Collaborative Destination Marketing

Best Practice Case Study

“Orlando é só Alegria” campaign implemented by Visit Orlando in 2009

Stefanie Zambelli

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Table of Contents Introduction ..................................................................................................................................... 3 Problem Statement and Objectives ................................................................................................. 4 Literature Review............................................................................................................................ 4

Challenges for Collaborative Destination Marketing.................................................................. 8 Case Study: Visit Orlando Brazil 2009 campaign .......................................................................... 9

Context - Visit Orlando ............................................................................................................... 9 Profile of the Brazilian Traveler................................................................................................ 12 Challenges and Opportunities ................................................................................................... 13 Business Solution: “Orlando é só Alegria" Campaign .............................................................. 14 Lessons learned ......................................................................................................................... 18 Campaigns after 2009................................................................................................................ 20 Impact in the Destination Marketing Industry .......................................................................... 21

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Introduction Collaborative destination marketing is a growing topic inside destination management, and both operators and destination marketing organizations (DMO) are becoming more aware of the potential deriving from cooperation. The main purpose of this project is to analyze the collaborative dynamics of the tourism stakeholders in the particular context of Visit Orlando and to examine the best practice consumer marketing campaign “Orlando é só Alegria” which was successfully implemented through collaboration. The destination Orlando is characterized by a strong market diversity in the tourism travel industry since it offers a wide range of entertainment, shopping and dining opportunities. In 2010, 51.5million visitors from 292 different countries came to Orlando and generated revenues of $28billion (Visit Orlando Annual Report, 2011). The Orlando and Orange County CVB (OOCCVB) is collaborating with 1,132 member partners from six different membership groups and this large size represents a big challenge to meet each stakeholders needs and to promote the destination under one single umbrella (Visit Orlando Annual Report, 2011). Orlando has been chosen for this best practice case study since even though its significant size it implemented its marketing efforts successfully over the past years and became the most visited city in the United States. The purpose of this study is to examine literature about collaboration in destination marketing, discuss different models and frameworks, and investigate the motivational driving factors for collaboration in a DMO. Finally the case study highlights a best practice example of a successfully implemented collaboration strategy shown in the case of “Orlando é só Alegria”.

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Problem Statement and Objectives In 2008, Brazil represented a growing market with an enormous potential for travel to Orlando with an economy that stood to post gains in the following years. New direct air service and 21 new indirect routes had been created much needed additional lift from most areas of the country. Nevertheless, Orlando CVB needed additional funding to create an integrated advertising campaign with a destination focus. This context embodied a unique opportunity to increase new and repeat visitation to Orlando from the Brazilian market. However there was a need to extend and complement the marketing efforts of the theme parks, to increase awareness of the destination as a complete vacation experience, to increase appeal of the destination to a more varied segment of the population to encourage those who have visited the destination to return as there are many new and exciting experiences, and to drive business through the affordability message.

Literature Review The extensive interest and investment in collaboration is based on the theory that collaboration improves the capacity of people and organizations to achieve their goals (Lasker, Weiss & Miller, 2001). In earlier studies, collaboration is defined as a process where parties who see different sides of a problem can explore constructively their differences and search for solutions that go beyond their own limited vision of what is achievable (Gray, 1989). Further, the term collaboration was extensively studied by numerous researchers and it was also described as a process that enables independent individuals and organizations to combine their human and material resources so they can accomplish objectives that are unable to bring about alone (Kanter, 1994). Literature highlights that one of the unique advantages of collaboration is “synergy’. It was defined as the power to combine the perspectives, resources, and skills of a

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group of people and organizations (Fried & Rundall, 1994). Synergy has its roots from partnership functioning and it leads to partnership effectiveness. Figure 1 outlines the synergy framework.

