LaJolla.com - Marketing and Brand Identity Development Strategy

LaJolla.com Marketing and Brand Report Presented to Ryan Mathysby Dog & Rooster

I. EXECUTIVE SUMMARY

A. The Idea: Begin with it… End with it better

B. The Company - What are our goals?

Executive Summery

Draft Mission Statement

The Product

What is success?

III. TARGET MARKET: Who are La Jolla.com’s Customers?

IV. RESEARCH & ANALYSIS

B2C

• The Category – What industry is LaJolla.com focusing on?

• The Customer – Who is LaJolla.com trying to inspire to travel to La Jolla?

• The Competition – Who has their attention now?

B2B

• The Category – How big is LaJolla.com’s industry?

• The Customer – Who wants to be apart of LaJolla.com’s Success?

• The Competition – Who has their attention now? What opportunities do we have?

MARKETWho wants what your selling?

COMPANYProduct systems

and relationships. Planning for

Growth.

COMPETITIONWho else is

there?

ATTRIBUTESHow do you

define yourself? currently

YOUR IDEA

IV. BRAND STRATEGY

Agenda: Research & Analysis

CUSTOMERWho’s Buying

MARKET GOALSWhat is your end-

game?

IV. BRAND STRATEGY DEVELOPMENT

A. Company Position/Clarify Offering – Start with Why?

What does LaJolla.com do? Who is LaJolla.com marketing to? Why does LaJolla.com matter? Why should Local

Businesses want to advertise with LaJolla.com, and why should users care?

B. Brand Strategy Development

With strategic business opportunities defined we go on to identify, articulate and design what the customer will

experience. Mission, Vision, Values

We do this by identifying your company:

1. Brand Promise – A Philosophy

Customers buy ideas that inspire them from people they believe (in).

What is the reason they will buy from you?

2. Brand Experience– A Feeling

How do you want to be perceived by your audience?

Your B2B, B2C customers, B2E Customers (employees), your website users, your community, your competition.

If your customer were to describe you in three words, what would they be?

3. Brand Personality – A Tone/Voice

If your company was a person, how would it interact with the world?

This will be helpful too when determining your websites functionality (how easy is it to use)

What do you want to provide your audience initially, what experience do you want them to have in the first blink

of an eye?

BRAND EXPERIENCEFeel

What emotion do you want to illicit?

BRAND PERSONALITYTone

How do you want to interact with your

audience?

BRAND PROMISEWhy?

Why do you matter?What are you promising

your customer?

BRAND IDENTITYLook

How you look: Design that reflects above.

Agenda: Brand Identity Development

Where to go to find any and all information about La Jolla.

We want La Jolla.com to be the go-to resource for those searching for that perfect place, that desired experience to “get-away.” We also want to give La

Jolla a chance to take back its throne as one of the most iconic destinations in the world: An inspired choice when you are looking to feel

The IdeaBegin with the Beginning

Draft Mission Statement

La Jolla.com should be the go to site for all information in La Jolla with the

benefit of having a local connection. La Jolla.com wants to provide more value

to advertisers and merchants, which they don’t get from current options or

larger sites. For website visitors, La Jolla.com wants the site to have easy to find,

worthwhile information that they can access easily.

Executive Summery

Ryan Mathys - CEO

The Product

Web Visitors – Relevant Information – easily accessed and found

Advertisers/Merchants – hyper-local, relevant advertising

What is Success?

Success is La Jolla’s local business success by increasing the visibility of La Jolla to

the city of San Diego, State of California, and across the country and globe.

Invigorated,

Refreshed,

Relaxed, and

Free

Target Market

LaJolla.com’s business model relies on local business-generated Advertising Revenue.This means that local business owners must feel confident that

a) their profile and information is being seen by their potential customer (Marketing)

b) their representation on La Jolla.com will inspire potential customers to either call them or walk through their door (Brandin g)

c) that they will get more customers by investing in LaJolla.com, and (Strategy)

d) their return on investment has a higher success rate with La Jolla.com than any other source (Competitive Strategy)

In order to attract our bread-and-butter, we must first appear to be the only worthwhile outlet who can successfully attract our customer’s bread-and-butter.

Who are LaJolla.com’s Customers?

So, who are our customer’s customer?

Or, in other words:

Who are La Jolla Local-Businesses’ Customers?

PropSpectors

Visitors

Locals

Travelers

Day-trips, overnight trips, a Staycation “Away,” these are your local tourists, or

the ones that call “road-trip” before they hop on the 5-South.

