WelcomeWelcomeOVER THE LAST 30 YEARS, THE AMELIA ISLAND TOURIST DEVELOPMENT COUNCIL

(AITDC) HAS SEEN TREMENDOUS SUCCESS GROWING OUR TOURISM INDUSTRY IN

NASSAU COUNTY.

This marketing plan celebrates how far we’ve come and lays out the roadmap of continuing a sustainable tourism industry.

With an annual impact of more than $826 million, tourism on Amelia Island contributes more than $2.2 million to our local economy daily. The eff orts of the AITDC are crucial to maintaining tourism as Nassau County’s largest private sector employer, responsible for 1 in 5 jobs. The tourism industry generates over 38% of the sales tax revenue collected in Nassau County, twice that of the average Florida county.

Executive Summary

Organization Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Accolades . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Research & Results

Value of Tourism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Performance Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

Visitor & Market Snapshots . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .12

Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13

VisaVue Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Marketing by the Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

Arrivalist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Tourism Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19

SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20

Strategic Marketing

Strategic Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

Goals, Objectives & Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

Partner Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

Table Of Contents

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For more in-depth information on Amelia Island’s Tourist Development Council and Convention & Visitors Bureau, visit AmeliaIslandTDC.com.

Table Of Contents

Executive Summary

Created by the Nassau County Board of County Commissioners in 1988, the Amelia Island Tourist Development Council (AITDC) oversees the development and marketing of

Amelia Island as a world-class tourism destination. As provided by Florida law, the AITDC is responsible for the expenditure of revenues received from the levy and imposition of the tourism development tax.

AMELIA ISLAND CONVENTION & VISITORS BUREAUThe Amelia Island Convention & Visitors Bureau (AICVB) was created in 2008 to serve as the catalyst for tourism development on Amelia Island. A 501(c)6 corporation, the AICVB serves

as the management company for the Amelia Island Tourist Development Council, and is responsible for implementing the programs of the AITDC. Among the duties of the Convention & Visitors Bureau is the operation of the official Amelia Island Welcome Center in historic Fernandina Beach, execution of an annual marketing plan, and the management of the advertising, interactive, and public relations programs.

FUNDINGThe AITDC is funded by a 5% tourist tax on short-term accommodations. Those renting for less than six months are subject to the tax. The Nassau County Tax Collector and the Nassau County Clerk of Courts each receive 1.5% of the tax collected as an administrative fee. How these user fees must be spent was established by a vote of the people in 1988 and a county ordinance mandates the bed tax revenue breakdown as:

Organization Overview

Bed tax revenues dedicated to advertising and promoting Amelia Island for leisure and business travelers. Most destination marketing organizations spend less than half their funding on sales and marketing.

65%Advertising &

Marketing

15%Administration

10%Travel Trade

10%Beach

Improvements

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MISSIONMaximize the positive economic impact of a sustainable tourism industry that enhances the quality of life on Amelia Island. VISIONInspire targeted travelers to come make memories on Amelia Island, and to share their experiences.

GOALGenerate visitation to Amelia Island and its attractions/special events, thereby increasing tax

revenues, including sales tax and those imposed on the hospitality industry.

In turn, those tax revenues may be used to improve the quality of life for the citizens of the community, provide the support necessary for beach re-nourishment, and ensure a

viable hospitality industry.

GUIDING VALUES

Protect natural, historic, and economic resources

Cultivate collaboration - and be open to acting on inspiration

Stay ready and willing to evolve with disruptive technologies

Continually experience the community through visitors’ eyes

Take responsible risks to improve performance

Expect excellence as a standard, not as an exception

Focus on outcomes, solutions, and achievements

GUIDING VALUES

Executive Summary

BOARD OF COUNTY COMMISSIONERSThe BOCC has given us the support necessary to execute our award-winning marketing plans and the assets to do the job. In return we have surpassed our goals in every category. Two times during the economic downturn the BOCC increased the bed tax which allowed us to grow our tourism eff orts and increase overall visitation and the economic impact to our community.