Figure 1: Synergy Framework (Lasker, Weiss & Miller, 2001) It is important to note that the synergy that partners obtain to achieve through collaboration is more than a mere exchange of resources. Uniting the individual perspectives, resources, and skills of the partners leads something that is greater than the sum of its individual parts (Shannon, 1998). In the hospitality and tourism literature collaboration can be defined “as a process of shared decision making among key stakeholders of a problem domain about the future of that domain” (Wang, 2011, p. 267). Collaborative destination marketing involves both private and public stakeholders working on one common issue or problem through an interactive process of shared rules, norms and structures (Wang, 2011). The expected benefits of the combination of knowledge, expertise and capital resources among the different stakeholders are the creation of synergies, the emergence of new opportunities and innovative solutions and a greater level of effectiveness (Wang, 2011). Preconditions for destination marketing alliances are economic conditions, crisis or major event, changing demands of the tourist, intra-destination and inter-destination competition, organization support and technological support (Wang, 2011).

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Previous research recognized that stakeholders working individually rather than collaboratively does not enable the destination to establish a holistic image of the destination and does not support a destinations success in the long run (Wang, 2011). Collaboration allows the destination to operate as a single entity and to strengthen the local economy if the different stakeholders have a common willingness to work together. Activities of collaborative destination marketing include the promotion of joint campaigns, cooperation for joint trade shows and advertising, engagement with tour operators and travel agencies and the sharing of information and market intelligence (Wang, 2011). An important factor for stakeholders is the proximity of an activity to its customers and this distinguishes between cooperation and competition. If companies conduct activities close to the customer, competition is happening. On the other hand activities conducted far from the customer lead to collaboration. This behavior leads to the concept of “coopetition” which states that the behavior of competition and cooperation can coexist. For example Walt Disney World and Universal Studios can cooperate when promoting their theme parks in Brazil, but they would not cooperate when doing advertisement on the Orlando International Airport. Next to the concept of collaboration, other forms of business relationships represent affiliation, coordination and strategic networks. Affiliation is considered to be the most informal linkage among tourism organizations and contains the lowest degree of cooperation and the highest degree of competition. Coordination is the pursuing of individual business goals through coordinated activities with other compatible businesses. An example of a coordination relationship is the common activity on trade shows or fairs. Collaboration is a closer relationship than coordination, it is the process of assuring a long-term business advantage through the development of joint strategies or a common set of strategies for working collectively toward a

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shared purpose. The relationship among the stakeholders is usually defined through memoranda of understanding, contracts or other formal agreements. Collaboration has a long term strategic purpose and aims to increase the destinations competitiveness as well as the bottom line of the stakeholders own businesses. The highest degree of cooperation is strategic networks. Strategic networks can be distinguished among horizontal networks involving organizations that provide similar services such as local accommodation associations and vertical networks involving organizations offering different services such as marketing campaigns facilitated by the CVB (Wang, 2011). Previous research identified different motivation factors that support the decision of CVBs to enter into a collaborative relationship. Those motivation factors include transaction cost-oriented factors, strategy oriented factors, learning-oriented factors, cluster competitiveness and community responsibility (Wang and Fesenmaier, 2007). Transaction cost related motivations make an organization more efficient, since different costs can be spread among several stakeholders to provide cost-effective solutions that are mutually beneficial (Wang et al., 2012). Strategy related motivations aim to achieve a competitive advantage through market power and the creation of partnerships (Wang et al., 2012). They include a wider offer of tourism products, maintenance of a good networking relationship within the DMOs, and creation of a holistic experience to consumers. Further, financial factors and expertise are strong strategic motivators which allow operations to run in a cost effective manner (Wang and Fesenmaier, 2007). Learning related motivations allows the acquisition of new knowledge and skills by combining of knowledge, expertise, capital and other resources in order to achieve a competitive advantage and to provide products that are unique and difficult to substitute.

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Cluster competitiveness, which is derived from the cluster theory studied by Gunn (1988) and Porter (1988), emphases the importance of complementarities deriving from collaboration. Finally, community responsibility supports the long term goal to enrich the quality of life in the community.

Challenges for Collaborative Destination Marketing DMOs might face different challenges when collaborating with stakeholders. First, the different stakeholders have a fragmented nature among them and are diverse in terms of size and interest. Second, there is no single agency that can control and deliver a rich tourism product and service portfolio at a destination (Wang, 2011).

