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8/14/2019 Marketing Plan Packer
1/23
Packer Country Strategic Destination Plan20052007
Packer Country Visitor & Convention Bureau
(PCVCB)
8/14/2019 Marketing Plan Packer
2/23
Plan Outline
Page
Introduction _________________________________________________ 1
Purpose, Benefits and Uses _____________________________________________ 1
Packer Country Visitor Destination Situation ______________________ 2
Past Accomplishments _________________________________________________ 2
Key Issues____________________________________________________________ 2
SWOT Analyses and Conclusions ________________________________________ 3
Main Challenges _______________________________________________________ 7
Critical Factors for Destination Success ___________________________________ 7
Packer Country VCB Purpose and Future Direction __________________ 8
Destination Vision _____________________________________________________ 8
Organization Vision ____________________________________________________ 8
Destination Positioning _________________________________________________ 9
Mission, Organization Philosophy and Customer Commitment _______________ 10
Strategic Goals _______________________________________________________ 11
Packer Country Strategic Destination Outlook ____________________ 12
Three-Year Strategic Initiatives__________________________________________ 12
Appendices_________________________________________________ 18
PCVCB Strategic Planning Participants and Planning Facilitator______________ 18
PCVCBOur Purpose and Future Directions______________________________ 20
PCVCBStrategic Planning Workshop Notes_____________________________ 21
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Introduction
Purpose, Benefits and Uses
The following Packer Country Visitor & Convention Bureau (PCVCB) Strategic Destination Plan
has been prepared based on seven workshop sessions held on September 30 and October 25/26, 2004and January 5 and February 16, 2005 with the Board of Directors and Management Team. During
this time period, the Strategic Plan facilitator and/or Packer Country VCB President were also ableto conduct four public sessions on October 26, 2004, January 6 and 28 and February 16, 2005 with
over 50 participants to discuss various topics relevant to the current issues and future potential of
tourism in Packer Country. For acknowledgement purposes, Packer Country includes thecommunities in Greater Green Bay (Green Bay, Ashwaubenon, Howard, De Pere and Allouez),
Lakeshore (Algoma, Kewaunee, Mishicot and Two Rivers), and the Oneida Nation. The purpose of
the strategic plan was five-fold:
1. To gain a clear understanding of the visitor industry and its current situation in Packer Country
and opportunities for new development and marketing
2. To identify the critical issues and challenges relative to the destination and PCVCB
3. To determine the Packer Country destination vision and PCVCB vision, mission and long-termgoals
4. To specify the PCVCB strategic goal programming and assigned responsibilities
5. To acknowledge the critical factors in the success of the PCVCB and Packer Country tourism.
The Strategic Destination Plan is to be used as a directional and guideline document for the effective
leadership and marketing communications efforts of the Packer Country Visitor & ConventionBureau. Its intent is to provide a sharp focus and a clear and consistent direction for the PCVCB and
Packer Country tourism over the next three years.
Details on the components of the Strategic Destination Plan follow.
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Packer Country Visitor Destination Situation
Past Accomplishments
Based on meeting discussions and a review of past reports, the key accomplishments of the PCVCB
over the past five years were determined to be the following:
A regional tourism strategy and accompanying office was initiated in 2001 to expand the
marketing efforts of the Green Bay area and Lakeshore communities
In 2003 the VCB administrative office was moved with an expanded visitor information center
presence in the Brown County Arena
A co-leader in the development of new and expanded entertainment/sports venues and events
The introduction of a Preferred Partners program and a new VCB volunteer corps
The continued development of the VCB website with online packaging and event housingcapability
A stronger focus on citywide event sales, both meeting and sports and a higher community
relations profile.
Key Issues
Similarly, the current issues identified as affecting the tourism marketing and development of Packer
Country are as follows:
Concerted effort in the redevelopment of downtown Green Bay with riverfront access
Enhanced Packer Country brand interpretation and investment
Better integration of visitor entertainment districts/areas in the region
Redevelopment and future prospects of the Brown County Veterans Memorial Complex
Need for improved hospitality service delivery
Development of an expanded visitor information distribution system (welcome centers andsatellite offices/kiosks)
Identification of best special interest/niche marketing opportunities
Better industry marketing strategy regarding Packers schedule and publicity activities
Continued VCB Preferred Partners program development
Further industry collaboration and new partnership formation, especially at the State and
corporate levels.
