2014 Marketing Plan and Operating Budgetuserfiles/Marketing Plan and... · Suffolk Specialty Tourism Marketing 27 Membership 31 VI. Program Budget Detail 33 VIII. Full Budget Separate

2014

Marketing Plan

and

Operating Budget

Approved October 16, 2013

Long Island Convention & Visitors Bureau and Sports Commission

2014 Marketing Plan

2

Marketing Plan for Tourism Development

Fiscal Year 2014

Table of Contents

I. Mission Statement 3

II. Introduction 4

III. Positioning Statement 5

IV. Market Segment Overview

A. Conventions and Meetings 6

B. Sports Events C. Domestic Group Tour and Travel

D. International Travel

E. General Leisure Travel

V. Objectives:

Domestic Leisure Travel Consumer 9

Meetings and Conventions 15

Sporting Events Development 20

Domestic and International Travel Trade 23

Suffolk Specialty Tourism Marketing 27

Membership 31

VI. Program Budget Detail 33

VIII. Full Budget Separate Document


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I. Mission Statement

The core mission of the

Long Island Convention and Visitors Bureau and Sports Commission

is to promote Suffolk and Nassau Counties as a region

to stimulate economic growth by attracting

meetings, conventions, sporting events and tourists

to Long Island.


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II. Introduction

2012 - Long Island’s Tourism Economy

2012 was a tale of two tourism seasons – but more than the economy, Long Island’s tourism

economy was impacted by the weather in 2012.

Throughout much of the year, the Island’s tourism industry continued to show steady but slow

growth in terms of lodging performance, visitor expenditures and the resultant taxes generated

from those expenditures. Unusually mild winter weather seemed a precursor to a better than

expected improvement in tourism business activities as demand for lodging was no longer being

driven by room-rate reductions. Overall the tourism industry saw improvements in both

consumer and business confidence as reflected in increased travel demand by both of these

sectors despite stubbornly high gasoline prices. Corporate travel budgets became more liberal

and consumers began acting on pent-up demand for leisure travel getaways.

The third quarter of the year saw a noticeable contraction in business activity and demand for

Island lodging fell off by 12%. It appeared that by year’s end, Long Island’s tourism economy

would show only minor net growth over 2011 despite the fast start to the year.

And then came Hurricane Sandy.

The negative impact of Hurricane Sandy on the lives of Long Island residents cannot be

understated. However, its impact on the majority of the Island’s tourism assets including

museums, mansions, beaches, vineyards, golf courses and lodging proved to be minimal. With

only a few minor exceptions, hotels and motels on the Island were fully operational with restored

utilities within three to four days of the hurricane’s passing. This fortuitous circumstance allowed

for the provision of significant housing for displaced residents, FEMA workers, utility crews and

insurance adjustors who arrived on the Island in the aftermath of the storm. The end result was

that during November and December, Long Island’s lodging sector saw its best performance

anytime since 1999 in terms of occupancies and rates. Commensurate with these levels of

lodging performance were the significant visitor expenditures and taxes resultant taxes generated

during the traditionally slow winter season.

2013 began where 2012 left off – with continued high demand for lodging and the resultant

visitor expenditures and taxes generated from that demand. Of major importance, Long Island

lodging was finally able to see pre-recession occupancy and rate levels and a strong hope that

they would be maintained throughout the year. As of the end of July, that appeared the case.

As with all effective marketing plans, this plan cannot, nor should it be considered a static

document. It is intended to be a roadmap providing focus and direction to the bureau’s collective

marketing efforts. As such, it must remain a flexible document to better take advantage of

unforeseen opportunities that present themselves – or address unanticipated challenges.


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III. Positioning Statement

As a site for meetings, conventions and sporting events and

as a destination for leisure travelers, Long Island offers a wide array

of quality meeting venues, sports facilities and lodging properties surrounded by

a wealth and depth of easily accessible, unique, and quality

natural and manmade attractions that provide

enriching experiences year-round with exceptional

value and broad-based appeal.


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IV. Market Segment Overview

Meetings and Conventions

Business travel and the corporate meetings market segments have been the slowest sectors to

rebound since the 2009 recession and continue to remain fragile to this day. Uncertainties over

the continued slow pace of the domestic economic recovery combined with the across –the-board

federal government spending cuts known as sequestration continue to impact corporate group

travel decisions. Corporate travel departments and meeting planners remain conservative with

group bookings up only 1.7% through July of this year.

How these economic uncertainties manifest themselves in 2014 may depdend largely on the

political landscape going into an election year. Even larger conventions that traditionally book in

convention centers are showing smaller attendance than in years past. Long Island continues to

struggle for corporate group business as no new major corporate entities have relocated or

expanded on the Island in almost a decade.

In 2014, the Bureau’s sales programs will include development of business/client relationships

through networking opportunities including trade shows, sales calls and sales blitzes. E-

marketing initiatives will continue to be employed to complement a number of meeting planner

educational events planned throughout the year.

Sports Events

In 2012 and 2013, Long Island’s excellent reputation in the sporting event industry as a viable

sports destination was further enhanced by hosting three major golf events: The Barclay’s at

Bathpage Black Course, the U.S. Women’s Open Golf Championship at Sebonack Golf Club and

the Walker Cup at the National Golf Club of Long Island. All three events were broadcast to

worldwide audiences. In 2014, the Island will again be showcased to a global audience when it

hosts the United Nation’s Agency Games at Hofstra University. This event will generate over

7,000 attendees, 4,300 room nights as spur direct expenditures of over $2.5 million.

That said, while Long Island enjoys this reputation as a sports event destination, the LICVB’s

sales efforts to attract events are confounded by the same challenges as in years past: the lack of

venue availability, the lack of or slow responsiveness from venues and price sensitivity by events-

rights holders.

While the lodging sector on Long Island relaxed its room rates following the recession, post-

Hurricane Sandy business activity provided properties with the opportunity to return to pre-

recession rate levels. Because of this it is anticipated that this will potentially create a significant

challenge with price sensitive sports groups.


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Group Tour & Travel - Domestic The Bureau has maintained only a minor presence in this market through its participation in the

American Bus Association’s annual market place. While some tour operators have expressed

interest in potentially including Long Island into their motor coach itineraries, timing of travel

(heavy summer) and lodging rate sensitivity remains a challenge. In evaluating this market

segment, the LICVB has found that the return on investment in attracting overnight motor coach

business is minimal.

Tour & Travel – International While Long Island will not be a stand-alone destination for international visitors anytime soon, it

has proven to be an excellent extension to New York City-focused holidays. Further, research

has identified that overseas visitors to the United States spend on average three times more than

the average $224 per person per day domestic visitor. Insofar as New York City is the Number 1

U.S. destination for international long-haul visitors, the LICVB has successfully worked to

position Long Island as a must-visit add-on to 7, 10 and 14 day New York City itineraries.

Since Long Island first entered the international arena in 2008, the Bureau has focused its

marketing and sales efforts on developing the United Kingdom, Germany and German-speaking

visitor segments. In 2013, this focus was maintained while expanding into a very robust,

emerging and growing market, Brazil.

NYC & Co., the destination marketing and sales organization for New York City, identified

Brazil as their third largest international market behind the United Kingdom and Canada. Over

718,000 Brazilians visited New York City in 2011 – a 21.9% increase over 2010. NYC & Co.

maintains direct representation offices in a total of 18 international countries serving 25 markets

including San Paolo, Brazil and employs an aggressive educational program in each market

targeting the travel trade. In an exclusive partnership developed in 2006 with the LICVB, Long

Island is included in these educational programs as the featured designated neighbor beyond New

York City.

As with their European and British counterparts, travel consumers from Brazil rely heavily on the

travel trade (tour operators, receptive operators and travel agents) for recommendations,

assistance and travel purchases. For U.S. destinations and vendors this means it is absolutely

essential to gain inclusion in the travel trade’s distribution channels and catalogs if they hope to

develop international visitation and business. With this in mind, the LICVB will add a major

international travel trade show in 2013 that focuses on the South American markets but takes

place in the U.S. Through “Le Cumbra” trade show, the Bureau anticipates being able to partner

with NYC & Co. and begin developing this important growth market.

General Leisure Traveler The pent up domestic consumer travel demand that was acted upon in 2012 has continued

through to 2013 and is anaticipated to continue in the future as the overall economy rebounds.