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Case Study: Visit Orlando Brazil 2009 campaign Context - Visit Orlando In North America a DMO is often represented in the form of a Convention and Visitor Bureau (CVB). The Orlando Orange County Convention and Visitor Bureau (OOCCVB) is one of seven CVBs which define the area of Central Florida. The other CVBs include Kissimmee CVB, Seminole County, Lake County CVB, Polk County, Florida’s Space Coast Office of Tourism and Daytona Beach CVB (Wang, 2012). The OOCCVB is the official sales and marketing organization for the area of Orlando and the Orange County area. The company was founded in 1983 as a private non-profit membership based organization which is independent from the county and allows a facilitated and accelerated decision making process. Its funding derives from the tourist development tax collected in Orange County (59%) and from membership payments and other revenues generated by Visit Orlando (41%). In 2010 OOCCVB was renamed and changed to Visit Orlando. The company is built of six departments and employs 175 collaborators. There are two levels of government, the Board of Directors and the Executive Committee (Visit Orlando Annual Report, 2011). The main goal of Visit Orlando is to promote the area globally as a premier leisure, convention and business destination and to sustain the local community by providing long term economic benefits. The long term goal is to enrich the quality of life in the community and to strengthen the destination for future challenges (Visit Orlando, 2012). Further, Visit Orlando aims to increase the overnight visitation and to strengthen the brand (Visit Orlando Annual Report 2011). The major tourism product of Visit Orlando includes the convention and business facilities, theme parks as for example Universal Studios, SeaWorld, Walt Disney World and accommodation facilities. The Convention and Visitor Center (...)

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In 2010 Visit Orlando attracted 51.5 million visitors from 292 countries which led to an annual visitor spending of $28 billion and a retaining of 356,000 jobs for the local community. The predicted visitor numbers for 2011 were 54.3million including 3.8million international and 50.5million domestic visitors (Visit Orlando Annual Report, 2011). The top international markets are Canada, United Kingdom and Brazil. The marketing and direct sales efforts of Visit Orlando were actively present in 14 countries and a significant brand presence was established in 11 countries (Visit Orlando Annual Report, 2011). The Orlando and Orange County CVB is collaborating with 1,132 member partners from six different membership groups including 21% accommodations, 21% dining, 17% attractions, 16% visitor services, 16% convention services, 5% retail and 4% transportation (Figure 2).The membership groups are distinguished between a regular and a premium membership group called corporate ambassadors (Visit Orlando Quick Start Guide, 2012).

Figure 2: 1,132 Member Partners in 2011 (Source: Visit Orlando Annual Report 2011)

In order to maintain a successful collaboration among the 1,132 member partners, Visit Orlando is implementing different incentives. First, business leads, so called E-Leads are send to its partners. Those e-leads are business and marketing opportunities generated by Visit Orlando in collaboration with meeting planners, journalists and others. Further an e-newsletter is send once a week with news regarding program results, industry news and statistics. Also so called Member Magic is spread weekly. It contains news from its members to its members and about its

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members. Moreover member lunches are organized in order to promote networking opportunities (Visit Orlando Quick Start Guide, 2012). In order to support its members, Visit Orlando offers a fully integrated marketing program including digital, broadcast and print advertising, publicity, international and leisure marketing, promotions and direct marketing components. Each member contributes to the Visit Orlando according to its size and type of the company and this allows a high degree of flexibility (Visit Orlando Quick Start Guide, 2012). Further, Visit Orlando is cooperating with different DMO’s in the Central Florida Area but only at international campaigns For instance, Visit Orlando works together with St. Petersburg CVB to promote both destinations in Germany, due to the particular interest of that market in beach and sun products (Martins, 2012). On an international level, Visit Orlando collaborates with tour operators, wholesalers and travel agents and has an international representation in Argentina, Brazil, Canada, Germany, Japan, Mexico, the United Kingdom and China (Figure 2) (Visit Orlando Quick Start, 2012).

