on behalf of Visit Jacksonville; evaluate sales lead generation and execute follow-up

Attend and conduct on-site sales appointments at the national trade association conventions: ABA, NTA,

HTS, TAP, FMCA,

Participate in targeted sales missions to feeder markets

Build relationships with both tour operators and suppliers through involvement in Travel Alliance

Partners (TAP) resulting in regional itineraries and an increased distribution of Jacksonville’s tour

product

Strategies: Identify, prioritize and reach new niche markets for group travel

Drive development of additional and enhanced experiential tourism product

Tactics: Every suggested itinerary developed for a tour operator or group leader must include at least one

experience

Create suggested itineraries for the website that always include at least one experience

Base primary message on experiential product during tradeshows, FAM tours and site visits, and in

travel trade public relations and marketing efforts

Promote the experiences through the convention sales and services team; sell sheets, bid books and

website

Educate hotel sales staffs on experiences and provide them with the information to sell the experiences

to their customers

Continue to mentor and encourage experiential partners to market and sell their new experiences to

their existing customers and new audiences; provide support when needed for sales materials, website

content, new experience development, etc.

Identify and work with new partners on product development of new experiences to offer to all

markets

Lead efforts to ensure Jacksonville group tour product is fresh and relevant

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Monitor current trends and respond accordingly with new itineraries and new tour ideas

Goal: Provide 75 sales leads for group tours

Strategy: Engage partners and sales staff to increase sales lead generation

Tactics: Utilize D3000 to make weekly sales calls, traces and reports to stay on task to meet quotas; update the group tour sales report form on the Extranet

Strategy: Increase exposure to group travel audiences by reaching organized, niche markets

Tactics: Develop and implement a social media strategy in order to reach a broader customer audience that plans leisure trips for groups

Target sales efforts to those audiences with the greatest potential for business, which includes family reunions, AAA, bank travel clubs, religious groups, baby boomers, senior groups, small social groups, and African American travel clubs

Create suggested itineraries, marketing materials, and website content for each audience

Identify and develop offerings for the student market

Focus advertising, public relations and marketing to these groups and professional tour operators

through publications, online and social media, trade websites, and on specific landing pages on

visitjacksonville.com

Educate customers on all services we can provide resulting in increased leads to member businesses, particularly planners from identified niche markets

OBJECTIVE: INCREASE SALES LEADS AND ROOM NIGHT PRODUCTION FOR INDIVIDUAL LEISURE AND GROUP TOUR VISITORS

Goal: Book 150 online room nights Strategy: Increase traffic and unique visitors to Visitjacksonville.com to generate leisure hotel bookings and

package sales.

Tactics: Drive traffic to visitjacksonville.com utilizing traditional advertising, online and social media and public

relations

Develop compelling content on visitjacksonville.com

Develop and implement a social media strategy to reach leisure visitors

Utilize lead generation opportunities, such as contesting and sweepstakes

Develop compelling online packages, position appropriately on website and promote

Strategy: Develop high-impact reciprocal marketing programs with hospitality partners

Maximize campaigns, reach and frequency through partnership and co-ops

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Tactics: Participate in the advertising co-op program offered by Visit Florida; encourage member participation

to increase Jacksonville footprint

Develop co-op advertising programs for Visit Jacksonville and secure participation by members

Increase awareness of Jacksonville as a visitor leisure destination to niche targets Strategy: Work with and leverage the local community to reach niche markets Tactics: Develop a campaign to reach these markets

Continue to position Jacksonville as a desirable culinary destination

Create and share itineraries with My Planner that offer suggestions for special interests (Culinary enthusiasts, girlfriend getaways, guys getaways, couples getaways, multi-generational families, multi-cultural interest, arts, ecotourism etc.); make available online and via social media

Participate and create opportunities for members in consumer trade shows

INITIATIVE: REALIGN SALES, SERVICE AND MARKETING STRUCTURE AND ACCOUNTABILITY METRICS

OBJECTIVE: BUILD AWARENESS AND APPEAL OF JACKSONVILLE'S ASSETS AS AN INDIVIDUAL LEISURE VISITOR DESTINATION

Strategies: Develop a message strategy that creates a distinctive and memorable impression of Jacksonville as a visitor destination

Conduct visitor profile research

Customize messages, trails, itineraries and packages for targeted niche or special interest leisure markets (e.g., culinary, families, etc.)

OBJECTIVE: INCREASE JACKSONVILLE’S DESTINATION APPEAL FOR GROUP TOURS

Strategy: Amplify messages that promote a distinct and recognizable impression of Jacksonville as an attractive

group tour destination

Tactics: Improve the group tour section of visitjacksonville.com to be a more productive selling tool

Strategies: Continue to participate in cooperative advertising campaigns to maximize advertising dollars

Stimulate peer-to-peer conversation through social media about Jacksonville as an attractive destination

for leisure tourism; shifting from content creator to content curator

INITIATIVE: GROW THE VALUE PROPOSITION FOR VISIT JACKSONVILLE PARTNERS TO BETTER SERVE JACKSONVILLE STAKEHOLDERS. OBJECTIVE: ESTABLISH UNIVERSAL COMMUNITY AND VISITOR INDUSTRY SUPPORT FOR DELIVERING AN

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OUTSTANDING EXPERIENCE

Strategies: Adopt consumer-driven standards and best practices that help Jacksonville be a competitive, tourism-focused destination

Increase tourism by inspiring front-line hospitality employees and volunteers to turn every visitor encounter into a positive experience

Strengthen positive perception of Visit Jacksonville’s value to the community

Foster greater engagement and participation within all leadership sectors of the community, including:

Board and Executive Committee

Hospitality community

Arts and cultural community

Political community

Private sector leadership

Civic leadership

Members

Jacksonville Sports Commission

Educate and mobilize Visit Jacksonville members and partners as advocates for the economic value and overall positive impact of the tourism industry and of Visit Jacksonville

Present special events programs to build greater awareness of Visit Jacksonville and the role it plays in economic development

Manage effective reciprocal sales and marketing programs with hospitality partners Lead strategic hospitality industry development projects throughout Northeast Florida

OBJECTIVE: RESIDENTS AND VISITORS THAT ARE POSITIVE, KNOWLEDGEABLE AND ENTHUSIASTIC ABOUT THE

JACKSONVILLE EXPERIENCE WILL ACTIVELY SHARE THE JACKSONVILLE STORY

Strategies: Continue to educate residents on the value of the tourism industry

Provide training to front-line hospitality employees and volunteers to turn every visitor encounter into a

positive experience

Utilize social media networks to facilitate sharing information on Visit Jacksonville

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DEVELOPMENT/COMMUNITY RELATIONS

Overview

Visit Jacksonville is shifting its philosophy of one focused solely on hospitality/tourism industry relations to encompass

the hospitality/tourism industries, the greater Jacksonville corporate community and area stakeholders.