These are your San Diego Natives looking for a good time on the town, a nice day

at the beach, a shopping trip with the girls, or that future wedding spot.

Whether they speak French, Spanish, or Minnesotan, they fly to get here, they

stay in a hotel, and sometimes they have Destination Weddings!

They loved it so much, now they want to move there… so they are looking

for the info to tell them what they want to know.

We want La Jolla.com to be the go-to resource for locals, visitors, travelers and potential property buyers searching for that perfect place for a desired

experience.

Segmentation

Research & Analysis

These are your San Diego Natives looking for a good time on the town, a nice day at the beach, a

shopping trip with the girls, or that future wedding spot. It’s a pretty good thing we want their

attention, because San Diegans …

Are expected to grow in number by 6.5% (approximately 195,844 people) by end of 2014.

Rank themselves 9th regionally and tenth nationally among the top population growth DMAs.

San Diegans and visitors spent $6.4 billion on food and beverages last year.

734,635 people visited the Gaslamp Quarter in 2008.

473,996 San Diegans enjoyed live theater and 418,862 took in culture at an art museum.

547,939 attended the San Diego County Fair

And an additional 255,414 caught the show at the Del Mar Racetrack.

Locals

Spend $714 compared to $454 on ALCOHOL in 2012

Up from $581 per year on ALCOHOL compared to the rest of the U.S. average at $423 in 2011

Spend 40% percent more than typical U.S. consumers when it comes to CLOTHING

Spend more on personal care products like SPAS at $681 / $589 in 2011 and $676 / $631 in 2012

Spend 41% of their income on housing!

Local Category Stats

Local Customer Insights

Category United States San Diego

Consumer unit characteristics:

Income before taxes $64,649 $76,358

Age of reference person 49.9 50.8

Average number in consumer unit:

Persons 2.5 2.5

Children under 18 0.6 0.5

Persons 65 and over 0.3 0.4

Earners 1.3 1.3

Vehicles 1.9 1.8

Percent homeowner 65 53

Average annual expenditures:

Average annual expenditures $50,581 $56,205

Food 6,529 6,744

Food at home 3,880 3,579

Cereals and bakery products 534 427

Meats, poultry, fish, and eggs 843 723

Dairy products 413 383

Fruits and vegetables 723 727

Other food at home 1,367 1,321

Food away from home 2,649 3,165

Alcoholic beverages 454 714

Housing 16,846 21,640

Shelter 9,858 14,989

Owned dwellings 6,101 8,003

Rented dwellings 3,109 6,434

Other lodging 648 552

Utilities, fuels, and public services 3,687 3,080

Household operations 1,141 1,341

Housekeeping supplies 612 482

Household furnishings and equipment 1,547 1,749

Apparel and services 1,738 2,093

Transportation 8,649 8,748

Vehicle purchases (net outlay) 2,942 2,047

Gasoline and motor oil 2,706 3,030

Other vehicle expenses 2,472 3,045

Public transportation 529 626

Healthcare 3,436 3,338

Entertainment 2,589 2,690

Personal care products and services 631 676

Reading 112 114

Education 1,130 745

Tobacco products and smoking supplies 341 230

Miscellaneous 802 799

Cash contributions 1,818 1,394

Personal insurance and pensions 5,508 6,278

Life and other personal insurance 335 128

Pensions and Social Security 5,173 6,150

$0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500

San Diego U.S.

Food Away From Home

Entertainment

Apparel and Services

US v San Diego Annual Expenses

35% of San Diegans enjoy swimming. 21% of San Diegans use free weights and circuit training to stay fit.20% of San Diego residents take advantage of San Diego’s beautiful

bike paths and sunny weather to enjoy bicycling.

There were nearly 32.3 million visitors to San Diego, of which more than 16.1 million

(16,129,000) were overnight travelers and more than 16.1 million (16,136,000) were day

visitors.

San Diego hosted 10.6 million visitors in the third quarter of 2013.

Visitors to San Diego spent nearly $8.0 billion in 2013

Longer term, visitor growth is forecasted to rise above 2% in 2015 before settling toward an

average growth of 1.8% in 2016-2017.

Visitor expenditures were stronger in the third quarter, advancing 5.5% to $2.6 billion.