Survey’s of potential travelers consistently points to active travelers undertaking two or more

leisure trips during the year of 100 miles or more and mostly by car.


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In 2013, a number of major travel accolades focused consumer travel attention on Long Island:

Editors of Wine Enthusiast Magazine listed Long Island’s North and South Forks as one

of the world’s 10 best wine travel destinations.

Dr. Stephen Leatherman (“Dr. Beach”) named Long Island’s Main Beach in East

Hampton as the Number 1 Beach in the Nation.

Additionally, global interest in Long Island’s historic Gold Coast was significantly rekindled with

the cinematic re-release of The Great Gatsbie.

Finally, Long Island reached global audiences with the hosting of the U.S. Women’s Open at

Sebonek Golf Club in June. The combination of these accolades and events and the attention

they generated will be leveraged heavily in 2014 to attract domestic leisure travelers to Long

Island.


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Goals & Objectives

The overall goal of the LICVB’s marketing and sales efforts continues to be focused on driving overnight visitation by positioning Long Island as a preferred site for meetings and conventions, sporting events and as a domestic and international leisure travel destination.

Domestic Leisure Travel Consumer Objectives

- Regional Marketing -

Objective A – General Leisure Traveler: Influence off-Island consumer travel decisions by implementing aggressive and cost-effective

integrated marketing strategies and programs.

SITUATION:

With improvements in both the national economy and increases in consumer confidence,

domestic leisure travel is expected to continue expanding in 2014. As in the past, the LICVB will

continue its emphasis in online marketing and social media integrated with traditional

marketing/advertising to influence leisure travel decisions within a 250 mile drive radius to

choose Long Island as a getaway destination. As stated earlier, Long Island received a number of

significant destination travel accolades in 2013 including Best Beach in the Nation and Top 10

Wine Travel Destinations in the World. The LICVB will leverage these accolades in it’s

marketing messages to better position the Long Island “experience”.

Strategy: Traditional Print Advertising

Generate top-of-mind awareness of Long Island as a vacation destination to off-Island travel

consumers through image-building and response-driven advertising.

Advertising objectives:

Increase traffic to LICVB website, niche-micro sites and mobile site.

Raise the profile of Long Island as a tourism destination through traditional advertising

vehicles by developing creative and compelling messages that resonate with leisure travel

consumers.

Drive consumer inquiries for travel information about Long Island.

Advertising strategies:

Primary: Influence consumers within a 250-mile drive radius to choose Long Island as a

leisure-travel destination, thereby generating direct overnight tourism-related

expenditures.

Secondary:

o Generate a strong level of consumer awareness of Long Island as a destination in

the leisure market place and motivate potential visitors to request additional print

or online information.

o


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o Continue to build image and brand awareness of Long Island as a leisure travel

getaway.

Tertiary: Remind potential visitors in the New York Metro area of the value of real

vacation get-away opportunities on Long Island.

Media objective:

Incorporate an integrated media strategy that reaches the largest number of potential

visitors to Long Island in best-opportunity markets.

Drive traffic to the new LICVB web site, www.discoverlongisland.com.

Compel potential visitors to request informational materials.

Media strategies:

Place print advertising messages primarily in high-quality, travel-oriented regional media

publications with response-oriented mechanisms in place.

Participate in cost-effective cooperative print advertising programs offered through the

New York State Department of Tourism and/or New York State TPA Association.

Continue cost-effective pay-per-response interactive advertising programs.

Tactics (Print Advertising): Select from geographically-targeted editions of high quality,

travel-oriented print media outlets that reach consumers in a “travel” frame of mind.

Focus on print media that enhance consumer response options and offer a mechanical

means of tracking inquiries, such as bingo cards and BRCs.

Tactics (Cooperative Advertising): Leverage limited financial resources by participating in

New York State cooperative print advertising programs in proven-effective media outlets.

Tactics (Internet Advertising): Utilize online pay-per-performance advertising mediums to

generate inquiries, drive web traffic and generate customer data.

Strategy: Public and Media Relations

Work to secure published news stories about Long Island’s tourism attributes through regular

press contact. Create press releases and pitch targeted media. Develop personal relationships with

high-quality press by bringing qualified media to Long Island and working with them to develop

positive story starts.

Participate in press conferences and other media events to interact with the media and gain

coverage for Long Island. Create optimized newswire releases several times per year for

nationwide distribution through major news outlets.

Tactic (Press Releases): Create compelling narrative about Long Island’s tourism attributes and

post to Media Room section of the website. Send out to targeted media contacts.

Tactic (Press Trips): Screen qualified media contacts and invite writers on assignment to visit

Long Island to develop their story idea. Provide itineraries, accommodations, contacts, attraction

admission or transportation for high quality targeted media only. Provide general informational

assistance and itineraries for freelancers, bloggers and others.

Tactic (Media Reception): Participate in two cooperative NY Media Marketplace press

receptions in NYC in partnership with Empire State Development and other state-wide TPA

organizations. Meet with invited members of the press for face-to-face news pitches.

Tactic (Optimized Press Releases): Using a newswire distribution service, create four (4)

optimized press releases edited for keywords, web links and tags to increase the distribution of

Long Island tourism information through major news syndicates.

Tactic (Media Database): Secure access to a searchable file of high level media through

newswire service, or a similar journalist data base service.


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Tactic (Reporting): Maintain a list of all direct press contacts the LICVB has assisted in the

development of their story. Note publication, name, contact info, date of publication and story

theme.

Tactic (Media Resource Center): Further develop the online resource center for journalists.

Become the definitive source for ideas, press releases, photos, and for press to request

personalized assistance including travel planning, itineraries and accommodations.

Tactic ( Press Photos): Continue to add to the Bureau’s library of Long Island photos and video

for use by the media. Maintain a downloadable library of images and video through a secure

online registration process. Track all images requested and used.

Tactic (Promotional Items): Reinforce Long Island’s brand image with quality promotional

items for journalists.

Strategy: Collateral Development Create the annual Long Island Travel Guide and the quarterly Calendar of Events. The Travel

Guide will serve as the primary printed resource for information about visiting Long Island and as

the main fulfillment piece in response to advertising and other inquiries. Both will be distributed

to strategically located information and visitor centers.

Tactic (Long Island Travel Guide): Use the Long Island Travel Guide as the primary response

mechanism for potential visitors requesting information about visiting the Long Island region.

Tactic (Long Island Calendar of Events): Highlight Long Island area events through the

production and distribution of four quarterly Calendar of Events brochures. Distribute in response

to visitor inquiries and at key visitor areas.

Tactic (Other Collateral): Develop postcards, brochures, magnets or other support material to

support the Bureau’s marketing initiatives.

Strategy: Fulfillment and Tracking

The in-house fulfillment team will respond in a timely manner to all phone and online visitor

inquiries generated through advertising, website and other marketing efforts and will create

monthly reports that track all requests for information. This monthly tracking system will closely

monitor the efficacy of advertising campaigns by reporting on where visitor inquiries originated

using select codes placed in ads.

Tactic (In House Fulfillment): Continue to outpace average industry fulfillment turn-around

rates by providing immediate and efficient response to visitor information inquiries.

Tactic (Off-Site Distribution): Place collateral materials in strategically located visitor centers

while looking for new opportunities for placement of the Bureau’s Travel Guide and other printed

materials.

Tactic (Reporting): Create monthly reports that track all visitor inquiries and requests for

information, including all ads using designated identification codes.

Strategy: Visitor Center Operations The Bureau will operate two visitor centers to provide assistance to visitors seeking information

about Long Island. The centers will serve as a source for informational materials, guides and

brochures and will be staffed with personnel knowledgeable about Long Island tourism. These

include a year-round facility at Long Island Islip MacArthur Airport and a seasonal chalet along

the Southern State Parkway, in addition to the main center and offices in Hauppauge.

Tactic (Brochure Distribution): The Visitor Centers will serve as outlets for member partners

to distribute their individual rackable brochures and as a distribution point for the Travel Guide

and other printed materials.

Tactic (Public Information): Provide information and direction to Long Island attractions and

accommodations at staffed visitor centers.


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Strategy: Research Use research data to make strategic, tactical and marketing decisions and/or determine the

effectiveness of promotional efforts; or to identify and measure travel trends and motivators in

order to pinpoint new opportunities.