Visit Jacksonville’s product is a combination of our people, places, and memories only experienced in Jacksonville. This

product is at the core of our marketing and sales efforts, not only for the hospitality/tourism industry, but for the

advancement of economic growth for our community.

A focus on retaining current Partners while recruiting new businesses continues to be a high priority. Educating the

community about Visit Jacksonville’s mission and its contribution to the economic health of our destination will

contribute to this effort and assist in expanding the reach of Visit Jacksonville and its resources.

Engaging the greater Jacksonville corporate community and area stakeholders will be another focus.

Significant revenue and relationship growth are outlined in this plan.

Audience

Primary Main Driver

Partners Meaningful Community Involvement

Hospitality Community Visibility

Civic Leaders Financial Return

Results/Jobs/Tax Dollars

Economic Development/Community Prosperity

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INITIATIVE: GROW THE VALUE PROPOSITION FOR VISIT JACKSONVILLE PARTNERS TO BETTER SERVE JACKSONVILLE

STAKEHOLDERS.

OBJECTIVE: PROVIDE BUSINESS OPPORTUNITIES THROUGH VISIT JACKSONVILLE PARTNERSHIPS, CREATING VALUE

FOR LOCAL BUSINESSES WHILE BETTER SERVING JACKSONVILLE STAKEHOLDERS.

Strategy: Generate relevant opportunities for local businesses to engage with potential customers.

Tactics: Rebuild Partner Scorecard tool that provides each individual Partner business with relevant production

measurements for their business.

Utilize the Partner Handbook as a tool to more clearly define Visit Jacksonville’s vision, mission and resources to stakeholders.

Goal: Provide eight to ten engaging relevant educational/networking events.

Strategy: Offer events that may grow an investing Partner’s business and ultimately generate more community

pride and economic growth for Jacksonville.

Tactics: Develop and implement unique event marketing campaigns that will increase the visibility and

awareness of Visit Jacksonville.

Continue to use event evaluations to estimate Visit Jacksonville’s production, relevancy, value and

engagement.

Continue to review our current event module to evaluate open rate and engagement rate.

INITIATIVE: PROVIDE OPPORTUNITY FOR PARTNERS TO BETTER SHOWCASE THEIR ATTRACTION AND SERVICE

PRODUCTS RESULTING IN GREATER RETURN ON THEIR INVESTMENT IN THE VISIT JACKSONVILLE MISSION.

OBJECTIVE: INVITE PARTNERS TO ALIGN WITH VISIT JACKSONVILLE’S QUEST TO BE DIFFERENT AND CELEBRATE ALL

THAT IN UNIQUE TO JACKSONVILLE.

Strategy: Utilize Visit Jacksonville committees to expand the scope of opportunities and engagement levels for

Partners and community stakeholders.

Tactics: Establish an annual Visit Jacksonville committee summit that aligns all committee members with the

organization’s vision, mission and direction for the future.

INITIATIVE: ADVANCE THE LATEST TECHNOLOGY IN ORDER TO KEEP VISIT JACKSONVILLE EFFICIENT AND

COMPETITIVE IN BOTH SALES AND MARKETING

OBJECTIVE: CONTINUE TO MAKE VISIT JACKSONVILLE’S PARTNER EXTRANET ROBUST, USEFUL AND RELEVANT.

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Strategy: Enhance the Partners Only website to include resources that make partnership with us easier and more

manageable.

Tactics: Create a user-friendly online Partnership application.

Establish a user-friendly online payment method for new Partnerships, renewals, sponsorships and

event registrations.

Research and evaluate other destination’s offerings.

INITIATIVE: CREATE GREATER AWARENESS OF THE MISSION OF VISIT JACKSONVILLE AND THE VALUE OF THE VISITOR

INDUSTRY WITHIN THE LOCAL COMMUNITY.

OBJECTIVE: GROW VISIT JACKSONVILLE’S PARTNERSHIP PROGRAM TO INCLUDE MORE LOCAL BUSINESSES THAT

WANT TO TARGET THE VISITOR MARKET.

Goal: Grow Partnership to 400 businesses generating $150,670 in dues revenue.

Strategy: Initiate a marketing campaign for Partnership recruitment.

Tactics: Implement new Partnership Investment Structure.

Develop a Partnership recruitment marketing campaign.

Produce more video presentations that inform prospective partners of the mission, vision and value of

Partnership.

Use social media outlets to prospect and promote the opportunities that Visit Jacksonville provides

exclusively.

Utilize Partner Development Committee members to assist with recruitment efforts.

Goal: Increase Partnership retention rate to 87%.

Strategy: Offer unique marketing and sales opportunities that can only be delivered by Visit Jacksonville.

Tactics: Continue to conduct monthly website user trainings to connect industry professionals to Visit

Jacksonville’s online resources.

Use social media outlets to inform existing Partners of the opportunities that Visit Jacksonville provides

exclusively.

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Utilize Partner Development Committee members to assist with retention efforts.

Communicate results and trends to Visit Jacksonville stakeholders via newsletter.

Utilize survey and evaluation responses to plan future program development.

INITIATIVE: PRODUCE ENGAGING AND MEMORABLE EVENTS THAT EXCEED THE EXPECTATIONS OF ALL

STAKEHOLDERS.

OBJECTIVE: GAIN SUPPORT OF VARIOUS COMMUNITY STAKEHOLDERS IN THE UNDERSTANDING OF TOURISM AS

ONE OF JACKSONVILLE’S SIGNIFICANT ECONOMIC DEVELOPMENT DRIVERS.

Goal: Increase annual meeting attendance to 500 attendees.

Strategy: Produce an annual meeting that is both professional and entertaining.

Tactics: Develop and implement unique event marketing campaigns that will increase the visibility and

awareness of Visit Jacksonville.

INITIATIVE: CREATE FIRST CERTIFIED TOURISM AMBASSADOR (CTA)/EXPERIENCED DEDICATED DESTINATION (ED)

PROGRAM IN THE STATE OF FLORIDA.