TEAM

CVB STAFFGil Langley, President & CEOAmy Boek, Director, MarketingKate Harris, Director, Digital Content | InternationalJaime Fallon, Manager, Special ProjectsDeb Nordstrom, Manager, Visitor ServicesSusan Hurley, Manager, Special Projects

Kaitlin Harriskaitlin@hayworthpr .com

Mya Surrencymya@digitaledge .marketing

Carol Morsecmorse@silvertech .com

Emily Markeyemarkey@paradiseadv .com

Chris Yarboroughicy@icypictures .com

Nate Deremernate@deremerstudios .com

Melissa Yao Hillemelissa@myagencysavannah .com

PROFESSIONAL SUPPORT/AGENCIES

LODGING AND TOURISM PARTNERSThe AICVB is a non-membership organization. Our lodging and tourism partners have many opportunities to leverage budgets and brand positioning through promotions and cooperative advertising. From providing rooms and activities for giveaways to actively participating in co-op advertising, our stakeholders are the main stars in our productions.

Pat Edwards, County Chair Justin Taylor, Vice-Chair

Danny LeeperStephen Kelley

George SpicerMike Mullen, County Attorney

AITDC BOARD OF DIRECTORS Danny Leeper (Chairman), Nassau County Board of County Commissioners . . . . . . . . . .Term: 2017-2020 David Caples, Lodging Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2017-2020 Bob Hartman, Residence Inn Amelia Island . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2017-2020 Jim McManemon, The Ritz-Carlton, Amelia Island . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2018-2021 George Sheffi eld, The Palace Saloon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2015-2018 Donald Stamets, Omni Amelia Island Plantation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2015-2018 Barbara Halverstadt, Jacksonville Aviation Authority . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2016-2019 Roy Smith, City of Fernandina Beach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2018-2021 Chip Ross, City of Fernandina Beach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Term: 2018-2021 Jack Healan, Ex-Offi cio

CITY COMMISSIONERSThe City of Fernandina Beach has been a responsive partner in our tourism eff orts. From making city assets available to assisting with ordinance changes, the city’s partnership has been essential to our success.

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3 Top Henry Flagler AwardsPrint Advertising, Special Event

and Direct Marketing

3 Silver Awards Niche Marketing, Digital Advertising

and Mobile Marketing

Accolades

#4 Most Blissful Destination for

Wellness Travel TripAdvisor

#6 Top 10 Most Romantic Places

in FloridaCoastal Living

#3 Top 10 U.S. IslandsConde Nast

Traveler Readers’ Choice Awards

ADRIAN AWARDSHospitality Sales & Marketing Association International

Destination Dysfunction campaign received Best of Show, Platinum and Gold Awards for the Digital Marketing Video.

The AICVB also received:

Gold - Digital Marketing Web Ads

Silvers - Digital Marketing Websites and Complete Campaigns

Bronze - Television

#6 Top 10 U.S. Islands

Travel + Leisure World’s Best Awards

VISIT FLORIDA’s Annual Governor’s Conference on TourismReceived 6 awards in 2018 including:

Research & Results

Value of Tourism10-Year Performance Metrics

Occupancy

Average Daily Rate (ADR)

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Revenue Per Available Room (REVPAR)

Total Revenue

Smith Travel Research, Calendar Years

Research & Results

Performance MetricsVisitor Volume

Economic Impact

Visitor Profi le, Research Data Services, Fiscal Years

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Bed Tax Collection

Taxable Rental Sales Dollars

Taxable Rental Sales Units

Nassau County Tax Collections, Fiscal Years

$132,782 +1.63% YoY

Median AnnualHOUSEHOLD INCOME

4AVERAGE STAY Number of Days

50.3AVERAGE AGE

of Visitor

2.8 persons, +3.7% YoYAverage Party Size

TRAVEL PARTY COMPOSITION

TRANSPORTATION MODE

PURPOSE OF TRIP

56.6% . . . . . Vacation

27.1% . . . . . Getaway

12.6% . . . . . Friends/Relatives

11.4% . . . . . Business/Meeting Conference

9.1% . . . . . . . Special Event/Festival

4.4% . . . . . . . Wedding/Honeymoon

55.1%Couple

28.9%Family

8.2%Extended Family

8.2%Group of Friends

4.8%Single

State of the Market

Visitor Snapshot (FY2018, Q1-Q3)**

219,000 OVERNIGHT VISITORS visiting friends and relatives

516,900DAY TRIPPERS

666,300OVERNIGHT VISITORS

stayed in commercial lodging

70.5%Personal Car/RV

23.8%Rental Car

28.1%Airplane

23.2%Traveling with Kids+4.5% YoY

The number of estimated visitors to Amelia Island in FY 2017.*1,402,900

Research & Results

*Value of Visitors 2017, Downs & St. Germain** Amelia Island Visitor Profile FYTD (October 2017-June 2018), Research Data Services