Visits to San Diego are expected to post annual growth of 2.2% in 2013 aided by relatively

stronger performance in overnight visitation in the fourth quarter. Visits are forecast to slow

to 1.6% in 2014.

Hotel demand increased 2.2% in the last part of 2013, improving over the first half of the

year. While room supply continues to grow, occupancy rates managed to top 80%.

Hotel room demand is projected to grow 2.2% in 2013, revised higher from the last

forecast, yet the slowest rate since the recession. Demand is forecast to rebound in 2014,

growing 2.8% and stabilizing below 2.5% in 2015-16.

-10.00%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

2010 2011 2012 2013 2014 2015 2016 2017

PROJECTED GROWTH OF VISITORS TO SAN DIEGO

Visits Day Visits Overnight Visits

Category Stats: ROAD TRIP!

$0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000

1992

2007

2008

2009

2010

2011

2012

Air Transportation (visitor only)

Retail Sales

Arts, Entertainment &

RecreationGround Tran. & Motor Fuel

Food Stores

Food & Beverage Services

Accommodations

Spending at Destination

Day Travel

Vacation Home

Private Home

Public Campground

Private Campground

Hotel, Motel

VISITOR SPENDING IN MILLIONS PER GENERAL INDUSTRY

Trend Line

Trend Line

Trend Line

Visitor & Travel

GENERAL:

San Diego is the 8th most popular Travel Destination in the U.S. accounting for 11% share of travelers as a whole.

California was the destination for 215.1 million domestic person-trips in 2012.

RESIDENCE OF VISITORS:

77.5% of California's domestic leisure visitors in 2012 were residents of California

Southern California visitors to San Diego were the largest origin market (29%), but they represented only 17% of overnight visitor spending. Arizona was the second largest market, with 16% of

visitors and 17% of overnight visitor spending.

TRANSPORTATION: More than half (60%) of all overnight visitors arrived in San Diego by a personal vehicle, but they represented less than half of all overnight visitor spending (45%).

Southern California was the largest origin market (29%) and represented 17% of spending.

Arizona was second with 16% of visitors, BUT ALSO represented 17% of spending.

VisitorVisitor & Traveler Category Stats*

*2012 San Diego County Visitors Profile Study.

60% of all overnight visitors arrive by personal vehicle, but only represent 45% of total spending.

77.5% of California's domestic leisure visitors in 2012 were residents of California.

WEDDINGS

16 percent of marriages are destination weddings; The destination wedding market accounts for $16

billion in annual spending.

Average budget for a destination wedding is $20,600.

The leading destinations for out-of-town weddings are currently: Las Vegas, Hawaii, The Virgin Islands,

Jamaica, Bahamas, Mexico and Florida

1.4 million U.S. couples per year; Honeymoons comprise a $12 billion-dollar-a-year industry.

Average budget for a destination wedding is $20,600.

North Coast

Shasta Cascade

San Francisco Bay Area

Central Valley

Gold Country

High Sierra

Central Coast

Los Angeles County

Orange County

San Diego County

The Deserts

Inland Empire

WHERE ARE OUR VISITORS GOING NOW?

WHERE ARE THEY FROM?

77.5% of California's domestic leisure visitors in 2012 were residents of California.

Top states for in-bound leisure travel were Arizona (3.1%), Nevada (2.5%), Texas (1.7%), Washington (1.6%), Oregon (1.3%) and New York (1.1%).

HOW MUCH ARE THEY SPENDING? other mountain states represented 11% of overnight visitors and 12% of visitor spending. About 9% of overnight visitors were International and they represented

13% of total visitor spending. Visitors from the Midwest represented about 6% of the visitors and 6% of the visitor spending.

INTERNATIONAL TRAVEL TO CALIFORNIA

14.1 million international visitors traveled to California in 2013. Approximately 6.2 million were from overseas origins, 6.4 million were from Mexico and 1.5 million were from Canada.

California's top overseas markets in 2013 were the United Kingdom (702,000), Australia (563,000), Japan (561,000), China (517,000), France (443,000), Germany (423,000), South Korea

(410,000), India (194,000) and Italy (178,000).

TravelVisitor Category Stats*

*2012 San Diego County Visitors Profile Study.

Italy India

South Korea France

China Japan

Australia United Kingdom

Canada Mexico

WHERE ARE INTERNATIONAL TRAVELERS FROM?

California's domestic leisure visitors in 2012

were residents of California.

Arizona

Nevada

Texas

Washington

Oregon

New York (1.1%).

