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FRIDAY, MARCH 27, 2015 | 8:00 a.m.ACVB - BOARD ROOM
EXECUTIVE COMMITTEE MEETING
CALL TO ORDER
DARYL EVANSCHAIRMAN OF THE BOARD AND EXECUTIVE COMMITTEE
DESTINATION REPORT
MARK VAUGHANEVP & CSO
• Through February we are running 102% of our room night goal and 109% of our lead goal
• Demand share growth (YTD 2015) +.19 (6.09%) in the top 25 markets and +.23 (10.09%) in the top 15
Direct Sales Events
• Envision Anaheim• Destination Showcase Washington DC• ASAE Springtime Washington DC• Final Four Indianapolis• GAMPI Atlanta• SGMP Minneapolis• Sports Commissions Mobile• Helms Briscoe Las Vegas• Pow Wow Orlando
Key Sales Activities
February 2015 YTD Occupancy
2014 2015
ACVB Tax Revenue City of Atlanta
68.3% 71.8%
Hotels w/500+ rooms
68.6% 73.8%
Hotels within 1-mile radius of GWCC
66.5% 71.4%
Metro Atlanta 64.2% 68.2%
Source: STR
Atlanta Occupancy – February
2015
MAJOR GROUPS FOR FUTURE YEARS
Additional Rooms 44,708
Grand Total 105,556
Note: These numbers differ slightly from the
Productivity Report due changes in room blocks
and distribution of booking credit.
February 2015
BOOKINGS
2015 YTD
Additional Rooms 64,309
Grand Total 348,524
Green Up = 10% above average
Orange Equals = Within 10% +/- of average
Red Down = 10% below average
MARKETING REPORT
ANDREW WILSON EVP/CMO
Q Goal Actual YTD YTD vs Goal
Atlanta.net
Traffic (Site Visits) 1,243,948 1,188,691 -4.4%
Page Views 4,104,020 3,376,943 -17.7%
Referrals to Member Sites 335,866 280,651 -16.4%
Social Media Awareness 12,000,000 8,153,691 -32.1%
Social Media Affinity 105,000 58,854 -43.9%
Campaign ImpressionsLeisure Campaigns N/A N/A N/A
Group Campaigns N/A N/A N/A
MARKETING DASHBOARD
Year Ago Actual YTD YTD vs YA
Atlanta.net
Traffic (Site Visits) 1,130,862 1,188,691 5.1%
Page Views 3,908,590 3,376,943 -13.6%
Referrals to Member Sites 391,554 280,651 -28.3%
Social Media Awareness 13,196,079 8,153,691 -38.2%
Social Media Affinity 108,432 58,854 -45.7%
Campaign ImpressionsLeisure Campaigns N/A N/A N/A
Group Campaigns N/A N/A N/A
MARKETING DASHBOARD
Commentary on Marketing Metrics
• Web Traffic Page Views were in decline due to the deliberate design changes – more content per page (-5% 2014 vs. 2013) but we plan to stabilize and reverse this trend +5%
• Member page referrals are being negatively impacted by the following:• Google has made significant changes to their search results,
depressing our member pages in indexing• Users have been educated to use natural language queries
• Social goals have been refined to better fit the way we need to run the business:
• Based on very limited data set (last two months of 2014)• Channel uncertainty – Facebook continues to evolve their platform
STRATEGIC PLAN
WILLIAM PATEPresident & CEO, ACVB
KEN BERNHARDTRegents Professor of Marketing Emeritus, GSU
Atlanta Convention & Visitors Bureau
Strategic Plan Results2012-2014
ACVB MISSION:
To sell and market metro Atlanta and Georgia globally as the
premier conventions, meetings and tourism destination in the
regional, national and international marketplace and favorably
impact the Atlanta economy through conventions and tourism.
ACVB VISION:
To be the most hospitable convention city in the U.S. that is
the easiest with which to do business.
Main Objective:
925,000 Goal* Grew from three year average of 790k to 870k
Overall ObjectiveGrow room nights booked per year (for 2500+ room nights) from an average of 771,500 to 925,000.
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2009 2010 2011 2012 2013 2014
Roo
m N
igh
ts B
oo
ke
d
3-Yr Average: 790K
3-Yr Average: 870K
Strategic Priority #1:
3 Year Average 5000+ on Peak* Grew from a 3 year average of 15 per year to 19 per year
* 30% of business secured is new business to Atlanta
* Hosted ASAE annual meeting resulting in 19 confirmed bookings and over 325,000
secured room nights
Grow large meetings (5000+ room nights) from an average of 15 per year to 20 per year by 2015.
0
5
10
15
20
25
2009 2010 2011 2012 2013 2014
# o
f G
rou
ps H
oste
d 3-Yr Average: 15
3-Yr Average: 19
Strategic Priority #2:
Conversion
* Grew conversion rate from 3 year average of 12% to 17%
* Restructured key services and marketing resources
* Launched marketing campaign at ASAE annual meeting
* Created process to identify key tentative opportunities during need periods
Increase the lead-to-conversion ratio on mid-size meetings (1200-4999) from 15% to 20% by 2015.