Tactic (Performance Indicators): Identify consumer market trends to enhance the Bureau’s

marketing efforts by contracting with a research firm that tracks performance indicators.

Tactic (Website Research): Analyze the effectiveness of the Bureau’s marketing programs

through monthly monitoring and reporting of website data.

Tactic (Partnerships): Look for cost-efficient opportunities to form cooperative partnerships to

generate market analysis.

SITUATION: Having a compelling website is a basic component of any destination marketing

organization’s marketing plan and to that end the Bureau has a comprehensive website that

includes advanced tools for visitors including an interactive map, a downloadable travel guide,

online coupons, getaways and brochures, in addition to an active Calendar of Events and hotel

and attractions listings. The goal of the Bureau web site is to engage visitors, provide useful

information and to assist them in their decision-making process.

Driving potential visitors to the Bureau website is of primary importance. Recent changes taking

place in Google algorithms affect how dominant a website is and how, when and why it shows up

when an organic search for information is done. Visitors searching for information through

organic search engine inquiries are one of the most important means of driving visitation to the

website and are considered to be the most qualified leads to a site.

In order to maintain relevance to potential visitors seeking information about visiting Long Island

it is important to maintain a solid interactive strategy that brings the Bureau website to the top of

the search engine rankings and ensures its visibility in Long Island tourism related searches.

To further enhance its prominence, the Bureau will develop online programs and features that

serve to build national and international visitation. This includes executing a comprehensive

search engine marketing (SEM) plan to elevate organic ranking using search engine optimization

(SEO) and pay-per-click advertising to deliver ad-based messaging to potential visitors.

At the same time, the online marketing strategy will work to engage and inform the visitor once

they click through to the website to increase time spent on-site. The search engines are

increasingly looking at the interactive, social and sharing capabilities of a website. The Bureau

will incorporate strategies that will encourage and enable visitors to better ‘share’ Long Island

tourism information. Research and tracking will be used to determine direction and monitor

initiatives.

Objective B - Online and Interactive Marketing: Influence consumer travel-making decisions by implementing an interactive marketing plan

that expands Long Island’s online presence and drives traffic to the Bureau’s website, niche

sites and mobile site. Utilize Search Engine Marketing (SEM); Search Engine Optimization

(SEO), interactive enhancements and social media to increase search engine relevance and

online engagement. Update internal data system to streamline internal operations and create

more efficient member interaction.


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Since a growing number of visitors to the Bureau’s website are also coming from tablets and

other hand-held devices the Bureau will more extensively market its mobile capability and will

enhance its website with features that create better interactivity.

The Bureau will also increase the visibility of its tourism attributes by using pinpointed social

media platforms that invite interaction and sharing of its message in line with its goals and

objectives.

In addition the Bureau will undertake an upgrading of its internal content management system

and extranet system that will create a cloud-based platform for all future interactions. The

upgraded system includes features that will streamline system usage. It will prevent system

crashes, save money on server maintenance, and offset costs associated with current SQL server

replacement. In addition it will be accessible anywhere to Bureau staff and members; it will work

on all mobile and pad devices; and will provide advanced reporting and better servicing of

LICVB membership base.

Strategy: Online Marketing

Improve the Bureau’s website rankings and visibility in organic searches. Increase visitor

engagement and time spent on site through the implementation of a clearly defined online

marketing plan. Build usage of the Bureau website and increase visibility and sharing through

social media portals. Track and report on program effectiveness.

Tactic (Search Engine Marketing): Analyze highly ranked key search terms related to Long

Island tourism and incorporate these into an overall search engine marketing plan.

Tactic (Search Engine Optimization): Optimize content on key web pages to drive natural

searches to the Bureau’s website. SEO is the process of tailoring text, titles, meta tags, alt tags,

etc. so that search engines assign a higher ranking to the site for specific search terms. Monitor

quarterly position reports to measure relevance in key search word terms.

Tactic (Pay Per Click): Utilize a pay-per-click campaign to drive visitation to the Bureau’s

website based on key terms relevant to Long Island.

Tactic (Social Media/Web Enhancements): Add enhanced ‘sharing’ capability to the Bureau’s

website to increase visitor referrals of key content and images.

Tactic (Social Media Promotions): Increase Long Island’s ‘sociability’ through messaging and

promotions that reinforce the Bureau’s marketing messages and solidify its relevance as a key

source and authority on Long Island tourism product.

Tactic (Facebook Ads): Utilize Facebook advertisements to increase Long Island tourism’s ‘fan’

base and drive traffic to the Bureau website.

Tactic (Optimized Press Releases): Increase Long Island’s presence on news websites across

the internet by creating four optimized press releases with links and keywords to send out on the

wire.

Tactic (Email Marketing): Create quarterly marketing messages and regular e-postcards

highlighting major events or news for in-house email request list.

Tactic (Niche Marketing): Expand the Bureau’s brand message to select niche groups, including

weddings, LGBT weddings, fishing, cultural, and culinary assets through enews, public relations

and social media outlets.

Tactic (Tracking and Reporting): Utilize quarterly enhanced tracking and reporting to measure

website performance.

Tactic (Update Internal Systems): Upgrade D3000 data management system to create a cloud-

based platform with added features to streamline system usage.


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Strategy: Mobile Marketing

Enhance usability of the Bureau’s newly created mobile ready site by adding features that

actively engage the user in planning their visit. Build visitation to the mobile site through mobile

search engine optimization, redirects and Pay Per Click.

Tactic (Mobile Updates): Update the mobile website with features that increase usage and times

spent on-site. Create mobile redirects to key pages to better enhance on-site navigation.

Tactic (Mobile Search Engine Optimization): Optimize the mobile site to increase its ranking

in organic mobile search engines.

Tactic (Pay Per Click Marketing): Market the Bureau’s mobile site through a dedicated mobile

pay-per-click campaign.

Strategy: Social Media Marketing

In line with its marketing objectives, enhance and reinforce Long Island’s brand message through

major social media sites. Drive traffic to primary website and niche micro-sites and encourage

potential visitors to share Long Island’s brand message.

Tactic (Social Media Websites): Maintain a presence on key social media sites, including

Facebook, Pinterest, TripAdvisor and YouTube, and engage visitors regularly with imagery and

messages. Focus on sites that can refer traffic to the Bureau website.

Tactic (Other Social Sites): Work with key bloggers or strategically important third party social

media sites to post additional content about Long Island tourism messages including information,

photos and videos to drive interest in Long Island as a destination.


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Meetings & Conventions Objectives

Objective: Drive overnight visitation through the procurement of meetings, conventions and conferences on

state, regional, national and international level. Increase lead generation from a projected 2013

year-end total of 250 lead by 10% to 275 in 2014.

SITUATION:

Industry conditions continue to gradually improve due to perceived economic stability. In 2013,

meeting planners are feeling the supply/demand shift to the hotel’s favor. Increased room demand

has caused planners to increase their lead time to accommodate their programs. They are also

using longer lead times as an effective risk management technique.

Overall, the corporate group market is anticipated to improve slightly over 2013 and association

business has seen significant increases in business. Government meetings continue to decline.

As in the past, the Bureau will position Long Island as a primary affordable alternative to New

York City as their rates are still significantly higher than Long Island and are predicted to be in

2014. We will key into the following attributes:

Close proximity to New York City

Lower government per diem rates when compared to New York City & major

metropolitan cities

Lower corporate rates and hotel taxes

Major airports and international gateways- JFK and LGA

The convenience of Long Island MacArthur Airport (ISP)

New service from Boston with Penn Air

Free hotel parking in most properties

Accessibility to Long Island with the HOV lane and ferry service from Connecticut

Free shuttle service to the LIRR and Islip Airport from select area hotels

In 2014, the LICVB will continue to aggressively pursue corporate and association meetings

business through a basic sales approach including networking opportunities, trade show activity, a

meeting planner educational reception, a familiarization tour and some small company

presentations throughout the year. We also look to increase business in a cooperative effort with

all the other New York State CVBs in a program being developed in conjunction with I Love NY

to educate planners on NYS as a meeting and sports destination. Anticipated programs include a

meeting planner reception and FAM tour in a destination outside of New York State.

Strategy: Direct Sales

Continue to identify business prospects in New York City, New Jersey, Albany and the

Westchester/ Connecticut areas.