Figure 3: International Representation office(Source: Visit Orlando Quick Start Guide, 2012)

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Visit Orlando was able to create and maintain a cooperative environment where each stakeholder understands the importance and the advantages of collaboration. Visit Orlando has a retention rate of 95% of its members (Martins, 2012).

Profile of the Brazilian Traveler Brazil is considered as a growth market with high economic impact since it is an established affinity for Orlando, has stable economic conditions and minimal barriers to lead to an immediate grow in volume (Visit Orlando Strategic Plan 2012-2014). The Brazilian market is of high importance for Orlando and key tactics to approach the market include fully integrated campaigns, tour operator co‐ops, publicity, strategic alliances, engagement, social media, Search Engine Marketing (SEM), direct marketing and travel trade (2009 Brazil Consumer advertising Campaign, 2009). The Brazilian market can be divided into different customer segments that are targeted by Visit Orlando. The segments are classified into profile A, B, B- and an emerging C class. The primary target profile for the campaign is class A and B, which are upper income families with children between age 4 and 15. The secondary target profile is class A and B including couples of all age groups (2009 Brazil Consumer advertising Campaign, 2009). In order to have a better understanding of the Brazilian market, the characteristics of the Brazilian visitors have been analyzed. The main travel purpose of Brazilians is leisure holidays (86%), business and convention (6%) and visiting friends and relatives (3%). The average household income is $88,700 and the average party size is 2.1 people. The main activities of Brazilian visitors are amusement and theme parks, dining in restaurants, shopping, visitation of historical places and water sport activities. The average length of stay is 8.3 days in Orlando,

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14.8 days in the U.S. and the average total spending in Orlando is $1,450 which is the highest compared to British or German visitors (2010 Visitor Profile, 2010). Moreover, 56.7% of the Brazilians use travel agencies as information sources, which shows the importance of these intermediaries on their decision making process.

Challenges and Opportunities The main challenge was to create and implement a consumer marketing campaign that represents the different interests of the three major theme parks in Orlando. A difficulty was to bring the three big players together in the same campaign and conciliate their different interests. The campaign needed to be successful, cost-effective and find consensus among the parties, satisfying all of them. There was a risk that at any point one of the three theme parks leave the campaign and ruin the all the efforts (Santos, 2012). All the three Theme Park partners had already individual marketing efforts, but no integrative strategic plan. Orlando had been promoting its destination on trade shows, through public relation activities, training and through some collaboration with tour operators (Santos, 2012). The campaign would allow Visit Orlando to definitely enter into the Brazilian market and to create synergies among its partners. The Brazilian market has a high growth potential and the Brazilian travelers are an attractive target group for Orlando. Brazil is considered to be one of the top three origin markets in terms of number of arrivals to Orlando (Visit Orlando Annual Report, 2011) and the top market in terms of economic impact. The campaign had the potential to strongly position the brand Orlando and its theme parks and lead to more significant impacts as if each partner would market itself individually. Other challenge is related with the required visa procedures for Brazilian tourists. On average, people have to wait 76 days just to get an

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interview at the largest U.S. consulate in Brazil. Additionally, a lot of Brazilians trying to visit the U.S. must travel long distances for their interview. As a result, many are opting to travel to Europe because the visa process is easier (Couwels, 2012).

Business Solution: “Orlando é só Alegria" Campaign “Orlando é só Alegria" was launched by Visit Orlando in 2009 in Brazil and it was able to engage, for the first time, the three major Orlando theme parks together. “Orlando é só Alegria" was the Portuguese version of the “Orlando makes me smile” campaign and shows that Orlando is all about fun. The Theme Parks (Walt Disney World, Universal Studios and SeaWorld) were actively involved in this campaign, and it was designed to keep Orlando top of mind throughout the year via targeted efforts. Further, Visit Orlando collaborated with airlines and tour operators in order to develop a comprehensive and integrated advertising, travel trade, public relations and promotions campaign. The campaign aimed to target middle-to-upper class families and highlighted Orlando as the top family-vacation destination but also as a travel-agency business destination (2009 Brazil Consumer advertising Campaign, 2009). The initiative for the collaboration has been started by Visit Orlando in May 2008 by highlighting the great potential deriving from the campaign if they all pull their resources together. The collaboration allows to create synergies since Brazilian travelers stay on average more than 8 days in Orlando and during their stay they can visit several parks. The Theme Parks have been convinced that they offer complimentary products rather than substitutes. Visit Orlando’s role was to act as a diplomatic agency by integrating the interests and needs of all the involved stakeholders and to represent the entire destination of Orlando.