85.1%Dining Out

83.4%Historic

Downtown

78.1%Beach

65.3%Relaxing

64.8%Walking on

the Beach

58.7%Shopping

TOP ACTIVITIES ENJOYED

95.7% Satisfaction (+1.4%)

96.7% Would recommend Amelia to friends and relatives

89.8% Plan to return (+1.8% YoY) $2,098 +5.1% YoYAverage Party Budget

49.2% . . . . . .Beach

29.5% . . . . . .Never been / Try something new

27.8%. . . . . .Appealing brochures / Website

26.1% . . . . . .Hotel / Accommodations

24.4% . . . . . .Love / Like the Area

23.9% . . . . . .Recommendation

Travel Planning Window

Start Planning

45.7 DAYS IN ADVANCE

Book Reservations

31.4 DAYS IN ADVANCE

47.4% of VisitorsSaw or heard Amelia Island’s messaging

56.6% were infl uenced by that messaging

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REASONS VISITORS SELECTED

AMELIA ISLAND

State of the MarketResearch & Results

Market Snapshot

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Our Targets

Established Growth Emerging International

Atlanta

Remainder of GA*

Florida*

New York Metro

Washington D.C. Metro

Charlotte

Chicago

Boston

Philadelphia

Nashville

Houston

Dallas

Canada

Germany

United Kingdom

* Do little to no paid advertising in GA or FL apart from limited placements targeting special events or need dates

TARGET GEOGRAPHIC MARKETS

TARGET DEMOGRAPHICS TARGET PSYCHOGRAPHIC/BEHAVIORAL

• Adults, ages 35-64• Generally female decision maker• $175,000+ household income• $1million+ average net worth• Homeowners• Undergraduate Degree

• Couples• Mature/Empty-Nesters• Affl uent Families (targeting spring, summer and holidays travel)• Young Professionals (millennials)• Affi nity for travel; seeking authentic experiences

NICHE MARKET SEGMENTS

Health & Wellness – spa and relaxation or active, healthy lifestyle seekers

Nature/EcoTourism – outdoor exploration, birding, nature trails, outdoor activities

Romance/Weddings – destination weddings or honeymoons; relationship milestones; reconnecting

Experiential Travelers – value authenticity & cultural amenities, experiencing a destination like a local

Light Adventure – fi shing, biking, kayaking, surfi ng, stand-up paddleboard, boating, etc.

Gender Based – girlfriend getaways, guy trips, LGBT

Leisure Groups – reunions, religious/fraternal and social organizations

Groups – meetings, associations, and conference groups of all sizes

Research & Results

Over 3 million out-of-area Visa credit card transactions accounted for a total

of $136,670,254 in visitor spending on Amelia Island, +10.5% YoY.

Over 27% of the total Visa spending on Amelia Island comes from visitors.

Average Transaction: $45.06

Average Spend per Card Holder: $163.29

Top Originating States by Spend Amount ($M US)

2017 Domestic Tourism Spend on Amelia Island*Includes data from 83.6K cardholders

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Our Facebook reaches 40,000 - 70,000 people a week organically and has 73,005 followers.

Video is still our overall strongest performing content with 573,000 video views

(184,000 minutes viewed) YTD.

The Amelia Island email database has over 100,000 emails, with an average open rate of 19.4%, +29% YoY.

PR initiatives generated163 placements in 98 outlets for 425,562,099 overall earned impressions.

Marketing by the Numbers

AmeliaIsland.com generated 1.1M SESSIONS.New visitors make up 85% of site traffi c.

Year-over-year, users are staying longer and engaging more with pages per session +11%, average session time +17% and newsletter completions +36%.

Research & Results

Arrivalist technology allows us to track the impact of digital advertising by measuring actual visitor arrivals to the destination after exposure to our digital ads and channels. A sample size evaluation helps us optimize and maximize return on investment of our marketing initiatives and provides valuable insights into our target markets.

Visitor arrivals to the destination are driven by exposure to paid media (36%) and our owned media channels (64%).

Comparing Amelia Island’s metrics against those in our competitive set: Page visits are 9.2% higher Email open APM (arrivals per one thousand exposures) are 44% higher Run of site visits are 158% higher

EVER SO SLIGHTLY CAMPAIGN ARRIVALS 65% of visitors exposed to our Ever So Slightly digital advertising are from outside of FL and GA, +16.5% compared to prior advertising campaigns.