Tactic (Trade Show): Attend trade shows to generate awareness and develop sales leads.

AIBTM show

ESSAE Trade Show

Helms Briscoe Annual Business Conference

MPI World Congress

Collaborate

Connect

Small Market Meetings Conference


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Tactic (Non-Tradeshow Direct Sales): Generate product awareness to key meeting planners

through group presentations, industry networking events and social networking media.

LinkedIn Profiles

Corporate Facebook Page

Corporate Twitter account

Corporate Pinterest account

ESSAE Annual Meeting

MPIGNY Golf Networking Event

Albany Meeting Planner Reception

ESSAE Leadership Summit

ESSAE Holiday Reception

Meeting Planner FAM Tour

Prospect Group Presentations – scheduled throughout the year

Tactic (Sales Calls): Conduct sales calls in target territories.

New York City

Albany

New Jersey

Connecticut/Westchester

Tactic (Small Group Presentations and Luncheons): Create several small, intimate

presentations to planners throughout the year

Schedule presentations to a group of planners within a company or corporate travel

agency.

Schedule small lunch presentations in target markets to planners from several different

companies to promote awareness of Long Island as a meeting destination

Tactic (Direct Telemarketing): Continue to employ direct phone/e-correspondence

telemarketing to meeting planners and corporate travel agents to develop sales leads.

Create concrete monthly telemarketing goals for staff

Tactic (Association Memberships): Evaluate and continue existing industry memberships and

identify new associations that provide networking opportunities and offer valuable resources

allowing access to new prospects.

ASAE

ESSAE

HSMAI

MPICAC

MPIGNY

MPINJ

NYSAE

PMPI

SGMP

NRF

MPIWC

Tactic (Trade Publications/Sourcebooks/Professional Development): Maintain subscriptions

to trade publications, e-newsletters, industry sourcebooks and attend professional development

seminars on a continual basis to remain current on industry trends and new developments.

Subscriptions/Sourcebooks/Mailing Lists

Professional Development Programs


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Tactic (Meeting Incentives): Continue to promote the Meeting Incentives section of the website

with savings and incentives offered by hotels, attractions and other members that have an interest

in the corporate group meetings market.

Maintain Meeting Incentives section on B2B section of website

Strategy: Internet and E-Marketing

Tactic (New York State): Work closely with the New York State Association of CVBs to

promote awareness of Long Island as a corporate meetings destination in a collaborative state-

wide effort.

www.nymeetings.com

Tactic (Association Memberships): Maintain accurate Bureau listings on all association

membership websites.

Tactic (E-Marketing): Develop e-mail campaign to create awareness that introduces meeting

planners to the B2B section of the website and increases inquiries and on-line RFP submissions.

E-newsletter quarterly to maintain contact and exposure

Use the LICVB corporate Facebook page, corporate Twitter account and corporate

Pinterest accounts to inform meeting planners of Long Island’s traditional and non-

traditional meeting facilities and attractions.

Send standardized postcards and e-postcards prior to and immediately following

scheduled sales programs including tradeshows, sales calls, sales blitzes and educational

receptions and luncheons.

Send invitations to meeting planners to become a Facebook “fan” of the LICVB’s

corporate Facebook page.

Network through the LinkedIn business social media website by joining groups and

inviting planners and industry associates to join a sales manager’s network.

Promote Meeting Planner Extranet to all meeting planners in targeted areas

Tactic (LICVB Website): Generate awareness of website by directing meeting planners to the

B2B section

E-mail blasts directing website to meeting planners and industry publications

Press Releases directing website to meeting planners and industry publications

Release information about site via social networking media such as Facebook, Twitter

and LinkedIn

Strategy: Collateral

Produce, maintain, distribute and expand inventory of sales and marketing materials and

promotional items that effectively promote awareness of Long Island as a meetings destination

and supports sales initiatives.

Long Island Meeting Planners Guide

Long Island brochure

Rack Card - quick sell piece highlighting corporate meeting selling points of Long Island

Reprints - Purchase reprints of Long Island focused articles for inclusion in sales kit

Direct Mail postcards directing planners to website

Tradeshow Enhancements/Promotional Giveaways

Strategy: Public Relations Develop a comprehensive public relations campaign that targets industry trade publications and

decision makers to generate knowledge of Long Island’s product offerings as a competitive

meetings-destination.

E-newsletter/updates

Press releases

Maintain accurate distribution database and email database

http://www.nymeetings.com/


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Strategy: Advertising

Elevate awareness of Long Island as a competitive and affordable meetings destination.

Tactic (Advertising - Creative): Create an ad that carries a message and design that can be

universally placed in print mediums and internet based programs.

Develop new meetings and conventions ad

Tactic (Advertising - Print):

LIBN Meeting Planners Guide

MPIGNY Membership Directory

MPICAC Membership Directory

NJMPI Membership Directory

Meetings Focus Magazine

Small Market Meetings Magazine

Tactic (Advertising - Internet): Identify viable internet marketing opportunities that target

corporate, government and association meeting planners and key decision makers.

MPI Global Marketplace Enhanced Listing

ESSAE On-line Directory

Helms Briscoe Meeting Planner Intranet

Cvent Destination Profile and advertising


2014 Marketing Plan

19

2014 Meetings & Conventions Proposed Calendar of Sales Initiatives

JANUARY FEBRUARY MARCH APRIL

Small Corporate

Presentation

ESSAE Annual Meeting

Small Corporate

Presentation

Helms Briscoe Annual

Business Conference

Collaborate

MAY JUNE JULY AUGUST

ESSAE Expo

AIBTM trade show

Collaborate trade show

MPI World Congress

MPIGNY Golf Event

Connect trade show

Small Corporate

Presentation

SEPTEMBER OCTOBER NOVEMBER DECEMBER

ESSAE Leadership

Summit

Small Market Meetings

trade show

ESSAE Autumn Networking

Event

Small Market Meetings

Conference

Small Corporate Lunch

Presentation

Albany Meeting Planner

Reception

ESSAE Holiday

Reception


2014 Marketing Plan

20

Sports Development Objectives

Objective: Drive awareness and demand for Long Island as a site for regional, national and international

sporting events through marketing, sales and public relations strategies and tactics targeting

sports event rights holders.

SITUATION:

Long Island continues to have an excellent reputation in the sporting event industry as a viable

sports destination. The Island has multiple sports venues that meet the standards for regional,

national and international sporting events.

The challenges that are still faced in this market are lack of venue availability and lack of

responsiveness from certain venues. The Long Island CVB will continue its relationships with its

sports venues and stress the importance of these events to the economy of the island. Even though

the economy is improving, hotels on Long Island understand this market are willing to propose

competitive rates.

The LICVB&SC will continue to position Long Island in the forefront for event consideration for

regional, national and international sporting events through continued participation in tradeshow

and industry events. Direct sales activities will be augmented through targeted print and internet

advertising, site inspections, as well as, social media marketing to sport event-rights holders.


Continue to engage market segments and advance overall awareness of Long Island as one of the

leading sports destinations in the United States.

Tactic (Industry Conferences/Trade Shows): Attend industry conferences/trade shows to

interface with event rights holders and expand existing prospect base.

National Sports Forum

National Association of Sports Commissions (NASC)

CONNECT SPORTS

S.P.O.R.T.S. Relationship Conference

SportsLink Conference

TEAMS Conference

Tactic (Industry Memberships): Continue to build relationships and contacts through sports

association memberships.

National Association of Sports Commissions (NASC)

National Council of Youth Sports (NCYS)

Tactic (Trade Publications/Sourcebooks/Professional Development): Maintain subscriptions

to trade publications, e-newsletters, industry sourcebooks, sustain industry recognized

certifications and attend professional development seminars on a continual basis to remain current

on industry trends and new developments.

Subscriptions/Sourcebooks

Professional Development Programs


2014 Marketing Plan

21

Strategy: Internet and E-Marketing

The LICVB will develop new interactive strategies to efficiently and effectively keep Long Island

in the forefront of rights holders.

Tactic: Create website awareness campaign designed to introduce rights holders to the website

and the online RFP functionality.