WHERE ARE LEISURE DOMESTIC TRAVELERS FROM?

6.2 million international travelers from overseas, but

6.4 million were from Mexico alone.

Each overseas traveler spends approximately $4,455 when

they visit the U.S. and stay on average more than 18 nights

Where are they staying

ACCOMMODATIONS: Visitors with hotel accommodations in San Diego represented half (52%) of overnight visitors, but 70% of overnight visitor spending. Private home visitors

represented 43% of overnight visitors, but only 18% of overnight visitor spending. Each visitor to San Diego who stayed in a hotel was worth about three times as much as a visitor who

stayed in a private home with friends or relatives ($585 v. $181). Visitors who stayed in other overnight accommodations represented about 5% of visitors and 10% of overnight visitor

spending.

VISITOR FREQUENCY: First time visitors to San Diego tend to stay longer and spend more money (3.6 nights and $421). Visitors with many repeat visits (more than four visits in two years)

tend to spend less and stay a shorter time in San Diego (2.2 nights and $311). The percentage of first time overnight visitors to San Diego increased substantially in 2012 compared to

2011 (45% v 34%).

TRANSPORTATION: About one-third (35%) of all overnight visitors arrived by air and they represented nearly half (45%) of the total overnight visitor spending. About 5% of all overnight

visitors arrived in San Diego County by a train or bus and they represented about 8% of the overnight visitor spending. About 2% of San Diego overnight visitors arrived in San Diego by

a rental car and they represented about 1% of the overnight visitor spending.

Traveler Category Stats:

Travelers

WHERE ARE LEISURE TRAVELERS FROM DOMESTICALLY?

WHERE ARE THEY COMING FROM INTERNATIONALLY?

35% of all overnight visitors arrived by air and they also represent 45% of all spending.

Hotel visitors represented only half (52%) of overnight visitors, but 70% of overnight visitor spending.

2,6

28

115

64 7

92

171

1,6

35

6,2

35

368

80

1,1

93

271

3,0

51

6,3

57

387

85

1,2

41

281

3,1

32

5,5

26

314

69

1,1

70

272

2,8

58

6,1

99

312

68

1,2

15

274

3,0

93

6,7

21

327

72

1,2

64

285

3,2

88

7,0

62

333

71

1,2

90

290

3,3

90

HOTEL, MOTEL PRIVATE CAMPGROUND PUBLIC CAMPGROUND PRIVATE HOME VACATION HOME DAY TRAVEL

VISITOR SPENDING IN MILLIONS

1992 2007 2008 2009 2010 2011 2012

Traveler Insights:

PURPOSE OF TRIP:

Overnight commercial travelers (business or convention/meetings) recorded nearly three times higher spending per person than leisure travelers ($911 v. $329). Commercial travelers

represented 2.6 million visitors (17%) of the nearly 15.8 million overnight visitors, but they generated $2.4 billion (35%) of the $6.7 billion total overnight visitor spending. Leisure travelers

represented 83% of overnight visitors and 64% of spending. About 1% of overnight visitors listed other purposes for their trip such as medical services or other personal reasons. This small

segment of overnight visitors generated less than one percent (0.4%) of total overnight visitor spending.

U.S. residents logged 460 million person-trips* for business purposes: In 2012, with 21% of travel was for meetings and events.

DOMESTIC LEISURE TRAVEL DRIVERS

Top leisure travel activities for U.S. domestic travelers: 1) visiting relatives; 2) shopping; 3) visiting friends; 4) fine dining; and 5) beaches. INTERNATIONAL TRAVEL TO US

Each overseas traveler spends approximately $4,455 when they visit the U.S. and stay on average more than 18 nights.

Top leisure travel activities for overseas visitors:

1.Shopping

2.Dining

3.City Sightseeing

Travelers

21% of travel was for meetings and events.

Leisure travelers represented 83% of overnight visitors and 64% of spending.

Business travelers represented 17% of overnight visitors, but generate 35% total overnight visitor spending.

0%

20%

40%

60%

80%

100%

120%

Leisure Business All Overnight

WHY ARE THEY COMING?

S. Cal N. Cal Other Pacific States Arizona

Other Mountain States South Central South Atlantic Midwest

Northeast Foreign

Traveler Insights

$0 $100 $200 $300 $400 $500 $600 $700

spend per visitor

WHAT ARE THEY SPENDING?