Visitor arrivals attributed to Ever So Slightly creative travel an average of 617 miles from home.

Visitors who are exposed to both Ever So Slightly digital creative and AmeliaIsland.com have a signifi cantly higher likelihood of arriving on the Island.

Those visitors who are exposed to our digital marketing and then arrive in the destination, originate from the following top DMAs, based on overall visitor volume:

Atlanta, 13.5%

New York, 5.33%

Savannah, 3.7%

Boston, 3.6%

Orlando, 3.6%

Arrivalist Data

EVER SO SLIGHTLY CAMPAIGN ARRIVALS 65% of visitors exposed to our from outside of FL and GA, +16.5% compared to prior advertising campaigns.

Visitor arrivals attributed to 617 miles from home.

Visitors who are exposed to both AmeliaIsland.com have a signifi cantly higher likelihood of arriving on the Island.

Come meet her for yourself. | A M E L I A I S L A N D . C O M

EVER SO SLIGHTLY RomanticMaybe it’s being in a setting that takes your breath away.

Maybe it’s the simple luxury of f inding a moment in time, just

for the two of you. Whatever it is, there’s something different

about Amelia Island. Something ever so slightly special.

TOP ARRIVAL MARKETS

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TOURISM PERFORMANCE*Tourism is the top employment sector in Nassau County,

which is 1.5 times as dependent on tourism as the state of Florida.

TOURISM VISITOR SPENDING GENERATES $458 MILLION IN ANNUAL WAGES IN NASSAU COUNTY

Net Positive Impact to Nassau County Government - $47.3 million

Every $1 spent on marketing by the Amelia Island Tourist Development Council generates $12.33 for Nassau County Government &

$4.10 for the Nassau County School System

VISITORS SPENDING REPRESENT 35.5% OF TOTAL SALES IN NASSAU COUNTY.

*The Value of Visitors to Amelia Island 2017, Downs & St. Germain Research

AMELIA ISLAND WELCOME CENTER

Located in the historic train depot at 102 Centre Street in downtown Fernandina Beach, The Amelia Island Welcome Center markets the destination to overnight visitors,

day trippers and guests visiting friends and relatives.

Open 364 days of the year, the Amelia Island Welcome Center hosted over 43,000 people in 2017.

The Visitor Services team provides trip planning resources and assistance on where to stay, things to do, places to eat and drink, and special events.

Research & Results

SWOT Analysis

STRENGTHS

Appeal of a barrier island.

Pristine beaches.

Quaint character and hometown feel; friendliness and hospitality of local residents.

Amazing natual beauty with preserved areas throughout.

Rich history spanning 8 fl ags and over 1,000 years.

Vibrant historic downtown.

Abundance of independent shops and restaurants.

Diversity of experiences and accomodations.

Culinary scene.

Active arts community relative to community size.

Reputation as an organization.

Positioning as “hidden gem” or “undiscovered Florida.”

WEAKNESSES

Inter-island and inter-county transportation.

Destination parking availability.

Resource allocation for tourism promotion. (15%)

Beach largely used by daytrippers.

Limited large performance or sports facilities.

Not enough hospitality employees to fi ll jobs; insuffi cient housing and transportation for them.

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OPPORTUNITIES

Expand international markets.

Identify ideal destination capacity for peak experience.

Leverage data intelligently to evaluate and optimize marketing programs.

Expand group business.

Use learnings and innovative ideas to address remaining seasonality.

Increase bike and public transportation options.

Continue cooperation with government and other entities to advance projectsthat build the product and experience of Amelia Island along with “circles of trust.”

Create sustainable cycle of “always on” marketing that delivers relevant content to travelers where they are.

THREATS

Impacts of external events: economic, political, natural disasters, disease.

Diversion of funding.

Increased global complettion for targeted travelers.

Market entry by competitive destinations.

Human impact on natural assets.

Gap in collection of bed tax through “under the radar” rentals.

Overdevelopment.

Loss of trees.

Sentiment shifts among local residents.

Increasing divide between south island/beach adjacent areas and north/central island.

Limits to expanding tourism pipeline.

Impact on repeat business if the product doesn’t match the promise.

Strategic Marketing

Strategic Approach

KEY MARKETING STRATEGIESWith potential for fl attening in demand and the ever-increasing competition throughout the tourism industry, it’s im-perative our marketing strategies focus on stretching budgets, maximizing return on investment, and protecting and communicating our destination’s unique brand propositions. These key strategies will navigate the overall approach to our marketing initiatives in FY 2019.