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Packer Country Visitor & Convention Bureau
SWOT Analyses and Conclusions
To add specifics to these issues, SWOT (strengths-weaknesses-opportunities-threats) analyses were
conducted from a tourism perspective and covered commentary on product development (both
Greater Green Bay and Lakeshore), marketing (both to visitors and local audiences) and on the VCBorganization. These analyses follow with conclusions.
Visitor Product DevelopmentGreater Green Bay
Strengths(present advantages)
Year-round entertainment offerings (Lambeau Field,Resch Center, Weidner Center and Oneida Bingo andCasino)
Expanded Radisson Hotel and Convention Center
Recognition of Green Bay brand
Good variety of family attractions
Excellent sports facilities
Weaknesses(present disadvantages)
Internal competition among communities(e.g., Green Bay and Ashwaubenon)
Poor perception of downtown Green Bay
Insufficient quality lodging in downtown area
Inadequate internal accessibility
Outdated Brown County Arena
Opportunities(potential advantages)
New downtown Green Bay redevelopment proposal
Brown County Arena best use
KI Center product expansion
Lambeau Field .05 sales tax use after 2013 Ashwaubenon Pedestrian Walkway
Festival grounds for ethnic celebrations
Threats(potential disadvantages)
Lambeau Field Atrium competitive position
More parking in downtown Green Bay andstadium districts
Retail exodus from downtown Green Bay
Group business cannibalization amongdistricts/communities
Given the visitor product development SWOT analysis for Greater Green Bay above, it was
generally found:
1. Improve the product and traffic integration among communities/entertainment districts
2. Provide support to new visitor product development based on needs and financial viability
3. Need for a comprehensive capital investment funding strategy, including identified visitorproduct development (i.e., Brown County Veterans Memorial Complex)
4. More attention be given to downtown Green Bay redevelopment (waterfront and city corerealignment).
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Visitor Product DevelopmentLakeshore
Strengths(present advantages)
Unique community character/marine culture
Community Main Street improvements
Proximity to Lake Michigan and related visitoractivities (e.g., charter fishing, diving, birding,etc.)
Improved museums in area
Weaknesses(present disadvantages)
Communities spread over 40 miles
Absence of year-round attractions
Insufficient quality lodging
Lack of anchor events/attractions
Minimal customer service skills
Poor communications/interest among communities
Opportunities(potential advantages)
Communities working better together
More tour development
Partnerships with adjacent counties/cities(Door and Manitowoc)
Winter events/festivals
Winter Park skiing/tubing
Threats(potential disadvantages)
Animosity/pressure from Manitowoc visitorindustry/community
Lack of snowfall
Old age of attractions/visitor properties
Lack of interest in Packer Country efforts
Communities doing their own thing
No Lake Michigan beach reclamation program
Given the visitor product development SWOT analysis for the Lakeshore area above, it was
generally found:
1. Develop day and overnight hub and spoke tours
2. Improve the communications among communities and also with the VCB
3. Expand regional partnership arrangements with adjacent counties/cities
4. Need for less weather dependent attractions/events with related promotions.
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Packer Country Visitor & Convention Bureau
Visitor and Local Audience Marketing
Strengths(present advantages)
Green Bay Packers international brand recognition
Excellent visitor attractions/facilities (Lambeau,
KI, Radisson and Resch) Stable VCB funding
VCB Preferred Partners program
VCB website development with online packaging
Community education programs (Be A Tourist,See For Yourself and Tourism Tuesday)
Weaknesses(present disadvantages)
Insufficient marketing budget
Industry partners limited use of technology
Lack of public/partner understanding of VCBmission
Low level of Packer Country community/regionaltogetherness
Opportunities(potential advantages)
Unified visitor information distribution system,including welcome center and signage
Further VCB website improvements
New marketing partnerships
Frontline industry training
Destination concierge services Sports market potential
Threats(potential disadvantages)
New competition (e.g., Blue Harbor Resort,Appleton/Fox Cities Expo Hall and OshkoshConvention Center)
Continued VCB funding source
Little control of district and facility developmentfutures
Given the visitor and local audience marketing SWOT analysis above, it was generally found:
1. Continue the development of the Preferred Partners program with effective operating policies
2. Prepare and implement a visitor information distribution system strategy (welcome centers andsatellite offices/kiosks)