OBJECTIVE: PROVIDE COMMUNITY BASED EDUCATIONAL PROGRAM THAT BOOSTS COMMUNITY PRIDE AND HELPS

LOCAL PROFESSIONALS TELL JACKSONVILLE’S STORY.

Goal: Announce a strategic timeline for implementation to all relevant stakeholders.

Strategy: Build a collaborative effort to regain Jacksonville’s community pride, overcome resident image

perceptions and invite residents to grow Jacksonville’s economy.

Tactics: Gain commitments from local organizations to financially support this new city-wide initiative.

Work with Mickey Schaefer & Associates to build the program, budget and timeline.

Host neighborhood events to build awareness of the CTA/ED programs

INITIATIVE: EXPLORE OPPORTUNITIES FOR ALTERNATIVE OR ADDITIONAL FUNDING.

OBJECTIVE: GENERATE NEW NON-DUES REVENUE STREAMS.

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Strategy: Seek opportunities to collaborate with local corporations on economic development related projects

that may impact their business directly or indirectly and be beneficial to growing the hospitality/tourism

industry.

Tactics: Develop a corporate sponsorship program.

Track and analyze contributed services more effectively.

Research available grant opportunities for exceptional initiatives

INITIATIVE: DEVELOP A CAMPAIGN FOCUSED ON THE INFLUENCE LEADERS, BUSINESSES AND LOCAL CITIZENS CAN

HAVE IN BRINGING MEETINGS, CONVENTIONS AND CONFERENCES TO JACKSONVILLE IN THE FUTURE. (BRING IT

HOME!)

OBJECTIVE: EXPAND MARKET REACH FOR VISIT JACKSONVILLE.

Strategy: Help Jacksonville residents see their role in economic development through tourism.

Tactics: Work with the Marketing and Sales Departments to include appropriate community contacts to

participate in the invitation to participate in this initiative.

Speak about this initiative and/or deliver a take away for each networking event

Development/Community Relations team members attend.

INITIATIVE: DEVELOP AND MAINTAIN A STAFF DEDICATED TO CARRYING OUT THE VISION AND MISSION OF VISIT

JACKSONVILLE

OBJECTIVE: DEPLOY NECESSARY RESOURCES TO FULLY STAFF THE DEVELOPMENT/COMMUNITY RELATIONS TEAM.

Goal: Have a full departmental staff of two to three full-time employees.

Strategy: Build a team that serves Jacksonville’s stakeholders, generates additional funding and functions as a

leading resource for Jacksonville’s business community.

Tactics: Review and revise job descriptions as deemed appropriate.

Allocate proper budget dollars.

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INITIATIVE: EXPLORE OPPORTUNITIES FOR ALTERNATIVE OR ADDITIONAL FUNDING FOR SELLING, MARKETING AND

PROMOTING DESTINATION JACKSONVILLE

Strategy: Seek opportunities to collaborate with local corporations on economic development related projects

that may impact their business directly or indirectly and be beneficial to growing the hospitality/tourism

industry.

Tactics: Develop a corporate sponsorship program.

Track and analyze contributed services more effectively.

Research available grant opportunities for exceptional initiatives

INITIATIVE: IMPLEMENT NEW PARTNERSHIP INVESTMENT STRUCTURE THAT INCLUDES NEW OPTIONS FOR OUT OF

COUNTY PARTNERS

OBJECTIVE: CREATE A MORE INCLUSIVE PARTNERSHIP MODEL THAT PROMOTES OUR ENTIRE DESTINATION.

Strategy: Cement the perception of stakeholders to be that Visit Jacksonville is a premiere marketing and sales

organization.

Tactics: Establish and implement a launch plan that includes marketing, public relations, communications,

events, etc.

Work with local neighborhood and trade organizations to become an inclusive destination resource.

INITIATIVE: EXPLORE NEW NON-DUES AND BED TAX REVENUE STREAMS.

OBJECTIVE: GENERATE NEW NON-DUES REVENUE STREAMS.

Strategy: Seek opportunities to collaborate with local corporations on economic development related projects

that may impact their business directly or indirectly and be beneficial to growing the hospitality/tourism

industry.

Tactics: Develop a corporate sponsorship program.

Track and analyze contributed services more effectively.

Research available grant opportunities for exceptional initiatives

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INITIATIVE: RECRUIT AND ENGAGE THE RIGHT COMMUNITY LEADERS

OBJECTIVE: PURPOSEFULLY CONNECT VISIT JACKSONVILLE WITH RELEVANT COMMUNITY, TRADE AND BUSINESS

ORGANIZATIONS.

Strategy: Initiate and maintain purposeful relationships that connect Visit Jacksonville with key community

influencers.

Tactics: Develop strategic Partnership with local and regional organizations and businesses that can grow our

Partner base (i.e., multicultural chambers of commerce, community leaders, industry trade associations,

publishers, advertising/public relations agencies, etc.) – 6-8 contacts per month

Develop networking opportunities for staff participation in relevant meetings and luncheons – 2 – 4 per

month.

Enhance relationships with community leaders by serving on boards, commissions and committees for

the purpose of promoting the value of Visit Jacksonville throughout the community – 3-5 meetings per

month

Connect key Visit Jacksonville staff with relevant political and corporate leaders.

Facilitate relationships/partnerships for Visit Jacksonville President and key team members with

community leaders in order to build sustained relationships to further the accomplishment of our vision

Increase our awareness and sensitivity to diversity issues occurring in our community throughout the

team on an ongoing basis, including providing counsel to identify minority candidates for Board,

committee and team positions.

INITIATIVE: ESTABLISH THE DESIRED FIVE-YEAR OUTCOMES AND BENCHMARKS

OBJECTIVE: EXPLORE NEW AND EMERGING TARGET MARKETS.

Goal: Inventory Jacksonville’s “green” product, specifically hotels, restaurants, golf clubs, retail

establishments, meeting facilities, transportation, office buildings, etc.

Strategy: Invite Partners to implement best sustainability practices into their business.

Tactics: Continue to build a stronger relationship with the US Green Building Council and Green Chamber,

Jacksonville affiliates.

Promote city-wide “green” initiatives, educational sessions, networking events, etc.

Work with all departments to develop relevant and consistent messaging for this market related to our

industry.