0%
5%
10%
15%
20%
25%
2009 2010 2011 2012 2013 2014
Co
nve
rsio
n R
ate
3-Yr Average: 12%
3-Yr Average: 17%
Conversion = Booked / (Booked + Lost + Cancelled)
Strategic Priority # 3:
Grow International visits from receptive operators
by 10%* Grew overall visits from 53,917 to 94,012
* Hosted International Showcase
* Entered into a co-op agreement to market to International visitors with Nashville and
New Orleans
Strategic Priority # 4:Use technology to deliver to consumers, meeting
planners, and stakeholders engaging and compelling
destination content when, where, and how they want it
Use technology to deliver to consumers, meeting planners, and stakeholders
engaging and compelling destination content when, where, and how they want it
Process
• Conducted research
• Focus groups and interviews – meeting planners, stakeholders
• Workshops with Convention Sales and Service staff
• Online survey for baseline usability
• Detailed review of web analytics and search interest
• Competitive audits
• Brought in North Highland Consulting
• Recommendations/road map for web site environment
• Recommendations for CRM (in progress)
Results
• Implemented new content management system
• Launched new responsive design Atlanta.net and AtlantaMeetings.com
• Outsourced web hosting environment (in progress)
• Added marketing staff position to optimize member content
• Invested +$600k in capital
• Website traffic up +68% 2014 vs. 2011
Vision 20205 Year Strategic Plan
ACVB MISSION:
To sell and market metro Atlanta and Georgia globally as the
premier conventions, meetings and tourism destination in the
regional, national and international marketplace and favorably
impact the Atlanta economy through conventions and tourism.
ACVB VISION:
To be the most hospitable convention city in the U.S. that is
the easiest with which to do business.
STRATEGIC PRIORITIES
Targeted focus to optimize the city by increasing meetings booked with room nights between 2500 and 5000 room nights on peak
which will add 50,000 room nights per year
By the end of 2015 finalize and begin executing a plan to
increase member engagement
“Mobile First” Design Approach:
Shift interactive design and
content delivery to focus on
mobile first, before desktop, and
optimize to smaller screens and
differing needs
Continue emphasis on growth of visitation from Europe and Latin
America and dramatically increase our focus on China doubling
visitation by Chinese visitors to 100,000 annually
Key Initiatives• Align ACVB sales process with GWCC revenue management
strategy
• Highly targeted Atlanta Updates and key sales initiatives
toward groups of 2500 to 5000 room nights on peak
• Identify strategic partner that influences conventions in order to
optimize GWCC and fill gaps in hotel room demand
• Fully define member engagement around mutually beneficial relationships,
program involvement across ACVB functional areas, and member
satisfaction
• Research and determine relevant benchmarks for measurement of member
engagement
• Implement programs and initiatives to increase engagement and measure
against benchmarks
Vision 2020 5 Year Strategic Plan
Targeted focus to optimize the city by increasing meetings with room nights
between 2500 and 5000 room nights on peak which will add 50,000 room nights
per year
By the end of 2015 finalize and begin executing a plan to
increase member engagement
“Mobile First” Design Approach: Shift
interactive design and content delivery
to focus on mobile first, before
desktop, and optimize to smaller
screens and differing needs
• Map content and functionality to mobile device use case
scenarios and identify gaps
• Prioritize site sections for enhanced mobile device design
layouts
• Establish reporting to monitor mobile access and performance
of Atlanta.net.
• Develop consumer satisfaction survey to ensure equal
satisfaction across platforms
• Rhythms of the South – Continue the successful international marketing
alliance of Atlanta, Nashville and New Orleans by expanding target
markets and furthering our consumer and trade outreach
• Delta Stopover-work with Delta Air Lines on developing program that
promotes Atlanta as a 2-3 day stopover destination, focusing on Atlanta’s
shopping and tourism assets
• Invite key Chinese travel trade to visit Atlanta and investigate hosting
targeted industry events that focus on the Chinese market
• Continue work with Brand USA to leverage Atlanta’s international
presence in key international markets
Continue emphasis on growth of visitation from Europe and Latin
America and dramatically increase our focus on China doubling visitation
by Chinese visitors to 100,000 annually
Strategic PrioritiesOVERALL
OBJECTIVE
While continuing
objective to reach a
minimum
925,000room nights for
meetings greater than
2500 room nights on
peak, also maintain a
minimum of
20city wide bookings in
each year for 5000
room nights and
greater on peak
•Rhythms of the South – Continue the successful international marketing alliance of Atlanta, Nashville and New Orleans by expanding target markets and furthering our consumer and trade outreach.
EPRESIDENT’S REPORT
WILLIAM PATE
OLD BUSINESS
NEW BUSINESS
ADJOURN