3. Heighten the Packer Country and VCB brand awareness
4. Need for a stronger relationship with Packer Country communities.
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Packer Country VCB
Strengths(present advantages)
Professional staff core
New partnerships developed
Packer Country brand
$1.7 million budget
Weaknesses(present disadvantages)
Low community profile (RTO versus VCBconfusion)
Non-optimal organizational structure
Opportunities(potential advantages)
New administrative office/welcome centerlocation
Further development of Preferred Partnersprogram
Better visitor communications
Building local relationships
Expanded State Tourism programming
Stronger technology application
Threats(potential disadvantages)
Long-term financial stability
Lakeshore communities partnership continuance
Brown County Arena implications
State room tax legislation changes
Given the VCB organization analysis above, it was generally found:
1. Further increase the visibility of the VCB through a stronger visitor information center presenceand an ongoing active community outreach program
2. Continue to reinforce the benefits and value of investing in the Preferred Partners program andPacker Country brand
3. Clarification of strategic direction and roles relative to event development and marketing.
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Main Challenges
Given the above SWOT analyses and related session commentary, it was generally understood that thetop challenges facing the PCVCB are as follows:
1. A more supportive attraction, event and tour development and marketing strategy
2. Development of an integrated regional visitor information distribution system (welcome centersand satellite offices/kiosks)
3. Enhanced investment in the Packer Country experience/brand platform
4. Higher VCB and visitor industry advocacy at the community level
5. Continued valued improvements to the Preferred Partners program
6. New partnership formations at the community and district levels with new visitor projectsidentified.
Critical Factors for Destination Success
The critical factors that need to be focused on for Packer Country tourism and PCVCB future success
were identified to be the following:
Packer Country Tourism
Better interpretation of the Packer Country brand
Focusing on year-round family entertainment experiences
Developing unique and integrated visitor communities/districts
Forming nontraditional/corporate partnerships
Stronger tie-in to the Packers tradition heightening overall awareness.
PCVCB
Implementing an agreed-to strategic destination plan
Ensuring research-based and accountable programming
Finding alternative funding sources
Having a creative and entrepreneurial professional staff.
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Packer Country VCB Purpose and Future Direction
Destination Vision
A visitor destination vision statement for Packer Country was prepared based on VCB Board,
management and public meeting discussions as follows:Packer Country, with its legendary professional football team and unique waterfront communities, has
become an accessible, year-round and family friendly visitor destination offering diverse entertainment areas
and attractions centered on sports and recreational travel, cultural heritage and arts, and special events.
Terminology Usage
Legendary professional football team andunique waterfront communities
Further renovated Lambeau Field
Expanded football events/training camp
Bay and river cities
Lake harbor towns
Downtown redevelopment
Water/marina access
Heritage preservation
Accessible and year-round
Impressionable gateways
Recognizable welcome and directional signage
Four seasons activity base
Family friendly
Affordable fun
Combined children and adult activities
Genuine hospitality and care
Diverse entertainment areas and attractions Themed and linked visitor
communities/districts
Variety of indoor and outdoor attractions and
events at quality venues
Emphasis on sports, cultural heritage and
meetings/conventions
Organization Vision
A vision for the PCVCB was prepared taking into account that it aspires to be an influentialorganization based on astute leadership and professional management as follows.
In 2009
The Packer Country Visitor & Convention Bureau is the recognized destination leader in the
development and marketing of the Packer Country brand.
Terminology Usage
Destination leader
Visionary, effectively directed and influential
Customer and industry centric Efficiently managed and appropriately funded
Development and marketing
Visitor product development
Visitor marketing, sales and servicingleading to incremental business
Community relations and advocacy
Brand
Differentiated regional/community positioning
Attractions focus Customized and personable offerings
High value for money
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Destination Positioning
The destination images of Packer Country were identified as such:
Clean and friendly place
Safe and secure towns/cities
Lake Michigan shore/beaches
Cheese
Brats and beer
Sports
Football and Brett Favre
Paper industry
Fishing and water sports
Shopping
Winter recreation/cold weather
Ports/harbors
Golfing.