Purpose of Visit Spending Per Visitor

Leisure $329

Convention/Business $911

Accommodations Spending Per Visitor

Hotel/Motel $585

Private $181

Transportation to SD Spending Per Visitor

Air $646

Personal Car $323

Rental Car $324

TARGETSBusiness/Convention Travelers & Leisure who

Fly InAnd Stay at Hotel/Motelsthat are from

1) the Midwest 2) a Foreign Landand 3) South Atlantic

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00%

sightseeing dining Shopping

WHAT DO THEY DO WHEN THEY VISIT?

Foreign

South Atlantic

Midwest

Travelers

Competition Benchmarks

Simple Data User Interaction

www.lajollabythesea.com

Business Analysis

Who: La Jolla Merchants Association

What: A Database for users to find information,

with a focus on local merchants

Why: B2B – Local La Jolla Merchants

B2C – Tourists, Vacationers, Locals

How: B2B - Merchant Association Benefits and

Advertising

B2C – Showing the Merchants of La Jolla

PLACE: La Jolla Local Businesses

PRODUCT: Associated Membership of the

Merchants Association

PRICE: Associate Membership Fee Schedule:

Companies with 1 – 10 emp @ $350; to 200 +

employees @ $2,000

Local Competition

Competitive Analysis

Strengths

- Directory Website for the La Jolla Merchant

Association. It has all of the information for the

businesses of La Jolla listed.

- It comes with a Associated Membership to the

La Jolla Village Merchants Association.

-Straight forward navigation.

-Direct Booking.

Opportunities

- Being Associated with the La Jolla Merchants

Association will give them a leg up when they go

to promote for advertising.

Threats

- If a better website comes along that attracts

more users, they won’t really be able to attract

members back without a redesign.

Weaknesses

- No engaging imagery or narrative.

- It speaks only to one demographic.

-No brand strategy.

-No way for user to evaluate listings.

-No SEO or other web based marketing strategy.

Digital Analysis

Website: A Directory Website.

Logo: Script, 50’s star sparkle

Colors: Turquoise/Beige/Brown: Retro

Position: La Jolla Merchant Association Presents

Taglines: From 6-Dollar Lunch to 6-Figure Cars

From Eyewear to I do

From Coffee Bar to Caviar

USER EXPERIENCE: Directory Listing of all

businesses in La Jolla.

No interactive functionality.

BUSINESS EXPERIENCE: You receive advertising

opportunities on our web site and at the Visitor

Information Center, newsletters and other

communications

Product Position Experience Position


Lajollatravelinformation.com

BUSINESS ANALYSIS

Who: La Jolla Travel Information

What: A travel writer blog with insider information

Who do they serve: B2B – La Jolla Businesses,

Advertisers, and Travel Magazines

B2C – Tourists, Vacationers,

Website: Authority Blog, Personal Trip Planner

Logo: No logo

Colors: Blue / White with Beige and Red accents.

Position: Insider information (straight truth). Favorite

Coastal Community

MIX

PRODUCT: B2C Content Heavy Article based site

which gives insider information about La Jolla. Travel

Planning fee based.

B2B Ad Placement

PRICE: $175 per Ad.

PROMOTION: You receive advertising opportunities.

Local Competition

COMPETITIVE ANALYSIS

Strengths

• Narrative Based Content: 100’s of articles

• Authoritative Position

• User Interactive: share, comments

• Anti-marketing marketing.

• Extensive SEO meta information and pages.

Weaknesses

• Brand associated with individual, no longevity.

• Tone constrained to Authority (repetitive).

• navigation and site features constrained to

blog format.

• Site cluttered with Ads, Ads not relevant to

landing page, Ads not controlled by admin.

• Difficult to sort information.

DIGITAL ANALYSIS

Website: A Blog Based Directory Website.

Logo: Script, 50’s star sparkle

Colors: Turquoise/Beige/Brown: Retro

Position: La Jolla Merchant Association Presents

Taglines: From 6-Dollar Lunch to 6-Figure Cars

From Eyewear to I do

From Coffee Bar to Caviar

USER EXPERIENCE: Activity Suggestions, as well as

content topic suggestions which link to Articles

about different businesses in La Jolla.

You can call her to plan your trip.

BUSINESS EXPERIENCE: Ads. None.



Strengths

- Users return day after day to check the

calendar

- Contests they run “Local Neighborhood

Photo Contents ” get a lot of attention

- People Feel like it’s truly local, but it

encompasses all of San Diego

- User Interaction: User Photos are

encouraged to be posted with contests,

there are alters and news and stories

specific to

Weaknesses

- They don’t know what they have online.