Utilize data-driven decision making, letting research and analytics forge marketing decisions. Implement an integrated marketing approach designed to strengthen the Amelia Island brand and reach our targeted audience multiple times, across multiple channels, increasing brand recall and infl uence of action.

Maintain consistency of brand identity throughout all marketing channels leading with the creative execution of the Ever So Slightly campaign to manage brand integrity and increase brand recall. Owned marketing channels such as advertising, collateral materials, Welcome Center and our in-house digital assets from the website and email to social media, all work in conjunction to inform, inspire, engage, and infl uence visitors. Employ aggressive public relations initiatives to foster positive brand sentiment and keep Amelia Island in the forefront of earned media coverage. Focus on the continued expansion of the content studio to create original content, curate user-generated or publisher-driven content, and eff ectively distribute content that engages visitors, both potential and repeat, converting them into brand advocates. Focus on eff ective planning, evaluation, reporting and optimization of marketing to ensure return on investment.

STRATEGIC ACTIONSThese principles guide the overall direction for our marketing initiatives, ensuring we support a positive and sustainable tourism industry in Nassau County.

Promote, protect, and preserve Amelia Island’s tourism assets.Support infrastructure improvements and smart development that enhance tourism.Inform and educate local stakeholders on the economic, social, and cultural value of a

sustainable tourism program.In times of crisis, provide leadership, foster communication, and serve as a liaison to

key offi cials.Focus on increasing yield and return on investment by targeting high income households in major

markets likely to stay longer and spend more.

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2019 GoalsThe overall goal for the AITDC is to increase visitation to Amelia Island and positively infl uence the economic impact of the tourism industry for Nassau County. To accomplish this, the FY2019 marketing plan will focus on fi ve main goals:

1. BUILD BRAND AWARENESS, DRIVE DEMAND

2. MAXIMIZE RETURN ON INVESTMENT

3. BOOST VISITOR ENGAGEMENT

4. ENHANCE EXPERIENCE, INCREASE YIELD

5. CREATE A COHESIVE TOURISM INDUSTRY

BUDGET

AD BUYS BY MEDIUM

GOAL 1. BUILD BRAND AWARENESS, DRIVE DEMAND Communicate a unique brand identity for Amelia Island through engaging and ef-fective marketing that refl ects the destination’s qualities and resonates with potential visitors to improve top-of-mind awareness and build brand loyalty. Amelia Island’s marketing initiatives will increase brand recall, boost visitor interest, and effi ciently drive demand and conversions of overnight visitors from our target markets.

OBJECTIVES & TACTICS

Utilize an “always on” integrated marketing plan that works together collaboratively to achieve visitor engagement.

Implement consistent messaging across all paid, owned and earned media channels

Use a combination of traditional and non-traditional marketing and advertising opportunities, designed around engaging in a two-way conversation with our target travelers to inspire action – no matter the stage of planning, enjoying, or sharing.

Nurture visitor engagement with regular content messaging across all owned channels.

Run brand creative year-round with event and promotion focused creative targeting need periods.

Plan and execute a multi-medium, paid media schedule.

While our paid advertising program is weighted in digital channels, maximize brand exposure by executing a balanced, mixed-media plan including print, audio, video, and out-of-home.

Utilize data and automated technology to create cross-channel video marketing campaigns to reach people across devices and media channels.

Test expansion of audio with podcast advertising.

Execute an out-of-home, experiential marketing program.

Continue to utilize in-house media buying as possible allowing savings to be reinvested into media budget.

Create cooperative advertising programs for partners to extend budgets and increase reach.

Utilize cutting-edge technology to implement new marketing tactics that will inspire visitor interest as well as put the destination at a competitive advantage.

Develop a refreshed Visitor Guide with augmented reality activated content through a new destination app to bring the destination to life.

Reach targeted visitors on social media platforms by leveraging the latest platforms and trends including Facebook Watch and Instagram TV.

Strategic Marketing

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Employ public relations eff orts to build positive brand perception and generate brand exposure through editorial coverage in targeted media outlets.

Maintain brand recognition and presence in key origin markets such as Atlanta, Jacksonville and Orlando through ongoing media messaging, as well as introduction of new destination experiences.

Saturate emerging markets to build brand recognition and maximize destination exposure and awareness.

Nourish relationships with media contacts to garner earned media coverage with 3rd party credibility.