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The messages communicated through the campaign were the following: Orlando is an affordable vacation Orlando is more accessible than ever The destination for Smiles and happiness. Orlando é só alegria! Happiness has many meanings to

many people, so the campaign creative will bring to life the many happy components to a vacation that Orlando has to offer.

Now is the time to come to take advantage of great offers.

Figure 4: “Orlando makes me smile” and “Orlando é só Alegria” campaign Media Mix The campaign had been launched in two waves, from March to May and from August to November through the use of different distribution channels. The budget of the campaign was composed of $1million and was funded by equal shares of $300,000 from the three Theme Parks and the remaining $100,000 were funded from Visit Orlando The program of the campaign was a consumer advertising approach consisting of a media mix of print, digital, broadcast and cable-television advertising, promotions, travel-trade communications, publicity, direct mail and sponsorship..

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Print media included newspapers and magazines Radio promotions (for example on Alpha FM) Public relations Cable tv Direct marketing Social media and digital actions Figure 5: Media Mix 2009

Print Advertisement Print Advertisement was conducted in the following newspapers: Folha de Sao Paulo, Estado de Sao Paulo, O Globo, Correio Brasiliense, Estado de Minas, Gazeta do Povo, Zero Hora, A tarde, Diario de Pernambuco, Diario do Nordeste, Diario da Amazonia and in the following magazines: Veja Sao Paulo, Veja Rio, O Globo, Meetings e Negocios, Proxima Viagem, Viaje Mais, Arena Campos de Jordao, Expressions. TV Advertisement The Marketing campaign was broadcasted on Globonews, GNT and Megapix cable tv nationwide. The tv channel distribution has been selected in order to target the customer segments A and B. Public Relations Different PR activities were conducted in order to support the TV and print media campaign. For example a group press trip has been hosted in February 2009. In March 2009 a 10 day program morning show called “Hoje em Dia” (Nowadays) had been hosted.

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Online Advertisement On the following webpages the campaign has been promoted: Folha online, Viaje aqui, Estado de Sao Paulo online, Google, Yahoo. The social media tool chosen for Brazil is Orkut which is more popular than Facebook in Brazil. Visit Orlando created a personalized webpage (visitorlando.com/alegria) for the Brazilian market with specific information and offers. Special Promotions A National promotion in partnership with Editora Abril bookstores took place in March and April. The promotion included a Strategic partnership with a major National Tour Operator, and Airline and trips to Orlando were the giveaways of the promotion. Direct Marketing The direct marketing activities aimed to generate interest by sending personalized direct mails with promotion offers to a certain number of customers that fit into the target clientele profile. An e-mail re-contact strategy was part of the plan for those who opt-in after receiving the direct mail piece. This electronic touch point allowed the Orlando CVB to provide the participating partners an additional benefit to being in the program, as well as, the ability to drive incremental traffic to visitorlando.com/alegria. The campaign consisted of four different theme adds (Figure 6) that rotate through the different media channels and each add is promoting Orlando with the focus on either Walt Disney World, Universal Studios, Sea World or on the other offers of Orlando. Visit Orlando chose to focus each month on one particular theme since it was the best way to have a fair representation of the three theme parks. Visit Orlando held the exhausting and thorough task of planning all the campaign and making sure that each of the partners has the exact same share of exposure.