Send standardized e-postcards prior to and immediately following scheduled sales

programs including tradeshows and sales calls

Send out e-newsletters updating a new sporting event

Tactic: Networking and Awareness through Social Media

Sports Facebook page

Sports Twitter account

LinkedIn Profile

Pinterest Account


Maintain current inventory of collateral marketing pieces to support sports sales initiatives.

Sports Facilities Guide

Advertisement piece

Reprints - Purchased reprints of case study on Long Island’s sports venues for inclusion

in sales kit

Strategy: Public Relations

Develop a comprehensive; structured public relations/media plan that allows for maximum

exposure of Long Island as an attractive venue for sporting events/conferences.

Tactic: Maintain visibility and increase knowledge of current sports developments on Long

Island among industry executives on a consistent basis.

Press Releases

E-updates to industry decision makers

Strategy: Advertising Position Long Island in the industry as a viable destination for sporting events on the state,

national and international level and maintain awareness of the Island’s history in hosting major

sporting events.

Tactic (Print Advertising): Identify appropriate print mediums in domestic and international

industry specific publications that will reach key decision makers and enhance visibility and

overall awareness of Long Island as a destination for virtually any type of sporting event.

Sports Travel Magazine

Sports Events Magazine

Sports Destination Management

Trade Directory Listings


2014 Marketing Plan

22

2014 Sports Development

Calendar of Sales Initiatives *Note: Italicized items represent new programs for 2014


National Sports Forum NASC


CONNECT SPORTS


S.P.O.R.T.S. SportsLink Conference

TEAMS Conference


2014 Marketing Plan

23

Domestic and International

Tour & Travel Trade Objectives

Objective A: Domestic Tour Operator Maintain an awareness of Long Island as a destination for inclusion in overnight tour packages

through limited sales and marketing strategies targeting key domestic tour operators.

SITUATION: The LICVB will continue to maintain a reduced development program in the domestic tour

operator market. Following the LICVB Board’s direction, the Bureau focuses its resources and

efforts in driving overnight visitation. The Island has proven to be a draw for day-trip programs

out of the metro New York area and limited demand for overnight programs from the tri-state

area. The Bureau will maintain a presence amongst domestic tour operators through its continued

participation with the American Bus Association and through limited cooperative programs with

Destinations of NY. We expect bookings to increase in 2014 slightly due to increased awareness

of Long Island and new hotels willing to accept bus tour business.


Generate awareness of Long Island’s group tour product offerings through direct sales contacts at

key industry programs targeting North American group tour operators.

Tactics (Trade Shows): Attend the key group travel trade shows to generate awareness and

develop sales leads for member partners catering to the group tour market segment.

American Bus Association


Create awareness of Long Island as a destination for motor coach tour operators through the

generation of positive editorial content targeting travel trade media and highlighting Long

Island’s tourism assets.

Strategy: Industry Associations and Subscriptions Maintain awareness of group tour industry trends; provide for participation in sales development

opportunities, and development of key tour operator relationships through select and targeted

trade association memberships.

Strategy: Direct Mail

Maintain awareness of Long Island among select travel agents and tour operators through direct

mail cooperative partnership with Destinations of New York and Fire Starter Marketing.

Objective B: International Travel Continue to expand and build on opportunities established in 2013 to develop the international

long-haul travel markets, specifically the United Kingdom, Ireland, Switzerland, Germany and

the German-speaking Benelux countries. Continue to develop new and emerging markets such as

Brazil, Argentina and the Netherlands.

SITUATION: There is measurable and steady increased demand for Long Island. The hospitality industry

enjoyed an increase in demand in 2013 and is projected to again in 2014 with domestic and

international travelers.


2014 Marketing Plan

24

Traditional receptive tour operators (RTO’s) owned by overseas parent companies continue to

diversify into new markets and evolve into destination management companies as they target the

MICE (Meeting, Incentive, Convention, Events) business. RTO’s are now seen as inbound

DMC’s for destinations where they have service offices, and a few have tried to connect and

expand their MICE business to other cities by tapping into the expertise and contact base of

DMOs and suppliers where they have less direct knowledge.

The LICVB’s cooperative partnership with NYC & Company and continued participation in

international trade show and networking opportunities continues to allow Long Island to fully

establish itself in the international arena and particularly within the United Kingdom, Germany,

Switzerland and other emerging markets.

The LICVB will continue to reach out to its lodging members to inform them on how best to

create a partnership with the international client. The tour operators have become very familiar

with Long Island’s product. Long Island hotels are now displayed in many of the foreign

language publications throughout Europe. The U.S. RTO’s have come to recognize that the

demand has increased for Long Island as a tourism destination. This is witnessed by the requests

made for more FIT hotels during industry trade shows.

The international travel industry is still concerned about lead time in terms of last-minute booking

decisions and fuel cost. Operators will continue pushing for value-added features, such as free

breakfast, to reduce package costs making their programs more marketable. Rates in the heavily

frequented tourism hotels (FIT hotels) have increased in the past year.

The LICVB will continue to participate in this market place which has proved to be rewarding.

Participation includes:

Attendance at five major international travel trade shows: ITB Berlin (Germany), World

Travel Mart (UK and Brazil) and the U.S. Travel Industry Association’s IPW (POW

WOW) and FIT Buenos Aires

Attendance at RSAA and NAJ Summit East in the U.S.

Long Island product being marketed overseas by 25 of the top international receptive

operators.

Long Island product being marketed in the UK, Germany, Austria, Switzerland, Spain,

Israel and the Netherlands.

Expansion at no additional costs with NYC & Company – travel agent training academies

in the following countries the UK, Germany, Canada, India, Finland, Sweden, Denmark,

Norway, Japan and Ireland.

Continued partnership with Division of New York State Tourism

Monitor and participate in marketing efforts set forth by the Corporation for Tourism

Promotion (CTP) aka Brand USA.

Conduct familiarization tours with New York State Tourism, major international

companies and travel journalists.

In 2014, the Bureau will continue pursuing the UK, German and Switzerland markets as well as

other emerging markets. Although it is prohibitively expensive to generate consumer awareness

of Long Island as a destination in the U.K. and Germany utilizing traditional marketing strategies

such as print media, the LICVB will continue to expand awareness through online pay-per-click

programs which were tested in 2012 and 2013.


2014 Marketing Plan

25

Additionally, as Austria, Switzerland, Scandinavia, France, Russia and Israel have expressed

interest in Long Island, the LICVB will continue to monitor the demand from these and other

markets to determine future market viabilities and strategies as resources permit.

Strategy: Partnership Marketing

Continue to leverage existing alliances and form new strategic partnerships with existing industry

affiliates that are interested in exploring international opportunities.

Tactic: Partner with the Commercial Service offices in the USA and VISIT USA in Europe to

gain access to their market information. Establish rapport and strong alliances with the US

embassies abroad. Participate in marketing efforts set forth by the CTP.

Tactic: Participate in the NYS International Advisory Committee to develop suggested

itineraries and co-op partnerships.


Create awareness of Long Island as a destination for international visitors through the generation

of positive editorial content targeting international travel trade media and highlighting Long

Island’s tourism assets.

Tactic: Continue to work with the Marketing Communications Department and identify possible

international trade to provide press releases.

Tactic: Continue to work with VISIT USA Commercial Services in identifying possible business

from international delegations.

Tactic: Continue quarterly e-newsletter campaign to tour operators and receptive operators

highlighting Long Island’s assets. Expand distribution to European travel agents if possible.


Continue to engage international tour producers and advance overall awareness of Long Island as

an international MICE and leisure travel destination.

Tactic (Industry Trade Shows): Attend select industry trade shows to generate awareness of

Long Island’s tourism assets and to position the Island in relation to New York City.

ITB- Berlin, Germany

Travel Industry Association’s IPW (formerly called POW WOW)

World Travel Mart- UK and Brazil

ABAV / FIT South America

Tactic (Direct Sales): Establish partnerships with tour operators and receptive operators and

coordinate quarterly sales visits to their offices and co-op presentations.

Tactic (Non-Trade Show Direct Sales): Conduct international operator and receptive operator

reception in NYC, fostering new and continued relationships and awareness.

Strategy: Online Marketing

Continue online pay-per-click marketing as a means to generate U.K. and German travel

consumer awareness of Long Island as a value-added destination to their NYC travel plans.

Tactic (U.K. and German Microsites): Continue to promote international microsites to UK and

German operators for consumer use and as a response to consumer pay-per-click respondents to

as part of a campaign in both markets.