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INITIATIVE: DEVELOP AN ESSENTIAL STRATEGIC BUDGET

OBJECTIVE: PRESENT A FULL FINANCIAL PICTURE THAT WILL BE NECESSARY FOR THE DESTINATION TO REAP THE

BENEFITS OF A COMPETITIVELY STAFFED AND FULLY FUNDED MARKETING AND SALES PLANS.

Strategy: Analyze Jacksonville’s competition and what resources would need to be available for Jacksonville to

compete effectively.

Tactics: Select a relevant set of competing cities.

Expand the sales and marketing reach of our destination via a more comprehensive effort that

penetrates targeted markets more deeply resulting in greater value to Jacksonville’s stakeholders and

entire community.

INITIATIVE: DEVELOP A WAY FINDING SIGNAGE INITIATIVE

OBJECTIVE: MAKE JACKSONVILLE MORE NAVIGABLE.

Strategy: Identify gaps in navigation for key attractions, neighborhoods and destination points within Jacksonville.

Tactics: Provide visitors and residents a way to provide feedback on the gaps in signage and navigation ease.

Build relationships with DOT and other city, state and federal officials that regulate signage.

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MARKETING

Overview

The marketing team is responsible for marketing, branding, communications, public relations, interactive,

publications, events and event sponsorship. All of these different segments are integrated into an annual marketing

plan that coordinates all of our resources to maximize our impact on our targeted audiences.

Discussions have begun around the community on the importance of better representing Jacksonville’s brand

essence. Visit Jacksonville will continue to lead these discussions and work to unite our community to put a plan for

brand development in place.

Our current campaign for leisure advertising focuses on Jacksonville as a water wonderland. We will continue to

focus on our natural resources as the driver for visitation. On the meetings side we have marketed the “affordable

Florida” to meetings planners. Being able to offer planners affordable meetings on the river, ocean or in close

proximity to shopping, entertainment and dining has worked well to sell this destination.

Audiences

The marketing department is integrated throughout the organization and depending on the desired outcome works

with a variety of audiences:

Primary Main Driver

Meeting Professionals Attendance

Group Tour Operators Attendance

Convention Delegates Programming and Destination Experience

Leisure visitors Getaway Experience

Media Destination Content

Third Party Vendors Financial Return

Secondary Main Driver

Visit Jacksonville Board of Directors Meaningful Community Involvement

Partners Visibility

Hospitality Community Financial Return

City Officials Results/Jobs/Tax Dollars

Civic Leaders Civic Leaders Economic Development/Community Prosperity

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INITIATIVE: IMPLEMENT AN ON-GOING ANNUAL OR SEMI-ANNUAL RESEARCH PROGRAM TO MEASURE INDUSTRY

IMPACT AND GROWTH AND MARKETING VALUE AND EFFECTIVENESS.

OBJECTIVE: TO DETERMINE THE ECONOMIC IMPACT OF THE VISITOR INDUSTRY ON THE JACKSONVILLE MARKET STRATEGY: Put in place an annual research program that measures visitor profile statistics including demographics

of both leisure and group attendees that would include spending profile statistics, length of stay, visitor spending, any attractions visited, trip purpose, means of transportation, etc. to better understand the consumer visiting our city.

Work with a research firm to evaluate how our visitation numbers translate into economic impact for the community

TACTICS: Implement a survey program in Jacksonville to measure visitation information

Use Weekly and monthly STR Reports to measure changes within Jacksonville, track year over year changes, report to partners and community

Hire a research firm to conduct annual research studies

INITIATIVE: REALIGN SALES, SERVICE AND MARKETING STRUCTURE AND ACCOUNTABILITY METRICS OBJECTIVE: ENGAGE THE SALES AND SERVICES TEAM IN ALL CONVENTION AND MEETING MARKETING DECISIONS STRATEGY: Align all of our efforts to ensure we are using the same messages and best representing the brand

essence of Jacksonville TACTICS: To discuss during bi-weekly staff meetings the efforts the organization is working together to achieve in

regards to brand essence

To have monthly strategy sessions on the marketing efforts in regards to the conventions and meetings side

To measure the result of campaigns to see what has and has not worked previously when planning for the future (Google Analytics and/or other metrics to gauge user response to advertising and other campaigns)

INITIATIVE: DEVELOP DESTINATION BRAND ESSENCE AND BRAND PRESENTATION

OBJECTIVE: CREATE AN IMAGE DISTINCTION FOR JACKSONVILLE DIFFERENT FROM OTHER FLORIDA DESTINATIONS. STRATEGY: Engage the community leaders to begin brand essence conversations.

Put a plan in place for moving forward with community engagement in the process.

Work with community organizations to adopt the brand essence results. TACTICS: Schedule regular meetings of a designated group of community leaders to begin brand essence

discussions

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Survey community leaders and members for their input on the process

Use results of the brand essence discussions in developing future advertising campaigns

INITIATIVE: INCREASE MARKET REACH AND EXPANSION

OBJECTIVE: INCREASE CITY EXPOSURE TO THE INDIVIDUAL TRAVELER BY STAFFING A BOOTH AT THE I-95 VISIT FLORIDA WELCOME CENTER AT LEAST ONE TO TWO TIMES A MONTH, AND ATTENDING ANNUAL FESTIVALS AT THE I-95 AND I-75 VISIT FLORIDA CENTERS.

STRATEGY: Increase travelers’ awareness of activities and events in Jacksonville to encourage extended visits.

Educate the traveler “passing through Jacksonville” on local events, to increase excitement and encourage a Jacksonville stopover.

TACTICS: Provide all of the necessary tools, education and staffing to deliver a visitor experience that exceeds

expectations.

Book extended hotel room night reservations “on the spot”, via laptop or iPad

Promote partner specials and direct travelers to partner websites and brochures. Leverage programs such as National Tourism Week, large annual events such as Jazz Festival and partner

special events to entice visitors to Jacksonville. OBJECTIVE: PROVIDE PARTNERS WITH STRONGER PRODUCT VALUE TO SHOWCASE OPPORTUNITIES FOR INCREASED

TRAFFIC STRATEGY: Increase revenue and room nights for our partners and provide an outstanding visitor experience

Engage partners and residents as ambassadors and advocates for Jacksonville as a visitor destination TACTICS: Participate in local events and tradeshows to educate the public, and increase awareness and

excitement about Jacksonville and all it has to offer.