Secure key infl uencers as brand ambassadors to generate high-value digital coverage and ongoing engagement across social platforms and in partnership with traditional media outlets.

Execute consumer promotions and activations to build brand recognition.

Diff erentiate the destination through niche-marketing in the key categories of family/ multi-generational travel, wellness, culinary, and ecological interests.

Build successful digital marketing program based on owned channels that have proven eff ective at reaching and engaging visitors.

Continue expansion of in-house video production for use across website, social media channels, Welcome Center and by Amelia Island stakeholders.

Maintain email program to eff ectively reach engaged customers with destination messaging, focusing on personalization to increase engagement.

Grow group business and explore potential expansion in new niche markets.

Support lodging partners’ group marketing eff orts through the continuation of the Flights for Sites program to bring potential meeting planners into the destination for familiarizations trips and site inspections.

Maintain relationships with meeting planners and provide customer service for incoming group business with Visitor Services team.

Explore potential opportunities for growth in hosting sporting events or other revenue generating or overnight booking focused events.

Attend comsumer and industry trade events.

Leverage partnerships with 3rd party organizations to maximize value of relationship and destination exposure.

Continue membership and engagement with industry organizations including VISIT FLORIDA, Florida Association of Destination Marketing Organizations, Florida’s First Coast of Golf, Destinations International, Jacksonville Sports Council, etc.

Take advantage of third party cooperative advertising opportunities.

Strategic Marketing

GOAL 2. MAXIMIZE RETURN ON INVESTMENT To support a sustainable tourism industry, we will concentrate on growing visitor yield over volume by driving rate, extending length of stay, increasing in-marketing spending, building repeat visitation and visitor frequency, and reducing seasonality. We will evaluate our marketing expenditures for return on investment (ROI) by researching, analyzing and optimizing our programs to positively infl uence the economic impact from visitors while minimizing negative eff ects on the local community.

OBJECTIVES & TACTICS

Evaluate the return on investment of marketing eff orts to maximize tourism impact for the destination.

Utilize 3rd-party advertising eff ectiveness and analytic tools to assess overall performance and conversions of marketing eff orts, optimizing as needed to ensure peak impact of marketing expenditures.

Employ in-market research through visitor intercept surveys to increase understanding of our visitors.

Engage 3rd party research companies for a greater understanding of our visitor habits, target audiences and tourism impact.

Keep up-to-date on tourism and marketing industry trends and data to stay relevant and competitive.

Focus on growing visitation from further distance markets that are likely to stay longer and spend more.

Evaluate visitor market origins based on value to the destination, optimizing marketing eff orts to target those with the strongest potential.

Continue to grow international market share and attract travelers who outspend their domestic counterparts.

Build on success of trade-focused approach that, for the fi rst time, makes a range Amelia Island lodging inventory available through key tour operators.

Creatively reach key B2B audiences through a combination of experiential event marketing, trade show presence, and media and travel trade FAMS.

As a member of Brand USA, Visit USA Germany, Visit USA UK, and VISIT FLORIDA, participate in trade and some consumer activations in partnership.

Provide visitor services to leisure and group travelers to encourage extending length of stay, in-market experiences and spending, and return visitation.

Operate the Amelia Island Welcome Center to greet, inform and upsell in-market visitors by promoting the island’s activities, dining, events and services.

Produce destination collateral for distribution and fulfi llment of visitor information requests.

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Defi ne and develop a tourism-driven special events program including both owned and supported third-party events to boost demand and drive overnight visitation and economic impact in lodging need periods, helping to reduce seasonality. Select programs that help halo the positive association between audience interests and the Amelia Island brand.

Execute signature AICVB owned events including three major festivals as well as umbrella marketing campaigns including:

Support 3rd-party Amelia Island events that elevate the brand and drive overnight visitation from out-of-county visitors for defi ned need periods through special event grants, cross promotion marketing, and event consultation. Events include but are not limited to:

Capitalize on ancillary regional events, piggybacking on demand within driving proximity, including: • Georgia vs. Florida • TaxSlayer Gator Bowl • The Players Championship • Jacksonville Sports Council sponsored events

Inventory facilities and potential for new events which will drive demand and revenue in need periods.

Analyze opportunities to create new revenue streams.

Assess potential for selling destination merchandise or other public funding opportunities to increase AICVB revenue.

Evaluate possibilities for ticketed events such as traveling exhibitions and performances by major artists.