Given the above images, the unique appeals for Packer Country and Green Bay were considered to be:
Packers football
Variety of family friendly recreation and entertainment
Small town charm
Big city amenities
Great Lakes beach.
A destination positioning statement for Packer Country was then composed as follows:
Packer Country, renown for its storied Green Bay Packers, has a distinct four seasons persona of
family friendly entertainment from Lakeshore beach vacations, sporting and gaming activities,
recreational travel outings, small town festivals to city cultural events and meetings.
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Mission, Organization Philosophy and Customer Commitment
A mission statement was redeveloped for the PCVCB and is presented below. This focused missionwill be accomplished through goals, strategies and programs that meet a majority of the filter tests
indicated.
The Packer Country Visitor & Convention Bureau is the regional destination marketing
organization committed to improving the visitor experience and increasing the economic impact of
tourism to its communities.
Mission Filter Tests
Increases economic impact through new visitor expenditures
Strengthens destination image
Enhances the visitor experience
Encourages partnership growth
Provides sufficient program returns given available resources.
The PCVCB performs its mission effectively by adhering to the following values and guiding
principles, and delivering on customer promises.
Professional
Accountable
Community-based
Partnership-oriented
Innovative
Dedicated
Effective
Credible
Partner Promise
We commit to recognizing our mutual needs and providing business opportunities and assistance wit
optimal returns.
Visitor Promise
We commit to welcoming visitors with accurate visitor information, personal travel planning advice
and promoting positive and customized memorable experiences within our region.
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Packer Country Visitor & Convention Bureau
Strategic Goals
In addition, six long-term goals were identified for the PCVCB to accomplish.
Visitor Marketing, Sales and Servicing
To identify, market, promote and service Packer Country as a visitor destination and thereby enhanceits imagery and awareness in all targeted markets.
Visitor Product Development
To be a supporter and facilitator of industry and infrastructure product for proper development of the
destination.
Community Relations
To communicate the benefits of tourism and the value of the Packer Country VCB to community
stakeholders.
Visitor Research and Planning
To undertake required visitor research and destination planning.
Visitor Partnerships
To develop allied partnerships in order to expand resource capabilities, expertise and funding.
Finance and Administration
To be a financially viable and accountable organization with a professional staff.
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Packer Country Strategic Destination Outlook
Three-Year Strategic Initiatives
The annual destination focus and three year priority initiatives for the PCVCB have been determined
as shown below. Responsibility for initiatives has also been assigned by VCB department and Board
(A: All Departments, B: VCB Board, O: Operations, M: Marketing, S: Sales and VS: VisitorServices), along with performance measures.
Timing ()Goal/Program
PriorityFocus
2005 2006 2007
Respon-sibility
Comple()
Visitor Marketing , Sales and Servici ngTo identify, market, promote and service PackerCountry as a visitor destination and thereby enhance itsimagery and awareness in all targeted markets. Website and database development
(# of unique users, user sessions and segmentedinquiries/accounts)
Site benchmark evaluation and updating M K Site hosting and maintenance M K Online packaging, housing and events M/S/VS K Integrated database system
1
O K Advertising and promotion
(# of inquiries and converted inquiries) Multimedia advertising campaign M K Public relations/media campaign M K New special interest/niche promotional
opportunities
2 M K
Publications and other collateral(# of collateral pieces distributed and collateralpiece requests) Leisure travel materials M/VS K Convention and sports facility materials M/S K Location distribution
3 VS K
Direct sales(# of meeting/sports event/exposition leads andrelated lodging bookings/room nights) Conventions/meetings (calls, blitzes,
tradeshows and memberships) S K Sports (as above) S K Other leisure travel (as above)
4
M/S K Destination servicing
(# of onsite VIC visitors and reservations/lodgingbookings) Visitor center operations VS K Online housing utilization and other services S K MVP volunteer coordination
5 S/VS K
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Timing ()Goal/Program
PriorityFocus
2005 2006 2007
Respon-sibility
Comple()
Packer Country brand communications(# of visitors and related spending) Preparation of destination
positioning/guidelines O K Tourism/community brand review
participation O/M K Destination brand refinement
6
O/M K Visitor Product DevelopmentTo be a supporter and facilitator of industry andinfrastructure product for proper development of thedestination.