OBJECTIVE: ENHANCE MARKETING EFFORTS TO ATTRACT VISITORS BY BUILDING AWARENESS AND APPEAL OF

JACKSONVILLE’S ASSETS AS AN INDIVIDUAL LEISURE VISITOR DESTINATION

GOAL: Maximize reach and frequency by doing 12 promotions annually

STRATEGY: Develop a high-impact promotions plan through media and industry Partners

TACTICS: Develop a twelve (12) month promotions plan to include a minimum of one promotion per month and

to include all target audience/markets

Create a comprehensive promotions calendar of available opportunities for Partners

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Participate in promotion programs offered by VISIT FLORIDA, encourage Partner participation to

increase Jacksonville awareness

Create and maintain a comprehensive database of media partners as it pertains to promotions

Build relationships with media representatives as it pertains to promotions

Market and promote all promotions through social media channels (Facebook, Twitter, Pinterest,

Instagram, YouTube)

OBJECTIVE: INCREASE AWARENESS OF JACKSONVILLE AS AN IDEAL DESTINATION FOR LEISURE TRAVEL NATIONALLY AND INTERNATIONALLY

STRATEGY: Reach new audiences and potential visitors to help cement Jacksonville as the premier destination for

weekend getaways, family vacations and eco-adventures

Identify and engage new target leisure audiences in key markets TACTICS: Research social media analytics to identify the location of new fans and growing audiences

Work with the local hospitality industry to identify where visitors are coming from and find the best way to engage (Social media, releases, media)

Develop a public relations plan that works in conjunction with existing marketing plans to secure editorial content in national and international publications running Jacksonville ads

STRATEGY: Identify and engage new target media markets for communication efforts in the leisure industry TACTICS: Plan and participate in at least one media mission a quarter to a new key city and meet with new media

outlets and social media influencers

Participate in new media missions with VISIT FLORIDA to new key markets for the state

Host press trips for national media from key markets and outlets

Build relationships with media representatives through media missions, tradeshows, personalized emails, media trips

Join and engage with leisure media groups such as The International Food, Wine and Travel Writers Association (IFWTWA), The Society of American Travel Writers (SATW), Florida Outdoors Writers Association (FOWA)

Expand our media database through our media measuring system

Send targeted releases such “What’s New in Jacksonville”, Events pressers and leisure releases to new media contacts in key markets

OBJECTIVE: INCREASE AWARENESS OF JACKSONVILLE AS AN IDEAL, COMPETITIVE AND AFFORDABLE DESTINATION

FOR CONVENTIONS, MEETINGS AND TRADESHOWS

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STRATEGY: Expand the reach of attendance and interest in Jacksonville as the ideal destination for corporate meetings, tradeshows and conventions

Identify and engage new target media markets for communication efforts in the meetings and

conventions industry TACTICS: Identify all the industry publications that we are not currently engaging and reach out to them to begin a

dialogue about Jacksonville

Identify and engage key meetings and convention influencers nationwide

Assist Visit Jacksonville’s Sales department in FAM trips for media planners

Compile a database of key meetings and convention writers and send targeted quarterly releases on Jacksonville’s thriving meetings and conventions scene

Update sales bid book, sales presentations

Create a database of planners with successful events in Jacksonville and collect their positive testimonials to share with media and new planners

OBJECTIVE: SPOTLIGHT OUR “WINDOW OF OPPORTUNITY” PARTNER WINDOW DISPLAY PROGRAM AT THE

JACKSONVILLE LANDING VISITOR CENTER GOAL: Have 12 different partners featured in this program annually STRATEGY: Improve the destination experience by utilizing the Jacksonville Landing Visitor Center as a vehicle to

provide information and serve as a visitor resource while educating the visitor TACTICS: Rotate partner window displays monthly OBJECTIVE: INCREASE COMMUNITY INVOLVEMENT BY SPOTLIGHTING STRATEGIC ALLIANCES WITH HOSPITALS FOR

ECONOMIC GROWTH AND DEVELOPMENT STRATEGY: Increase community involvement and awareness. Provide information to hospital information desks,

long term medical patients and their families to enhance their experience and stay in Jacksonville Connect partners with opportunities in Medical Tourism to become a “featured partner” at luncheons

and meetings, for added value and exposure to their business. TACTICS: Attend long term medical patient welcome meetings and luncheons with scheduled presentations,

multimedia, question and answer sessions, and an information table with brochures.

OBJECTIVE: ADD ADDITIONAL SIGNAGE OVER THE AIRPORT VISITOR CENTER BOOTH STRATEGY: Increase exposure and one-on-one visitor interactions Coordinate with Jacksonville International Airport to design and new signage

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TACTICS: Increase Visit Jacksonville Information Center Booth visibility by installing newly designed and additional

signage

INITIATIVE: GROW AWARENESS OF THE CITY’S LARGE SIGNATURE EVENTS AND HELP MARKET THESE EVENTS

INDIVIDUALLY.

OBJECTIVE: INCREASE MARKETING EFFORTS TO ATTRACT AND EDUCATE VISITORS OF SIGNATURE EVENT IN JACKSONVILLE

STRATEGY: Develop cooperative marketing and promotional initiatives by enlisting community organizations,

businesses and Visit Jacksonville Partners

TACTICS: Enhance content on visitjacksonville.com and onlyinjax.com through images, logos, videos and other

materials

Create itineraries and travel packages for each signature event in the Jacksonville area

Increases awareness of signature events through marketing and promotions using social media

platforms

Conduct post event surveys and analyze results to determine effectiveness of events and promotional

messages

OBJECTIVE: MAXIMIZE MEDIA EXPOSURE FOR JACKSONVILLE’S HIGH PROFILE EVENTS INCLUDING THE

JACKSONVILLE JAZZ FESTIVAL, THE GATOR BOWL, FL VS. GA, ONE SPARK AND OTHER SIGNATURE EVENTS

GOAL: Secure at least 30 articles on local, regional and national media outlets highlighting Jacksonville’s

signature events STRATEGY: Elevate the profile of Jacksonville as a vibrant and exciting destination through long-lead media coverage

of city signature events TACTICS: Incorporate key events into monthly media releases for leisure and lifestyle publications

Expand the media list that receives the “What’s Next in JAX” monthly events calendar

Continue monthly “What’s Happening in Jacksonville” events live TV segment at local TV station WTLV/WJXX