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Figure 6: Theme Advertisements Lessons learned The following model was developed by previous academic research (D’Angella, 2009) and it shows the different flows of contributions and rewards that go between the DMO and the stakeholders in a cooperative context. In this case, it is useful to summarize the different roles and contributions that each side had on the integrated campaign.

Figure 7: Contributions, rewards and risk tradeoffs (Model adapted from d’Angella, 2009)

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Results of the Campaign The campaign “Orlando é só Alegria” produced visitor spending of more than $115million during 2011 (Visit Orlando Annual Report, 2011). The results of the campaign were tremendous and led to an approximate growth of 20% per year of international arrivals from Brazil in Orlando. From 2009 to 2010 the number of international visitors volume to U.S. from Brazil increased 34.2% (2010 Visitor Profile, 2010). Considering the whole Florida state, Brazil ranks number one in both visitor numbers and spending among international markets, moving ahead of the United Kingdom. In the third quarter of 2011, Brazil had 371,000 visitors (up 38% over third quarter 2010) that spent $575.6 million (up 56 % over third quarter 2010). Year-to-date, Brazil has had 1.1 million visitors to Florida (up 41 % over the same period in 2010) who have spent $1.6 billion (up 59 % over the same period in 2010) (Visit Florida, 2011).

Figure 8: Advertisement for the Campaign

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Campaigns after 2009 The 2009 campaign was the beginning of a successful entering into the Brazilian market. Following marketing campaigns were built on “Orlando é só Alegria” in order to stay consistent with the message and to expand its name and reputation in the Brazilian market. Creative actions and promotions have been performed in the last years in order to attract more visitors to come to Orlando. For example on May 2 Visit Orlando sponsored the Nr. 18 Dale Coyne Racing car during the Izod IndyCar Series race in Sao Paulo. Figure 9: Sponsorship in Sao Paulo This sponsorship activity was broadcasted in over 125 countries and was considered to support the previously launched marketing campaign. In 2011, the marketing campaign “Orlando é só Alegria" won the silver Henry award for its mixed-media campaign.

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Impact in the Destination Marketing Industry If all the resources are pulled together to create a mass campaign, the impact grows exponentially. Visit Orlando was able to create an umbrella message about the destination that allowed the brand to set apart from the competition. Cooperation allowed Orlando to maximize its resources and the necessary commitment was developed to achieve the common goal of attracting the Brazilian market. As an alternative to the micro organizational perspective (only focused on taking guests from the competitors), the players worked with each other focusing on the common benefits for the destination. The parties collaborated together to generate more business for the whole community instead of losing business to other destinations. Businesses are usually more willing to participate in joint initiatives promoted by the CVB than in cooperative initiatives within the destination such as internal information sharing. The distance of the market had a great influence in this case. Brazil is clearly a far-away market for Orlando, and potential visitors perceive the city of Orlando as the destination, not Walt Disney World or Universal Studios. So first they need to be fascinated by the destination and only afterwards they will decide what to do in Orlando. It is essential to promote a destination as a whole in more distant markets to create awareness.

The maturity of Orlando as a destination was also a decisive factor to bring the businesses together. Visit Orlando marketing approach is to make all stakeholders understand that cooperation is not a threat, and the competitors are not the businesses next the door but another destinations. Trust, respect and integrity that all the stakeholders have for Visit Orlando (because of all the previous successful initiatives) played an intangible but extremely important role in this campaign. Since the individual businesses naturally give priority to their own benefits, Visit Orlando also had an educational position making the three big enterprises understand the

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potential benefits of the joint campaign. Moreover Visit Orlando had to have the political skills and sensitivity to coordinate the different interests of such powerful large corporations. Competition will always exist and it is healthy for the destination. However, the destination product is complex and it involves different elements. These elements need to be pulled together at the same time to the visitor in order to provide a memorable customer experience (Palmer and Bejou, 1995). A successful destination needs both competition and cooperation between tourism involved organizations. Metaphorically we can say that businesses should focus on enlarging the pie and not only on struggle for bigger a slice, which means increasing the market before fighting for the market share.

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