In addition to beautiful beaches, Amelia Island is also known for upscale art galleries and talented artists who call this island home. On the second Saturday of each month, participating galleries host art events and open houses during the second Saturday Artrageous Artwalk to showcase their resident artists. Locals and tourists alike can enjoy the various types of art that each gallery has to offer as well as meet the artists. Photography, pottery, copper, metal, fused, as well as stained glass, watercolors, acrylics, oils and batik are just a few of the varied media you can expect to see.

For more information call (904) 277–0717®2018 Amelia Island Tourist Development Council

Visit us at

January 13February 10March 10April 14May 12

June 9July 14August 11September 8October 13

November 10December 8January 12, 2019

A M E L I A I S L A N D . C O M

AMELIA ISL ANDA hidden gem �lled with history, culture, natural beauty, and activities, Amelia Island is consistently ranked as a top beach destination. From “Top 10 Islands in the US” by Condé Nast Traveler’s Reader’s Choice Award and #4 in the “Happiest Seaside Towns” by Coastal Living to “Best Small Towns” by Southern Living, Amelia Island is beloved by all!

5 pm–8 pm Spring/Summer (April–September)4 pm–7 pm Fall/Winter (October–March)

“Clouds over Amelia River Marsh” by Carol Winner of Carol Winner Artist Gallery

EVER SO SLIGHTLY Refined

Clay sculpture by Serey Andree of Fern and Dina's Gallery

A M E L I A I S L A N D . C O M

@AmeliaIslandFlorida

@VisitAmeliaIsland

@Go2AmeliaIsland

#AmeliaIsland

#LoveAmelia

Strategic Marketing

GOAL 3. IGNITE VISITOR ENGAGEMENT Engage in continuous two-way communication with visitors in all stages of travel from planning, in-market experience and post-stay. Meet consumer expectations, build brand loyalty and develop Amelia Island advocates that will promote the destination through word-of-mouth and social sharing.

OBJECTIVES & TACTICS

Be a great content brand that breaks through the clutter. Consistently create, curate and communicate content that inspires engagement through sharing, commenting and driving desired actions from visitors, both potential and returning.

Recognizing that owned media accounts for 63.7% of arrivals, produce quality, authentic, and interesting content for distribution through owned channels including: videos, blogs and emails.

Eff ectively distribute owned and User-Generated Content (UGC) on an ongoing basis through owned channels as well as boosted posts in social media.

Continue the evolution of AmeliaIsland.com through regular optimization, content updates and enhancement of the design and user experience. Maintain ongoing optimizations for search engines.

Encourage continuous engagement with the Amelia Island story to create brand advocates and to drive repeat visitation.

Actively promote the destination through active social media channels.

Continue execution of our email program with a focus on personalization.

Encourage use of #LoveAmelia and #AmeliaIsland.

Employ social listening and leverage online conversation to build brand advocates.

Create/refresh and distribute destination collateral.

Produce a refreshed Visitor Guide, activated with an augmented reality app to encourage engagement with visitors pre-, during- and post-stay.

Refresh, print and fulfi ll other collateral such as the historic walking tour, dining guide, Value Card, Artrageous Artwalk, maps, etc.

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Strategic Marketing

GOAL 4. ENHANCE EXPERIENCE, INCREASE YIELD The marketing of the Amelia Island brand helps create an expectation of the destination in the consumers’ mind. AICVB strategies should work to connect with the customer in every stage of the travel experience - from boosting curiosity, driving bookings and pre-arrival planning to the in-market experience through post-trip evaluation. By ensuring the destination meets and exceeds the visitors’ expectations, we can help increase visitor spending and maximize the return on investment of our tourism industry. In FY2019 we will continue our eff orts to grow visitor yield over the volume of visitation to maximize the economic impact of the tourism industry.

OBJECTIVES & TACTICS

Grow in-market visitor spending to increase visitor yield.

Activate more aggressive messaging to in-market visitors around activities, dining and events targeting those who are on the island to stay longer and spend more and inspires return and repeat visitation.

Cross promote tourism partners through our owned channels.

Continue the Value Card program to boost visitation and spending with local businesses.

Enhance the visitor in-market experience.

Magnify the custom augmented reality app developed for the refreshed Visitor Guide to create an in-market experience to take advantage of emerging trends and encourage visitors to move throughout the island and engage with the destination.

Build on increasing in-market use of Ameliaisland.com and traveler behaviors to provide inspiration and itineraries.

Assist with development of an enhanced arrival experience and way-fi nding system that aligns the customers’ expectations of the brand with the real-life experience.