Partner with regional radio and TV stations to incorporate coverage of Jacksonville’s signature events in their online and broadcast coverage

Attend planning meetings with organizers of signature events

Develop close relationship with the city’s Office of Special Events to maintain effective communication on events and plan changes

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Coordinate and attend quarterly meetings with the city’s Office of Special Events and Visit Jacksonville Marketing and Communications staff

OBJECTIVE: CAPITALIZE ON THE SUCCESS OF ONE SPARK TO GENERATE ADDITIONAL AWARENESS TO JACKSONVILLE

AND INCREASE BUSINESS OPPORTUNITIES IN THE JACKSONVILLE REGION STRATEGY: Utilize the main Visitor Center in Downtown Jacksonville as a venue for One Spark creators. Commit to

foster environments of creativity and innovation by showcasing artists, entrepreneurs and innovators from around the world for five days every spring

TACTICS: Promote One Spark using social media, posters and brochure distribution Promote One Spark throughout the year at other events such as Art Walk to feature “creator success

stories”

INITIATIVE: INCREASE NATIONAL EARNED MEDIA EXPOSURE FOR JACKSONVILLE

OBJECTIVE: INCREASE NATIONAL EARNED MEDIA EXPOSURE FOR JACKSONVILLE AS A LEISURE AND GROUP TOUR DESTINATION

GOAL: Place at least two (2) leisure articles in national lifestyle publications annually, two (2) group tour

leisure articles in group tour publications, five (5) leisure articles in the 5-hour drive market, ten (10) leisure articles in the local/regional market

STRATEGY: Increase the Jacksonville earned media footprint to surpass the internal Visit Jacksonville

communications budget and place Jacksonville amongst the top leisure and group tour destinations in Florida

Target leisure and group tour media

TACTICS: Update and maintain leisure and group tour media database

Host leisure and group tour media trips, at least two trips annually (large group trips)

Host at least one leisure or group tour journalist a month (individual trips)

Create a monthly release to deliver to local, regional and national leisure media outlets with relevant destination updates, images and content (marketing piece)

Create and deliver specific pitches and relevant timely information to targeted media outlets daily (or as needed)

Create and deliver “What’s New in JAX” quarterly publication updating media on the latest Jacksonville attractions, events, and relevant information

Attend media missions in target media markets

Initiate and maintain meaningful relationships with key leisure and group tour media outlets

Track all media coverage in leisure and group travel magazines and report to staff and partners on it

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OBJECTIVE: INCREASE NATIONAL EARNED MEDIA EXPOSURE FOR JACKSONVILLE AS A CONVENTION, MEETING AND

TRADESHOW DESTINATION GOAL: Place in national, regional and 5-hour drive market for convention trade publications: At least two (2)

convention/meetings long-lead feature articles in national publications, two (2) sports events long-lead articles in sporting national publications, four (4) Jacksonville meetings/convention mentions in convention trade national publications

STRATEGY: Target convention trade media and convention planners publications TACTICS: Create a monthly release to deliver to local, regional and national convention trade publications with

relevant destination updates, venue changes, important dates, big meetings images and content

Update and maintain convention trade media database

Initiate and maintain meaningful relationships with key convention trade media outlets

Host convention trade media trip to Jacksonville

Attend convention trade media missions to target markets

Track all media coverage in leisure and group travel magazines and report to staff and partners on it INITIATIVE: DEVELOP A PROGRAM THAT OFFERS VISITORS A MORE INTERACTIVE EXPERIENCE IN JACKSONVILLE

PARTNER ACTIVITIES AND ATTRACTIONS.

OBJECTIVE: INCREASE OUR VISITOR CENTER OUTREACH PROGRAMS TO IMPROVE GUEST INTERACTIONS AND AWARENESS.

GOAL: 2% increase in interactions with visitors during the next fiscal year. STRATEGY: Utilize our outreach program and Visitor Centers as a vehicle to provide information, and serve as a

visitor resource. TACTICS: Schedule a minimum of two tradeshows a year at the Airport Participate in local business tradeshows, Employee Benefit Fairs, etc. OBJECTIVE: ENSURE KEY TOUCH POINTS FOR LEISURE VISITORS ARE EFFECTIVE SELLING TOOLS FOR JACKSONVILLE GOAL: Service and reach over 120,000 visitors a year through our Visitor Centers and outreach programs STRATEGY: Increase awareness of Visit Jacksonville’s Visitor Centers to frontline staff, residents and visitors. TACTICS: Continue distribution of visitor guides to maximize reach and impact on potential visitors.

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OBJECTIVE: CREATE AN EXCLUSIVE DESTINATION VALUE CARD PROGRAM FOR JACKSONVILLE AND SURROUNDING AREAS THAT VISITORS ARE ABLE TO USE WHILE EXPLORING THE DESTINATION

STRATEGY: Develop cooperative marketing and promotion initiatives for Value Card

Improve visitor experiences by exciting front-line hospitality employees to turn every visitor encounter into a positive one

TACTICS: Encourage Partner participation to increase awareness of the Jacksonville products

Create ongoing and consistent external communication to Partners to ensure alignment and continued momentum for the destination discount card program that services Jacksonville in being a competitive, tourism-focused destination

Conduct Partner surveys

Educate front-line staff and all Partners with marketing material for guest to use while in the destination

Analyze results to determine effectiveness of program and promotional messages Develop a front line staff participation program to educate them on things to do in the area

OBJECTIVE: BUILD AWARENESS AND APPEAL OF JACKSONVILLE’S UNIQUE PRODUCTS THAT AN INDIVIDUAL LEISURE

VISITOR CAN ONLY EXPERIENCE IN OUR CITY

GOAL: To increase annual website visitation to onlyinjax.com to over one-hundred and fifty (150,000) thousand annual visitors

STRATEGY: Develop and implement an OnlyInJax Overnight travel package specific to the destination

Develop cooperative advertising and promotion initiatives

Increase awareness about area attractions among frontline staff, residents and visitors

Develop an OnlyInJax package template for all accommodation Partners Increases awareness through marketing and promotions using social media platforms

TACTICS: Create a standard rate and/or percentage off for the OnlyInJax package

Encourage Partner participation to increase awareness of the Jacksonville products

Develop compelling content on visitjacksonville.com that is promoted through all channels on visitjacksonville.com and onlyinjax.com

Utilize social media as a vehicle to expand reach and drive traffic to the deals section of visitjacksonville.com