Tactic (Pay-per-click): Continue and expand pay-per-click campaign to UK and German

consumers expanding awareness of Long Island market.


2014 Marketing Plan

26

2014 Domestic and International Tour & Travel

Calendar of Sales Initiatives

Note: International programs are italicized.


American Bus

Association

RSAA-Washington, DC

ITB - Berlin, Germany

TIA’s IPW

(POW WOW)


NAJ-Summit, NYC

International Receptive

Operator Reception

(NYC)

Sales Calls

Sales Calls


ABAV/FIT

World Travel Market,

London


2014 Marketing Plan

27

Suffolk Specialty Tourism

Marketing Plan

Objective A: General Leisure Travel Consumer

Create and implement a wholly Suffolk-centric and integrated marketing program to position and

generate a greater awareness of Long Island’s Suffolk County and its assets as a premier leisure

travel get-away destination by influencing off-Island and New York metro consumer travel

decisions.

SITUATION:

Suffolk County’s tourism economy received an unexpected boost in 2013 resultant from travel

created by post-Hurricane Sandy recovery efforts. This surge in business was felt strongest in the

first quarter of the year and provided healthy occupancy and average room rates with high

demand leading into the spring and summer months. It is expected that overall travel to Suffolk

County and the resultant visitor expenditures would remain healthy through the balance of the

year.

Visitor experiences to Suffolk County were highlighted nationally and globally in 2013 with two

major accolade:

Editors of Wine Enthusiast Magazine named the North and South Fork regions as one of

the Top 10 Wine Travel Destinations in the World, and

Main Beach in East Hampton was named the Number 1 Beach in the Nation by Dr.

Stephen Leatherman, aka Doctor Beach.

While the LICVB historically leveraged existing regional marketing materials to provide cost-

efficiencies to the Suffolk Specialty Tourism Marketing programs, in 2013, the bureau produced

produced a Suffolk-centric website and travel guide as the main calls-to-action for traditional

advertisements and marketing programs. With this in mind, the bureau will undertake a

combination of image/awareness marketing while also focusing on the more niche-oriented

products and experiences the County has to offer including cultural, heritage and its overall

epicurean experiences.

With the aforementioned in mind, the Bureau will continue to aggressively execute the following

integrated marketing strategies in line with its obligations to Suffolk County.

Strategy: Integrated Marketing

Utilize a combination of marketing disciplines to generate awareness of Suffolk County’s diverse

product offerings and events.

Tactic (Traditional Advertising):

Utilize image-creative to generate off-Island awareness of Suffolk County as a

destination within the Long Island region.

Remind travel consumers within the immediate New York metro DMA, including Nassau

County, that Long Island’s Suffolk County is THE choice for quick getaway vacations.

Advertising objectives:

Drive visitation traffic to the new Suffolk-centric website.

Generate consumer requests forthe new Suffolk-centric travel guide.


2014 Marketing Plan

28

Leverage the Long Island brand to position and differentiate Suffolk County from other

same-named counties and develop awareness of Suffolk County’s assets and experiences as a

destination within the Long Island regional destination.

Generate top-of-mind awareness within the New York metro DMA of Long Island’s Suffolk

County is THE choice for an immediate and quick getaway vacation.

Media strategies:

Utilize combination of online and traditional media including print and television to

maximize reach and frequency against best opportunity markets with in select DMAs.

Select response oriented print media designed to bolster inquiry levels.

Integrate select television buys to expand image/awareness.

Tactic (Creative Development):

Develop traditional print and television consumer advertising creative to generate

image/awareness of Suffolk County as a nearby Long Island vacation experience.

Develop additional niche-specific creative that highlights specific niche experiences and

assets.

Strategy: Interactive

Create and leverage wholly Suffolk-centric online presence in support of all Suffolk marketing

initiatives.

Tactic (Online): Market the new Suffolk-centric website.

Leverage website to provide in-depth and extensive information about Suffolk County as

a travel destination and to drive traffic to Suffolk County vendors (lodging, attractions,

events and experiences) through extensive SEM and SEO activities.


Produce a wholly Suffolk-centric travel guide as a primary advertising fulfillment piece for

advertisements place in traditional media and online as well as the primary consumer information

guide for distribution at trade shows, visitor centers and provided to other appropriate resources.

The guide’s editorial content will focus only on Suffolk County assets and experiences.

Strategy: Corporate Group, Sporting Event and Film Production Sales:

Drive overnight visitation through the direct solicitation of meetings, conventions, sports events

and film and commercial production.

Tactic (Sales Activities):

Feature Suffolk County meeting and sport facilities in all regional sales programs and

activities targeting corporate meeting planners and sports events-rights holders. Assist

the Suffolk County Film Commission by promoting Suffolk County as a site for on-

location film, television and video productions by attending one major film location trade

show.

Conduct a familiarization tour for film production entities and film location selection

managers in conjunction with the Suffolk County Film Commission.

Strategy: Matching Grants Program

Continue to administer a Matching Grants program that provides direct tourism marketing

assistance to Suffolk County DMOs (destination marketing organizations) and other regional

tourism promotion organizations within the county.

Continue to incorporate the grant funding formulas identified and inaugurated in 2011.


2014 Marketing Plan

29

Objective B: Niche Marketing

Leverage specific niche assets, experiences and major events to generate awareness among

special interest consumer travelers and stimulating niche travel to Suffolk County.

Situation:

Although travel decisions are predicated on the broader appeal of a destination, potential visitors

want to know of the varied products and activities available to enhance their overall experience

and travel. The LICVB recognizes the significance and quality of Suffolk County’s cultural,

heritage, natural and recreational assets to tourism promotion and will develop and implement

specific niche-oriented programs to leverage them to help drive tourism.

Strategy: Film Production Promotion: Attracting on-location film, television and video production to Suffolk County provides an

opportunity to stimulate a significant niche segment of the tourism industry.

While the LICVB is neither a member of nor directed by the Suffolk County Film Commission,

the Bureau will provide marketing and sales services to attract this niche segment.

Tactic (Trade Show): Assist Suffolk County Film Commission in the generation and

development of direct relationships with key decision-makers of location film, television and

video production companies by participating with Suffolk County at the annual film location and

production trade show of the Association of Film Commissions International (AFCI).

Tactic (Fam Tour): Conduct a familiarization tour for film production entities and film location

selection managers in conjunction with the Suffolk County Film Commission.

Strategy: Suffolk County Culture & Wine Winterfest: Live on the Vine Promotion

Utilize a combination of marketing disciplines to support 2013 Winterfes: Live on the Vinet

activities and attract visitors during a traditionally low-visitation time period.

Tactic (Advertising): Support Winterfest: Live on the Vine through off-Island advertising in

NYC, Connecticut and Westchester area newspapers, beginning in mid-January.

Tactic (Public Relations): Generate positive editorial support in local/regional media through

press releases, press invitations, direct-to-consumer e-newsletter and other informational

materials.

Tactic (Interactive/Website): Leverage Suffolk website, LICVB primary website, mobile site

and Facebook page to generate awareness of Winterfest: Live on the Vine activities.

Strategy: Suffolk County Epicurean Experiences

Leverage Suffolk County’s agricultural and epicurean assets and experiences to influence off-

Island leisure travel decisions and drive overnight visitation through an integrated thematic

marketing campaign that

Generates image awareness Suffolk County as a premier epicurean destination;

Drives visitation to a niche-specific micro website;

Generates requests for the Suffolk County Travel Guide, and

Stimulates retail sales from local farms, wineries, restaurants and locally-produced food

products.

Tactic (Online): Market micro-site that thematically ties together Suffolk County’s abundance

of home-grown and harvested farm-to-table culinary offerings including produce, means and

seafood complemented by the fine wines produced on Suffolk County’s east end.


2014 Marketing Plan

30

Tactic (Advertising): Utilize a combination of traditional life-style, travel and culinary print

media to generate image awareness of Suffolk County’s rich epicurean culture among potential

visitors and drive online visitation to the new micro-site.

Tactic (Online Marketing): Utilize online pay-per-click mediums to generate inquires and drive

web traffic to the new epicurean micro-site.