Research and support development of potential facilities and infrastructure that will attract and engage visitors and boost future demand.

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Strategic Marketing

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GOAL 5. CREATE A COHESIVE & SUSTAINABLE TOURISM INDUSTRY Bring together, in common eff ort, all groups associated with or benefi ting from Amelia Island visitors to create and maintain a sustainable tourism industry for Nassau County that provides positive economic impact and improves the way of life for the community. Serve as a liaison to bring collaboration amongst partners, publishers, government offi cials, and community and industry leaders for benefi t of the destination.

OBJECTIVES & TACTICS

Implement cooperative marketing programs for partners to maximize limited resources, boost reach and infl uence bookings.

Off er a cooperative advertising program including traditional and digital opportunities for partners to piggyback off the destination’s buying power and branding.

Provide free or discounted promotional opportunities for tourism partners through owned channels such as AmeliaIsland.com, Welcome Center displays and collateral materials.

Serve as a resource for Amelia Island’s tourism industry and community.

Refresh the AmeliaIslandTDC.com site to improve the user experience.

Develop, refresh and promote partner programs.

Provide research reports, marketing assets and tools for partner use.

Educate local partners on the Amelia Island brand and off erings as well as trends and opportunities in the tourism and marketing industries.

Assist as crisis managers providing communications and support for recovery eff orts.

Serve in leadership positions within the community and industry from the local to international level.

Support public advocacy around the benefi ts of tourism industry.

Actively research and communicate the benefi ts tourism provides to the local, state and national level, creating advocates for the industry in the community and governmental agencies.

Serve as stewards for the destination.

Help preserve and maintain the destination’s natural assets through programs such as beach cleaning and renourishment, the Leave No Trace ordinance, and sea turtle protection.

Clearly communicate the importance and enforcement of said programs.

Safeguard the use of bed tax dollars to maximize the return on investment.

Optimize internal operations to ensure productivity, effi ciency, and reporting to stakeholders.

Strategic Marketing

Opportunities to ParticipateThe AICVB provides a wealth of information and opportunities

for tourism industry stakeholders to take advantage of.

1. Get Listed - Review and update your listing information on AmeliaIsland.com, which will also be used in the Visitor Guide.2. Host our Guests - Host travel writers and infl uencers from all over the world.3. Submit Events - Provide your tourism-related event details at AmeliaIsland.com/events to be included in the online events calendar.4. Share Your News - We can help spread your messages, if we know your news. Email details on special off ers, big announcements, new programs, and events to kaitlin@hayworthpr.com.5. Be social -

A. We’re always in need of content! Share your stories, photos, and news with our team for a chance to be featured on our social media channels and the Amelia Island Blog.

B. Use Amelia Island hashtags to reach travelers and infl uencers around the globe. #ameliaisland #loveamelia6. Point Back - Point to AmeliaIsland.com from your website to give your users ideas of things to do or where to go.7. Stock Up - Provide your guests with destination collateral for free! Just let us know what you need and we’ll deliver a stock of our collateral materials for your use: • Visitor Guide • Historic District Walking Tour • Artrageous Artwalk • Bike Maps • Leave No Trace racks and Clean Beaches Door Hanger8. Stay Prepared - AmeliaIslandTDC.com off ers our research, marketing plans, and resources such as photo galleries for your use.9. Attend AITDC meetings - Get informed on AICVB marketing plans every quarter. 10. Get Involved - Take part in promotional programs: Value Card, Seaside Salute, etc.11. Participate in our cooperative advertising programs - take advantage of the AICVB’s media planning and buying power with subsidized advertising rates.12. Be on Display - Display your collateral materials at the spectacular Amelia Island Welcome Center.

(open seven days a week, 364 days a year)13. Create Packages - Whether for special events or promotions, create and communicate special packages and off ers the AICVB can communicate on your behalf.14. Walk Down the Aisle - Get lead lists of brides and grooms interested in Amelia Island weddings.

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#LoveAmelia #AmeliaIsland

Facebook/AmeliaIslandFlorida

Instagram/VisitAmeliaIsland

Twitter/Go2AmeliaIsland

Youtube/AmeliaIslandCVB

Cleanpixbit .ly/ameliaphotos

AICVB OFFICE

2398 Sadler Road, Suite 200, Amelia Island, FL 32034 | 904.277.4369

WELCOME CENTER

102 Centre Street, Amelia Island, FL 32034 | 904.277.0717