Develop communications pieces to educate frontline staff, residents and visitors of OnlyInJax information

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OBJECTIVE: DEVELOP AN INTERACTIVE VISITOR EXPERIENCE PROGRAM THAT GUIDES LEISURE TRAVELERS TO

EXPERIENCE FREE THINGS TO DO IN JACKSONVILLE STRATEGY: Increase awareness of our visitor centers through marketing and promotions using social media

platforms

TACTICS: Increase awareness of Visit Jacksonville’s visitor services via the Visitor Center locations through

supporting a free gift after participation in the program

Increase presences on Pinterest through the program’s inclusion of photography encouragement at

each free landmark

Continue to encourage Partners to market and sell their visitor experiences

Create suggested itineraries, marketing material and website content

Blog posts

INITIATIVE: EXPAND MARKETING/SALES RESOURCES

OBJECTIVE: TO GROW RESOURCES AVAILABLE TO USE IN MARKETING BOTH TO THE LEISURE MARKET AND THE MEETINGS AND CONVENTION MARKETS

STRATEGY: To find ways to extend the budget by buying multiple months with a certain media outlets and being

sure added value opportunities are available with each buy TACTICS: Negotiate with media companies to get the most for each dollar spent

Only invest in media that can show a quick return on investment

Create an essential strategic budget to explore additional resources needed and the value of these to the organization

To develop an annual audit program to measure success of current resources and reevaluate

INITIATIVE: ADVANCE THE LATEST TECHNOLOGY IN ORDER TO KEEP VISIT JACKSONVILLE EFFICIENT AND COMPETITIVE

IN BOTH SALES AND MARKETING

OBJECTIVE: TO HAVE THE MOST CURRENT WEBSITE WITH STATE-OF-THE-ART FEATURES GOAL: To increase annual website visitation to over One (1,000,000) million annual visitors STRATEGY: Constantly upgrade and develop our website to be the best possible resource for a visitor to use in the

planning process TACTICS: Reskin the website to change the look and feel of the site without completely redesigning our site

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Redesign the meetings section of the website to include venue search by size

Redesign the special offers section of the sight

Redesign the itinerary section of the sight to be more interactive

STRATEGY: Make sure all of our sites and feature have the latest mobile technology

TACTICS: Review annually the newest devices on the market to be sure our sites are fully capable of functioning at

the best output

Implement new mobile features including walking tours, audio tours, apps, etc. that make sense for the

destination

Develop internal education sessions for staff on website features

OBJECTIVE: ENCOURAGE WEBSITE AWARNESS AND RESOURCES AMONG STAFF STRATEGY: Direct callers to Visit Jacksonville website for additional information on hotels, attractions, and events TACTICS: Educate Visitor Center staff on Visit Jacksonville website and its content to be an effective

communicator

Explore options for new booking engine for website to increase partner bookings, package options and

for use during Special Events for online bookings

OBJECTIVE: ENSURE OVERALL CONSISTENCY OF BRANDING EFFORTS, IMAGERY AND VIDEO ON

VISITJACKSONVILLE.COM

STRATEGY: Strengthen Jacksonville in the minds of leisure travelers and meeting professionals as a premier

destination for leisure travel, conventions, meetings and tradeshows

TACTICS: Create a user friendly online image and video library for Visit Jacksonville Partners and meeting planners

Provide current images of the destination that is consistent with current brand and graphic standards

OBJECTIVE: BUILD AWARENESS AND APPEAL OF JACKSONVILLE’S ASSETS AS AN INDIVIDUAL LEISURE VISITOR

DESTINATION

STRATEGY: Increase the number of itineraries on visitjacksonville.com

Increase traffic and unique visitor to visitjacksonville.com and onlyinjax.com to generate leisure hotel

booking and package interest

TACTICS: Improve the itineraries section of visitjacksonville.com to be more a more productive selling tool

Create seven (7) new district itineraries, five (5) new attraction itineraries, four (4) outdoors and nature itineraries and additional itineraries which support focus markets

Collaborate with Partners to create sponsored itineraries

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Blog posts Promote itineraries through social media channels (Twitter, Facebook, YouTube, Pinterest and

Instagram) Build additional engagement through visual itineraries using the image and video libraries OBJECTIVE: INCREASE JACKSONVILLE’S DESTINATION APPEAL THROUGH OUR SOCIAL MEDIA PRESENCE

GOAL: Increase our social media presence on Twitter to 15,000 followers

Organically grow Visit Jacksonville’s Facebook fan base, Pinterest followers and Instagram community

STRATEGY: Engage followers in and out of market to increase awareness of Jacksonville as a premier leisure

destination

Engage and retain new social media followers

TACTICS: Develop and implement a social media strategy in order to reach a broader customer audience that

plans leisure trips

Create a new social media account via Instagram

Market and promote all social media channels on advertising campaigns and contest

Leverage planning tools on visitjacksonville.com website through social media channels

Build engagement and interaction through existing Visit Jacksonville social sites (Facebook, YouTube,

Pinterest and Instagram)

Create weekly content calendars

Drive traffic to Visitjacksonville.com using special URL’s

Identify and work with new followers to cross promote Visit Jacksonville promotions, contest and city

signature special events

Monitor current social media trends

Utilize Twitter as a resource for identified conventions, trade shows, sporting events and special events

Create relevant updates for all social media platforms

Monitor and facilitate conversations in social media platforms that engage existing fans Assist in the developing of new social media promotions that attract new followers to our sites

OBJECTIVE: CREATE NEW AND RELEVANT CONTENT ON ALL DIGITAL PLATFORMS TO INCREASE AWARENESS OF THE

MANY ATTRACTIONS, SERVICES AND INFORMATION RELATED TO OUR DESTINATION

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STRATEGY: Update all digital content on websites and social sites TACTICS: Generate new content for VisitJacksonville.com and OnlyinJax.com websites

Update media section of the Visit Jacksonville website

Generate new blogs for the blogs section of Visit Jacksonville.com

Generate, update and maintain social media sites with fresh content daily

INITIATIVE: DEVELOP A CAMPAIGN FOCUSED ON THE INFLUENCE LEADERS, BUSINESSES AND LOCAL CITIZENS CAN

HAVE IN BRINGING MEETINGS, CONVENTIONS AND CONFERENCES TO JACKSONVILLE IN THE FUTURE. (BRING IT

HOME!)