Veterans Memorial Complex redevelopment(# of event days/attendees and related directspending) Best use/feasibility analysis and results B/O K
Opportunity/repositioning platform
1 B/O/M/S K
VIC/Welcome Center network development(# of visitor extended stays and events withmobile VIC) Center/info rack/kiosk inventory and needs
evaluation B/O/VS K Uniform identity program O/VS K Event mobile welcome center
2
O/VS K Regional signage and gateway entrances
(# of visitor entry locations and traffic counts bylocation)
Signage/gateway requirements B/O/M/VS K Partner meetings with preparation of
development proposal B/O/M/VS K Fund underwriting identification
3
B/O/M/VS K Attraction opportunity assessment
(# of vision and/or preferred partners) Detailed attractions needs analysis O/M K Vision alignment meetings B/O/M K New partnership development
4 B/O/M K
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Timing ()Goal/Program
PriorityFocus
2005 2006 2007
Respon-sibility
Comple()
Community RelationsTo communicate the benefits of tourism and the valueof the Packer Country VCB to community
stakeholders. Community relations planning
(# and type of community publics and quality ofmessages) Identification of key audiences O/M K Main messages development O/M K Formalized strategy/implementation
1 O/M K
Community advocacy/outreach(# of public contacts and quality of customizedmessages) Governments communications B/O K Media communications 2 O K
Visiting friends and relatives (VFR) program(# of passports sold, VFR lodging bookings andattraction attendance) Ongoing passport campaign M/VS K Resident website potential M/VS K Other local/regional programming
3 B/M/VS K
Visitor Research and PlanningTo undertake required visitor research and destinationplanning.
Strategic and community planning(two follow-up meetings annually for board andcommunities, quarterly staff meetings, and KIConvention Center feasibility) Preparation/approval of 20052007 Strategic
Plan B/O K Priority activities highlighted annually O K Community/district/attraction technical
assistance and related planning
1
B/O K Visitor profile and economic impact
(UWGB Visitor Profile demographic/behaviorpatterns, and Davidson-Peterson regional tourism
impact statistics) Intercept survey data collection and analyses M/O K Biannual economic impact report 2 M/O K
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Timing ()Goal/Program
PriorityFocus
2005 2006 2007
Respon-sibility
Comple()
Promotional conversion analyses(advertising conversion % rate, # of inquiries peradvertising spent/ROI, and related information) Website user reports
M K Advertising campaign evaluations 3 M K Visitor PartnershipsTo develop allied partnerships in order to expandresource capabilities, expertise and funding.
Preferred Partners program refinement(# of new partners, # of new benefits/services, #of monthly meetings and sales goal) Member needs/operational assessment M K Additional benefits programming B/M K Ongoing member communications
1 B/M K
Corporate sponsorship/partnership development(# of partner events and cooperative promotions,# of partner visitor referrals and # of leads) New corporate partner potential B/O/S K Programming opportunities selection 2 B/O/S K
Packer Country regional brand expansion(Packer Country awareness and effectivenessbenchmarks and growth, and # of visitors andrelated spending) New communities response B/O K
Meetings and relationship building
3
B/O K
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Timing ()Goal/Program
PriorityFocus
2005 2006 2007
Respon-sibility
Comple()
Finance and AdministrationTo be a financially viable and accountable organizationwith a professional staff.
VCB administrative support(administrative costs/overhead optimized, andannual independent audit) Office services/overhead O K Audited financial statements B/O K Reserve fund development O K New revenue sourcing
1
B/O K Annual business planning
(two planning meetings annually withcommunity/board, quarterly meetings of
Marketing Advisory Council, and quarterlyindustry/sales meetings) Yearly operating plans with budget
allocations A K Performance measures identification
2 A K VCB accreditation standards compliance
(standards submission for accreditation withdistinction, and onsite visit with evaluation team) Organizational review B/O K Standards fulfillment A K Designation approval
3 O K
Training and professional development(annual Governor's Conference on Tourism,quarterly online database andcomputer/technology training, and departmentaldirectors certification in IACVB programs) Marketing and other advice O K Guest speakers/Tourism Summit
programming O/M K VCB staff development
4
O K
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The Strategic Destination Plan is to be reviewed and updated on a regular basis, and used in preparinthe PCVCBs annual business plan, including project programming and corresponding operating
budgets.