- They are focused on a younger

demographic

- Narrow capture: locals only

- Website a copycat of publication: Missing

the opportunity to exploit the online

community.

DIGITAL ANALYSIS

Website: Directory, Calendar, User Content

Generated Neighborhood Profiles, Forum

Position: User News, local community support,

here for San Diegans about San Diego.

USER EXPERIENCE: Broken down by

Neighborhood which features events listings,

specific to that area

Directory listing for local businesses.

User based contests encourage locals to submit

neighborhood photos, in addition to news and

stories specific to their relative community.

BUSINESS EXPERIENCE: None. Advertising.

BUSINESS ANALYSIS

Who: The San Diego Reader –

A NON-PROFIT NEWS ORGANIZATION

What: A User Focused News Source for

Locals about EVERYTHING San Diego

FOCUS: PRINT

Their Readers/San Diego Locals 100%

B2C – Locals

B2B – Advertising in the READER for San

Diego Locals EVERYONE

PRODUCT: PRINT Ads 100%

PRICE: 2013 ADVERTISING OPTIONS



Local Competition


Strengths

-Built in Readership

-Established, trusted brand

-Older Demographic with more money

-LOTS OF MONEY

-Website Devoted to Advertising Revenues

Weaknesses

-UTSanDiego.com alone reaches 23.2% of San Diego Adults

-They are focused on an older demographic and they are not evolving

-Constrained by conservative readership (website user).

-Constrained to News format.

DIGITAL ANALYSIS

Website: Newspaper Website

Logo: Olde Script

Colors: Black and White

Position: They are the local news for the

predominant demographic of the last 20

years.

Taglines: The world’s best country and

Americas finest city.

USER EXPERIENCE: Broken down by

experience topic for the reader, ie Music,

Sports, Family…

Event listing has clean design with clear

photos to interest user, though you can’t

define anything by neighborhood.

Simply a Directory of events and things to

do.

BUSINESS EXPERIENCE: None. Ads.

BUSINESS ANALYSIS

Who: Union Tribune

What: A Newspaper Website

FOCUS: On Readers and Advertisers

B2C – Locals who are interested in the

News, Calendar of events,

Community, etc.

B2B – Local Businesses, Advertising



Local Competition

Visitor Competitionwww.sandiego.org

BUSINESS ANALYSIS

Who: San Diego Tourism Authority

What: A Directory Site that Promotes San Diego

to Tourists

Why: B2B – Local Merchants a chance to strut

their stuff


PLACE: San Diego Businesses

PRODUCT: Tourism Authority: They are selling San

Diego to the end User, not really generating

funds directly from ads

PRODUCT: B2C San Diego is the Product. B2B

SDTA Membership, Ad Placement

PROMOTION: $10 million in advertising drives

traffic specifically to sandiego.org desktop and

mobile sites$25 million dollars in advertising and

promotional programs

Guide.


Strengths

- Brand: City Produced “non profit”

-Image Based, Quick links and other user lead ins.

-Funnel Based Organization.

-Ads relevant to landing page and attractive.

-Wide range of information

-Large Budget

Weaknesses

-Not targeted to La Jolla

-La Jolla competing with other locations in San Diego.

-Limited SEO

- Not Focused on driving their business through online

ads nor do they involve the local community in their

effort to publicize San Diego

DIGITAL ANALYSIS

Website: Directory and Booking

Logo: Sunny San Diego, Diagonal, stroke based

(friendly, energetic).

Colors: Orange, Dark Grey, White

Position: “San Diego Tourism Authority is THE

trusted designation authority for all things San

Diego.”

Taglines: Discover San Diego, Visit San Diego

USER EXPERIENCE: It’s a well designed directory

listing, but still a directory: tables and lists.

You are asked what you are interested in by

category.

BUSINESS EXPERIENCE: None. They update it.

Targeted display advertising, featured listings, e-

mail news and other digital opportunities can

bring you face-to-face with new visitors who are

actively research travel to San Diego.