Incorporate behavioral and geo-targeting in media selection mix. Tactic (Social Media): Engage Facebook fans in dialog about epicurean experiences, recipes,

food products, festivals and events while driving traffic to the micro-site.

Tactic (Public Relations): Generate timely press releases and web optimized releases to serve as

story ideas and to position Suffolk County as a unique epicurean destination.


2014 Marketing Plan

31

Membership Development

Objective: Increase new membership by employing a program of active solicitation, while

effectively communicating with existing members about the benefits offered through their

LICVB membership. Encourage new and existing members to participate in Bureau events; take

advantage of benefits; and become more actively involved with Bureau programs.

SITUATION:

In response to legislative concerns over equity issues raised by the Suffolk County Comptroller’s

audit, the Board of Directors adopted a resolution in July 2013 to modify the lodging membership

category and extend full membership to all commercial lodging businesses that collect lodging

taxes in lieu of charging annual membership dues. This represents approximately 633

commercial accommodations businesses. The bureau’s non-lodging paid membership

approaching 2014 will be approximately 255 attractions, transportation, meeting services,

restaurants, retail and allied businesses. The program of work will focus on two main issues:

increasing paid member partners to help support the Bureau’s initiatives and managing an

increased number of non-paid hotel members by encouraging them to take full advantage of other

benefits and educating them about how to best use the member extranet, respond to sales leads

and other member resources.

The Membership Department undertook a broader outreach program to prospect for new

members in 2013, including mailings and phone calls to former members; targeted campaigns by

industry (wineries, restaurants, and catering facilities); and in-person sales blitzes to targeted

tourism-centric locations. The Bureau plans to engage in a broader effort to prospect for new

members, especially as they relate to newly developed weddings and culinary niche microsites.

Over the past few years, the Bureau has undertaken aggressive new measures to make sure that it

is at the forefront of tourism marketing, redesigning its website; creating mapping features for all

member listings; offering coupon, brochure, and online getaway package posting capability for

members; providing online meeting proposal request forms; actively participating in social media

and online marketing; developing niche microsites; and developing a mobile site. These

initiatives, along with many other programs provide a broad range of benefits for new and

existing members.

The Membership Department will continue to work to better engage new and existing members to

use the member Extranet, which enables them to update their contact database, create special

offers and edit their member listing. And this year, monthly e-news blasts to members are

planned to encourage them to take advantage of the programs designed to enhance their business

opportunities where appropriate.

Further efforts are planned this year to educate members about Bureau benefits through ‘new

member breakfasts,’ one-on-one assistance, expanded communications and e-news blasts to

encourage feedback and participation as the Bureau seeks to provide better services that deliver

enhanced value.

Strategy: New Member Acquisition

New member acquisitions in 2014 will focus center on attractions, microbreweries, wineries, and

larger scope members, such as shopping malls and ferries. There will be a focus on previously

solicited businesses; geographically targeted businesses in high tourism areas; industry specific


2014 Marketing Plan

32

lists from local chambers and organizations; networking events at area chambers; and potential

members that could benefit from new and existing Bureau microsites dedicated to niche tourism.

Further efforts will be made to ensure that all staff is educated and prepared to discuss benefits

with potential new members.

Tactic (Sales: Previously Solicited List): Revisit previously contacted businesses that are

familiar with the Bureau and possess limited understanding of the potential value membership.

Follow-up to discuss their business goals and to explain how Bureau membership can benefit

them.

Tactic (Sales: Tourist Areas): Plan monthly sales trips to areas that hold a concentration of

tourism related businesses. Set appointments and pre-plan to visit the most practical prospects.

Tactic (Sales: Tourism Niche): Compile industry specific lists focused on the types of

businesses that could potentially benefit most from Bureau membership. This will include:

catering; microbreweries; farm stands; fishing; and shopping (chambers and malls).

Tactic (Sales: Networking/Chamber Events): Attend area Chamber of Commerce meetings to

meet potential new members and discuss opportunities for Bureau membership.

Tactic (Sales: Microsite Relevance): Research and contact businesses that can best benefit from

the enhanced value of some of the Bureau’s microsite initiatives. This will include culinary

tourism-related businesses, fishing and weddings-related businesses.

Tactic (Sales: Special Offers): Follow up with member prospects in March and April with a

special offer of 14 months of membership and 13 months of membership (respectively) for the

price of 12 months, based on a renewal/join date of May 1.

Tactic (Staff Education): Organize staff educational meetings to review member benefits and

Bureau services to better prepare them for soliciting new members.

Strategy: Member Retention

Reinforce the value of membership through a regular communications program with members

focusing on opportunities for participation in member programs. Provide immediate responses to

all inquiries/requests for assistance.

Tactic (Traces): Utilize the ‘trace’ system in D3000 database to effectively note and monitor

Bureau staff-member correspondence.

Tactic (New Member Breakfast): Host three ‘new member’ breakfast meetings at the Bureau’s

offices to meet Bureau staff; tour offices; learn about benefits and to ask questions.

Tactic (E-news Member Communications): Send out monthly correspondence to members via

e-news blasts to communicate about upcoming programs and opportunities and benefits available

to enhance membership value.

Tactic (Annual Meeting of Membership): In accordance with the By-Laws, coordinate the

annual meeting of membership in November.

Tactic (Educational Conference): Attend the annual DMAI Membership Educational

Conference to learn about best practices in membership development and retention.

Tactic (Tracking): Provide monthly tracking statistics to measure actual received monthly dues

measured against year-end projections.


2014 Marketing Plan

33

DOMESTIC LEISURE TRAVEL MARKETING

2014 BUDGET DETAIL

OPERATING EXPENSES:

Advertising-Creative Production $ 7,350

Advertising – Media $ 129,800

Online Marketing $ 52,475

SEO/Position reports 5,100

Social Media Strategic Plan 1,200

Social Media Promotion 10,000

Main Page Tablet Integration 1,850

Travel Guide Digital Integration 2,150

Optimized Press Release (four) 2,170

Website Traffic Reporting 1,805

Quarterly Enhanced Performance Reports 6,000

Online Advertising – Travel Guides/Free 7,200

SEM – PPC 15,000

Mail Program $ 38,950

Postage (In-House) $ 31,460

Fulfillment (Greater Data/Deliveries) $ 9,050

Brochures $ 20,000

Calendar of Events 20,000

Brochure Distribution $ 5,000 NYS Thruway Program (Destinations NY) 5,000

Internet/Website $ 43,930 Web Server Hosting 8,500

Website Maintenance/ Updates 6,000

D-3000 Maintenance 19,000

D-3000 Customization 6,300

D-3000 Web Solutions 3,500

Domain name renewals: 630

Public Relations $ 4,500

Media Service 2,500

Media FAMs 1,500

Promotional Items 500


2014 Marketing Plan

34

Research $ 6,000

Meetings-Receptions/FAMS $ 2,000

NYS Media Reception $ 2,000

Tradeshow/Registrations $ 4,200

DMAI (CEO Forum & Annual Conf.)

NYSHTA Gov. Action Day

NYCVBA

ESTO

DMAI Destination Mgmt./Mktg Institute

Travel & Entertainment $ 13,500

DMAI, TIA, NYCVBA, TIC, ESTO

Association Membership

DMAI $ 2,400

Telephone $ 26,000

Telephone 16,400

T-Line (New) 9,600

TOTAL OPERATING: $ 357,655


2014 Marketing Plan

35

2014 MEETINGS & CONVENTIONS

BUDGET DETAIL

OPERATING EXPENSES:

Tradeshow & Registration Fees 30,665

ESSAE Trade Show 3,670

Helms Briscoe Annual Business Conference 2,000

AIBTM 3,575

Collaborate 3,500

MPIGNY Golf Networking Event 1,475

MPI World Congress 7,050

Connect 6,500

ESSAE Leadership Summit 80

Small Market Meetings Show 1,595

Networking Functions - MPIGNY, MPINJ, NYSAE (12) 720

Professional Development Training - Staff 500

Travel & Entertainment 21,763

ESSAE Annual Meeting 989

St. Patrick’s Day Albany Reception 630

Helms Briscoe Annual Business Conference 1,115

ESSAE Trade Show 1,575

AIBTM 1,410

Collaborate 2,805

MPIGNY Golf Networking Event 70

MPI World Congress 2,045

Connect 1,500

ESSAE Leadership Summit 1,049

ESSAE Autumn Harvest 1,049

Small Market Meetings 2,063

Albany Planner Reception 1,464

ESSAE Holiday Reception 1,049

Sales Calls - NJ 150

Sales Calls – NYC (10) 500

NYS DOS Meetings (4) 600

Client Presentations (4) 200

Industry Networking Functions (12) 600

Mileage 500

Client Entertainment 400

Meetings & Receptions 5,890

ESSAE Annual Meeting 110

Albany Meeting Planners Reception 2,480

ESSAE Harvest Reception 80

ESSAE Holiday Reception 145

Corporate Luncheon Presentations (4) 1,200

Sub-Committee Meetings (25ppl@$15 ea x 5 meetings) 1,875


2014 Marketing Plan

36

Promotional Items 1,500

FAMS

MICE FAM Tour 4,900

Association Memberships 3,515

ASAE 425

ESSAE 200

MPICAC 90

MPIGNY (2) 900

MPINJ 90

PMPI 95

NRF 100

NYSAE 250

HSMAI 395

MPIWC 450

RCMA 125

Small Market Meetings 395

Advertising – Trade Creative 5,500

Creative – Redesign Rack Card 1,800

Creative and production costs - ad revisions 950

Creative – Postcard 2,800

Advertising – Trade Print – Regional 25,700

LIBN Meeting Planners Guide - 4c Full Page 5,000

MPIGNY Membership Directory - 4c Tabbed Full Page 2,800

NJMPI Membership Directory - 4c ½ Page 1,300

Small Meetings Market - 4c ½ Page (4 insertions @ $1,500 ea) 6,000

MPICAC Directory 2,350

Meetings East Magazine- 4c ½ page (2 insertions @ 2650ea) 5,300

Meetings East Guide 2,950

Advertising - Trade Internet 24,495

ESSAE On-line Directory 200

MPI Global Marketplace website 495

Helms Briscoe Destination Partner program 5,000

Cvent Destination profile and advertising 18,600

ASAE Global Marketplace website 200

Printing 1,650

Rack Cards – 4c double-sided – 1,000 quantity 850

Postcard 800 quantity 800

Brochures 3,000

LIBN Meeting Planners Guide - 1,000 copies 3,000

TOTAL OPERATING EXPENSES- MEETINGS/CONVENTIONS: 128,578


2014 Marketing Plan

37

2014 SPORTS DEVELOPMENT

BUDGET DETAIL

OPERATING EXPENSES:

Tradeshow & Registration Fees 10,230

National Sports Forum 1,495

NASC 1,225

Connect Sports 2,500

S.P.O.R.T.S. 1,000

TEAMS 3,050

Olympics Sportslink/NASC Small Market Meetings 750

Industry Networking Functions (3@70ea) 210

Travel & Entertainment 10,315

National Sports Forum 1,615

NASC 1,715

Connect Sports 1,225 S.P.O.R.T.S. 1,570

Olympic Sportslink/ NASC Small Market Meetings 1,875

TEAMS 1,815


Mileage 300

Promotional Items 1,000

Association Memberships 945

National Association of Sports Commissions (NASC) 795

National Council of Youth Sports (NCYS) 150

Advertising – Trade Print 16,730

Sports Travel Magazine Mid-Atlantic Issue (1/2page 4c x 3) 9,255

Sports Events Magazine (1/2 page 4c x 3) 5,700

Sports Destination Management (½ page ad 4c x 3) 1,400

Sports Travel Directory 125

Sports Facility Directory 250

Advertising – Trade Internet 25,200

Diva Half Marathon Web Listing 5,000

Interagency Games Web Listing 5,000

Sports Event Program co-op (4x) 10,000

Meeting Max (2) 1,600

Sports Destination Management Internet Video 3,600

Subscriptions 600

Sports Market Place Sourcebook 600

TOTAL OPERATING – SPORTS DEVELOPMENT : $ 65,020


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2014 DOMESTIC AND INTERNATIONAL TOUR & TRAVEL

BUDGET DETAIL

OPERATING EXPENSES:

Tradeshow & Registration Fees $ 30,325 American Bus Association (ABA) 2,095 RSAA 750

ITB Berlin International 5,425

IPW (POW WOW) 7,780

NAJ Summit East 1,750

ABAV (Brazil) 6,000

World Travel Market 6,525

Meetings & Receptions $ 3,850

NYC Presentations $ 350

International Operator Reception 3,500

Travel and Entertainment $ 21,280 ABA 1,585 RSAA 1,395

ITB Berlin International 4,260

NAJ Summit East 915

IPW (POW WOW) 4,405

ABAV (Brazil) 2,895

World Travel Market 4,925

International Operator Reception 300

NYC Presentations 200


Mileage 200

FAM Tours $ 4,900 International FAM Tour (2) 4,900

Mailing Programs $ 3,195

Destinations of NYS Co-op Mailing 1,250 Travel agents, AAA, operators 1,695

Mailing – Intl Operators & Domestic Operators 800

Firestarter 700

Advertising- Trade Print $ 3,100

Destinations of NYS Multi-Lingual Travel Guide 3,100

Advertising- Trade Creative $ 2,550

Destinations of NYS Multi-Lingual Travel Guide 750

Translation of LI brochure to Spanish & Portuguese 1,800

Collateral- Brochures $ 550

Print French & Italian brochures 550


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Online Marketing $ 9,000

12 month International PPC campaign 9,000

Association Memberships $ 3,050

American Bus Association 500

Travel Industry Association 1,400

RSAA 600

OMCA 550

Printing $ 300

Firestarter flyers (700 x 2) 300

Promotional Items $ 600



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2014 SUFFOLK SPECIALTY TOURISM MARKETING

BUDGET DETAIL

OPERATING EXPENSES (Marketing Sales):

Suffolk Cultural (3.3%) $ 63,400

Advertising-Creative Production $ 32,100

Advertising – Media $ 380,000

Advertising – Media – Trade/Other $ 3,550

Online Marketing-Suffolk Projects $ 53,570

SEO-Suffolk Site 12,000

SEO- Epicurean 8,000

Optimized Press Releases 2,170

Enews Promotion (six) 7,200

Website Updates 6,000

Google ad campaign 8,000

Suffolk Pinterest 2,400

Website Traffic Reporting 1,800

Quarterly Enhanced Performance Reports 6,000

PPC-Suffolk (*take from advertising) 10,000

PPC-Epicurean (*take from advertising) 10,000

Photography/Video $ 25,000

Mail Program $ 115,290

Postage (In-House) 89,540

Fulfillment (Greater Data & Deliveries) 25,750

Tradeshow and Registration Fees $ 3,200

AFCI Film Location Show 3,200

Travel and Entertainment $ 1,850

AFCI Film Location Show 1,850

Meetings/Receptions/Fams $ 8,000

Film Production Fams 8,000

Matching Grants $ 200,000

Collateral-Brochures $ 22,000

Suffolk-centric Travel Guide 22,000


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TOTAL OPERATING (Marketing & Sales): $ 907,960

Salaries & Benefits (20% of Total Suffolk Specialty): $ 227,088

TOTAL: $1,135,048


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43

MEMBERSHIP SERVICES

BUDGET DETAIL

REVENUE: $ 43,200

New Members 5,000

Renewals 38,000

Vending Machines (Visitor Center) 200

OPERATING EXPENSES:

Internet/Website $ 840

E-Newsletter Maintenance 840

Meetings and Receptions $ 19,500

Annual Meeting 7,000

Board Meeting Expenses 1,500

Other (Board Retreat & Facilitation) 11,000

Office Expense and Supplies $ 500

Printing and Member Kits 500

Promotional – Non-Public Funded 2,000

Associations and Professional Memberships $ 3,000 NYSTVA, ASAE, NYSHTA, NYACVB, NYSTPA


2014 VISITOR SERVICES

BUDGET DETAIL

OPERATING EXPENSES:

Office Expenses $ 500

Repairs & Maintenance $ 3,000

Chalet cleaning, repair & maintenance 3,000

Promotional $ 1,500 Staff Shirts, Promo Items, Posters


Documents

2014 Marketing Plan and Operating Budgetuserfiles/Marketing Plan and... · Suffolk Specialty Tourism Marketing 27 Membership 31 VI. Program Budget Detail 33 VIII. Full Budget Separate