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Appendices
PCVCB Strategic Planning Participants and Planning Facilitator
Neil Anderson NEW Zoo
Ron Antonneau PCVCB Board Member/Wisconsin Public Service Corporation
Ty Baumann Bay Beach Wildlife Sanctuary
Blaze Brigman Regency Suites/KI Convention Center
Pat Buckmaster Heritage Hill State Historical Park
Naletta Burr On Broadway, Inc.
Pete Chapman National Railroad Museum
Randy Christensen Howard Johnson Inn and Conference Center
Tom Christofferson PCVCB Board Member
Elizabeth Ciske Hilton Garden Inn
Greg DeCleene Black & Tan Restaurant
Scott Dettman Regency Suites/KI Convention Center
Dan Dick Tundra Lodge Resort & Waterpark
Patti Drabes PCVCBGroup Services Manager
Julie Durkin Airport Wingate Hotel
Joel Everts PCVCBSports Sales Manager
David Fleming PCVCB Board Member
Keith Garot Tundra Lodge Resort & Waterpark
Susan Garot PCVCB Board Member/Tundra Lodge Resort & Waterpark
Kristyn Garrity Packer Fan Tours
Julie Gerczak PCVCBDirector of Visitor Services Dee Geurts-Bengston Green Bay Packers
Sally Graham PCVCBVisitor Services Coordinator
Katie Green PCVCBDirector of Marketing
Gina Hartl Tundra Lodge Resort & Waterpark
Joan Heutges James Street Inn
Paul Jadin Green Bay Area Chamber of Commerce
Patty Johnson De Pere Area Business Alliance
Wendy Johnson NEW Zoo
Steve Klegon Green Bay Packers
Randy Kliment PCVCB Board Member/Fox Hills Resort
Kim Koss Packer Fan Tours
Brian Kuss Algoma Beach Motel
Chuck Lane Humana
Patricia Lassila PCVCB Board Member/Oneida Airport Hotel Corporation
Jerry Lintz PCVCB Board Member/NWTC Hospitality Program
Jennifer Loughran PCVCBSales Manager
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Jeff Mirkes PCVCB Board Member/Downtown Green Bay, Inc.
Kari Moody Regency Suites/KI Convention Center
Barb Myer Holiday Inn City Center
Carey Ninfo Weidner Center for Performing Arts
Charlie Novak PCVCB Board Member
Terry Olson Country Inn & Suites/Microtel Inn & Suites
Mike Overman Oneida Bingo & Casino
Michelle Palubicki Green Bay Packers
Dan Pawlitzke Two Rivers Economic Development
Beth Peters PCVCBDirector of Sales
Briana Petersen PCVCBAdministrative Assistant
Dale Phillips TGW Screenprinting/Ashwaubenon Business District
Peter Phillips Comfort Suites/Rock Garden
Tim Quigley PCVCB Board Member/The Bon Vivant Group
Pam Ritchie PCVCB Board Member/Algoma Chamber of Commerce JoAnn Rogers Holiday Inn City Centre
Glenn Sanderson Sanderson Photography
Jerilyn Schad De Pere Area Business Alliance
Jim Schmitt Mayor, City of Green Bay
Chadd Scott Hilton Garden Inn
Mary Shaw Super 8 Hotel
Jerry Sinkula Agricultural Heritage and Resources
Kari Sliva PCVCBPresident & CEO
Jaqueline Smith Residence Inn by Marriott
Steve Standler Lamers Bus Lines Kimberly Tyler Oneida Bingo & Casino
Adrian Ulatowski PCVCB Board Member/Davis & Kuelthau
Gene Umberger Neville Public Museum
Paul Van Quality Inn & Suites
John Vanderleest Brown County Supervisors
Jim Van Lanen Sr. PCVCB Board Member/Lighthouse Inn
Doug Warpinski Best Western Midway
Ken Watcher PMI
Bruce Wolf Comfort Suites/Rock Garden
Joy Wolf Candlewood Suites
Sandy Zipperer Rogers Street Fishing Village
Planning Facilitator
Don Anderson Destination Consultancy Group LLC
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PCVCBOur Purpose and Future Directions
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PCVCBStrategic Planning Workshop Notes