Ancillary print publication: Meeting Planners

BRAND ANALYSIS

Mission: ABOUT (BRAND INTENTION): The San Diego

Brand is built on a foundation of inspired optimism

and positivity. Our unique blend of great weather,

outdoor lifestyle and friendly people infuse our region

with an upbeat, anything’s possible attitude. San

Diego’s good vibes are combined with scenic

splendor, diverse product and an abundance of

activities. This blend of people + place + climate is

what elevates our customers’ mood and makes us a

destination like no other.



www.visitcalifornia.com

Tourist Competition


Strengths

-Narrative Based Content: 100’s of articles and videos

-Experience/People/Place information.

-Needs based marketing, copy, content. (California Dreamers)

-Interactive, video, Create Your Five (bucket list and share), “You might also like” relevant “articles”

-User Based Functionality: Travel Tools, Create a Trip planner.

-Strong Brand follow through.

Weaknesses

-Narrow Demographic target (18-35)

-Website structure dated.

-B2B Cannot sign up as an advertiser via site.

Product not clearly communicated.

-Expensive, ROI for B2B not clear

-Experience position through words, but visual and design outputs not fully exploited.

DIGITAL ANALYSIS

Website: Directory (documentary), Trip Planner,

Resource Center

Logo: Sans serif type fitted to a curve (wave,

foothills)

Colors: Orange, yellow, blue.

Position: Adventure, experience. Living the

dream.

Taglines: Dream Big

Product: Visit California and Sunset Magazine

publications

USER EXPERIENCE

Navigation is focused on emotional tones like

DELIGHT, INDULGENCE

Focused on the Experience of California,

Experience Based Marketing

Travel Tools, Trip Planners, Interactive Videos

BUSINESS EXPERIENCE: None. They have a listing. It

seems that they focus primarily on their magazine

for Ad Revenue, and ignore the website as a

source of income.

BUSINESS ANALYSIS

Who: California Tourism Authority

What: A Directory/Trip Planner Site focused on

attracting people to California for the purpose of

tourism as a whole

FOCUS:


B2B – Focused on the magazine portion

PRODUCT: Tourism Authority: They are selling

California to the end User, not really generating

funds directly from ads. Their benchmark to success

is based on CA’s Tourism numbers as a whole.

“ADDED-VALUE BENEFITSDisplay MAGAZINE advertisers receive:

» Free ad in the electronic version of the Guide with a link

from your ad to your website

» One complimentary Enhanced Listing in the printed

Guide and on Visit California’s online searchable

database. ( Value: $1040)

» Free leads from the Travel Information Gu i d e l i s t i n g

v i a email, twice monthly. Leads via printed pressure-

sensitive labels are $375 annually.”

Price: 2013 advertising options

Display

Spread ....... $68,380

Full Page ............... $36,520

2 ⁄ 3 Page (v)............ $28,500

1 ⁄ 2Page (h) ............ $22,820

1 ⁄3 Page (square or v) $16,210

1 ⁄ 6 Page (v or h) ....................... $9,210

Premium Placement

Back Cover..................................................... $45,650

Inside Front Cover ......................................... $47,550

Inside Back Cover .......................................... $42,000

Enhanced listing ........................... $1,040 net



TRAVEL PORTLAND MISSION: To strengthen the region’s

economy by marketing the metropolitan Portland

region as a preferred destination for meetings,

conventions and leisure travel.

Website: Information Resource, Trip Planner, Directory

Logo: Script (neon), Serif (western, typewriter) Hip and

Historical.

Colors: Mid Century Modern: Salmon, Powder Blue,

Avocado Green, and White.

Position: A private non-profit destination marketing

organization with more than 750 partner businesses,

Travel Portland operates a busy visitor information

center, supports a climate of year-round hospitality,

and helps our city, state and region reap the rewards

of a thriving visitor industry.

Taglines: Portland is Happening Now.

Product: B2B Partnership (online & app exposure:

(1,435324 unique visitors to the site, 244,885 partner

listings viewed), Ads, Events, Brochure, Newsletter

Article, Networking Events, Marketing Education and

Resources, Partner Offers (1,435324 unique visitors to the

site, 244,885 partner listings viewed), Travel Portland

Magazine and Coupon Book.

B2C

B2C USER EXPERIENCEwww.travelportland.com

Benchmarks:

• Narrative Based Content: 100’s of articles and videos

• User Experience based.

• Segmented groups targeted.

• Clear delineation between information vs. advertising (partners)

• Tiered/target navigation (B2B, B2C). Exceptional usability.

• My Trip: Interactive trip planner shopping cart

• Survey for relevance.

• Seasonal Campaigning

• B2B benefits substantial,

• Data and web analytics tracking, survey, and other ROI data.