OBJECTIVE: TO GROW THE AWARENESS WITH COMMUNITY LEADERS AND INFLUENCERS ON THE VALUE OF THE VISITOR INDUSTRY AND THE BENEFIT THE MEETINGS THEY ATTEND ANNUALLY COULD BRING HOME TO OUR COMMUNITY

STRATEGY: Implement a local campaign to grow awareness of the visitor industry and how locals could assist play a

role TACTICS: To use local media to grow awareness for the industry and this campaign

To put together a advertising campaign speaking to the local community through both business outlets and community publications To develop a recognition program for community members that participated and brought business to our city

To have a presence on our website and local community organizations sites to improve awareness

To develop collateral to be used when talking to community members on this initiative and the benefits to our city

INITIATIVE: DEVELOP A WAY FINDING SIGNAGE INITIATIVE OBJECTIVE: MAKE IT SIMPLER FOR VISITORS TO OUR CITY TO FIND THEIR WAY AROUND AREAS OF THE CITY Strategy: Establish a group of community and hospitality leaders dedicated to this signing initative Tactics: Create a list of way finding signage shortcomings Create a critical path timeline for updating our Jacksonville way finding signage

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FINANCE/ADMINISTRATION

OBJECTIVE: MAINTAIN FINANCIAL INTEGRITY OF THE ORGANIZATION

Strategy: Provide financial reports that are timely, accurate and that contain information that provide support for

sound financial decision making.

Tactics: Close monthly financial accounting system within 15 days of month end, ensuring that all general ledger

accounts are accurate and reasonable.

Strategy: Complete the annual financial statement external audit no later than January 31 with no material

adjustments and an unqualified opinion.

Tactics: Prepare accurate work papers for external auditors on a timely basis.

Assist external auditors in all aspects of the audit.

Strategy: Manage financial performance in order to meet annual budget.

Tactics: Work closely with department heads to prepare accurate and realistic budget.

Provide accurate and meaningful information to department heads to help them manage their budgets

and make timely financial decisions.

Work closely with department heads throughout the fiscal year to ensure that spending is managed and

no budget deficits are created.

OBJECTIVE: MAINTAIN AN ORGANIZATION WITH OPERATIONAL INTEGRITY

Strategy: Maintain an experienced staff dedicated to carrying out the vision and mission of Visit Jacksonville.

Tactics: Seek out and offer educational and training opportunities for all employees.

Compare salaries and job descriptions with other CVBs and similar nonprofits to ensure that we are

realistic and competitive.

Strategy: Ensure employees are satisfied with their work environment, and remain positive ambassadors for Visit

Jacksonville.

Tactics: Maintain and enforce a clear, concise employee handbook that is applied consistently and fairly.

Ensure that employees have resources and venues for addressing human resources issues.

Strategy: Provide a quality benefit program to employees.

Tactics: On an annual basis, analyze all employee benefits, including health, dental, life and disability insurance

as well as 401K policy, PTO policy, etc., in order to offer employees a comprehensive benefit package.

Strategy: Maintain latest technology tools to keep Visit Jacksonville current, efficient, and high performing.

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Tactics: Establish a comprehensive training plan for our industry based CRM system.

Obtain feedback from staff on technology needed to allow Visit Jacksonville to remain competitive in the

marketplace.

Engaging the expertise of an outside technology consulting firm(s), develop and implement a plan to

ensure that Visit Jacksonville is an industry leader in cutting edge technology.

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EXECUTIVE STAFF

Overview

Visit Jacksonville sales and marketing initiatives contribute to economic development, improved quality of life and

greater prosperity for all who reside in N.E. Florida. Increased visitor spending creates more local jobs and

generates higher tax revenues for the entire City of Jacksonville.

Hospitality and leisure are 12% of the local economy. In Duval County, the total economic impact of the visitor

industry is over $3 billion and supports more than 43,000 tourism-related jobs.

OBJECTIVE: DISTINGUISH JACKSONVILLE FROM COMPETITORS FOR A BROAD RANGE OF ECONOMIC

DEVELOPMENT AGENDAS INCLUDING TOURISM, ATTRACTING AND RETAINING TALENT, VENTURE

CAPITAL EXPANSION, BUSINESS RETENTION AND BUSINESS DEVELOPMENT

Strategy: Elevate the connection between the economic impact of the visitor industry to all other community economic development efforts

Tactics: Conduct bi-annual tourism industry research to demonstrate the growing economic impact of

tourism to Jacksonville Create greater awareness of the mission of Visit Jacksonville and the value of the visitor industry to

our community Strategy: Be a leader in the Jacksonville brand marketing and image collaborative effort Tactics: Create a collaborative community visioning process Support international sales and marketing efforts including participation with VISIT FLORIDA, The

PLAYERS Championship, The Jacksonville Jaguars London Games, The Gator Bowl, JAXPORT, while working with the Jacksonville Airport Authority to secure increased direct international air service

Recruit and engage select community leaders to build a 5 year aspirational plan for Jacksonville built

around the collaboratively built vision for our community; establish desired 5 year outcomes and benchmarks

Strategy: Engender greater community and corporate influence, support and engagement Tactics: Evaluate a process to attract, retain and engage the appropriate community leaders to our Visit

Jacksonville Board of Directors to create greater board influence, effectiveness and engagement Revise the board orientation program to better educate incoming board members Create a greater level of engagement with the Tourism Development Council Assign each staff member of Visit Jacksonville to serve on the board of organizations, committees or

task forces within the community that have a direct correlation to the Visit Jacksonville mission

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Develop stronger personal relationships with corporate and political leadership Develop a stronger relationship with SMG top leadership Create a N.E. Florida Tourism Alliance Strategy: Create a collaborative Community Visioning/Community Alignment Process

Tactics: Identify community leaders interested in Jacksonville economic development Convene these leaders on a regular basis Build community ownership for the alignment program/process Create editorial boards related to Visit Jacksonville’s role in our community Strategy: Attain the resources necessary to compete in the global travel market Tactics: Establish and present an essential strategic budget required to successfully compete with our primary

destination competitors in the hospitality industry Explore opportunities for alternative or additional funding for selling marketing or promoting destination

Jacksonville through new non-dues and non-bed tax revenue streams

Strategy: Create a Five-Year Aspirational Plan

Tactics: Engage key political, civic and private sector leaders in building the aspirational plan for our community

Create a critical path action plan/timeline for creating the aspirational plan