B2B Product Offeringwww.travelportland.com

B2C Experience

Usability is attractive and invites user to click through. When user intends to

research things to do for kids, content reads as an overview that links to

businesses mentioned below. In addition to listing

B2B Experience

Partnership means more exposure.

Offer a Product

List InteractionContent

Offer an Experience

User Experience Product Offering

Ads

Profile

Listed Partner Creative Promotions

Competitive Analysis

B2CB2B

The Brand

Mission, Vision: Outward/Inward

INSPIRENew

Experiences

User Design

CONNECTVisitors with

each other and the community

of La Jolla.

Drive people to La Jolla Businesses

ENGAGENew and Repeat

Visitors with those new

Experiences

Product Offering

La Jolla isn’t just a port town perched on a sunny bluff, La Jolla is a way to experience. And we’d like to inspire your experience, because “Life is too short not to be on vacation.” We

are inspired by beautiful beaches mixed with an appreciation for making ourselves and others happy. We offer options for any experience from Kayak adventure to bike trails explorer,

from foodie-heaven to romantic night-away, from surfing to skating to shopping, La Jolla.com would like to engage new visitors and repeat customers with our local community, and

connect them together to form a community that inspires others to visit and stay in La Jolla.

WHY?OutfacingWe want to inspire experience.

InwardConnect new and repeat customers to La Jolla businesses.

How?

What?

CORE PURPOSEExperience La Jolla: because life’s too short not to be on vacation.

MISSIONOutward La Jolla.com’s mission is to inspire, engage and connect people from around the world to plan their get-a-way, and engage in the experience that La Jolla has to offer.

InwardLa Jolla.com’s mission is to inspire, engage, and connect first time and repeat customers to La Jolla local businesses and services, increasing annual revenue for each, and economically benefit the community as a whole.

OUR VISIONLa Jolla.com’s vision is to be an inspirational social community for the tech savvy (first) and

the non-tech savvy (second) of users who:

First, are inspired by the images of and opportunities they see on LaJolla.com to experience and engage with the La Jolla community;

Second, engage with LaJolla.com to find new experiences, upload their own photos and post their own stories, in order to share and inspire others to do the

same; And

Third, connect with each other through La Jolla.com in order to form a community of user driven data around the inspirational experiences that the community,

services and business of La Jolla has to offer.

OutwardOur vision is to create an extended family of La Jollans, all over the world by creating a community of users, consisting of locals and travelers who share their experiences, through photos and stories with tips, suggestions, and links that easily get others to follow in their footsteps, inspiring others to come to La Jolla so they can experience the same.

InwardOur vision is to create a community of local businesses and services who can actively engage with customers and connect with each other and have the ability to drive new customers through promotions that they develop and control.

THOUGH USER EXPERIENCE• We believe La Jolla.com is the most thorough, intuitive and easy to use website for information on all businesses, experiences, local facts, insider tips,

secrets about La Jolla a user would want to know to plan their visit.

• We believe La Jolla.com can inspire users with design and functionality.

• We believe LaJolla.com can provide users with an experience online that will make it easier to experience La Jolla in person.

• We believe we can connect people together, and link their photos to specific stores, restaurants, places, etc.

Brand Position

BUSINESS PRODUCT OFFERING• We believe we can offer Local businesses the best and most Attractive listing, and promotion.

• We believe that we can provide experiential promotions that are a new and better way to advertise to customers

• We believe that we can provide tools that will link customers with local businesses for long term relationships.

• We believe that ownership over their profiles give them the opportunity to to voice long term relationships with their customers

ENGAGE

• We want to engage new and repeat visitors with

interactive planning tools.

• We want to engage local businesses with their

own marketing platform in order to get them

closer to new and repeat potential customers.

CONNECT

• We want to connect users with each other to

inspire them to build an online community,

around the community of La Jolla.

• We want to connect la Jolla businesses with

each other

INSPIRE

• We want to inspire users with beauty and

diversity found in La Jolla, and make it easy for

them to connect to what they see.

• We want to inspire users to try new experiences,

driving new customers to business

establishments throughout La Jolla.

Because we want to…INSPIRE to EXPERIENCEINSPIRE to ENGAGE in La Jolla COMMUNITYCONNECT through LaJolla.com to INSPIRE others to EXPERIENCEREPEAT

We want La Jolla.com to be the only website that inspires Users to experience a community based on a community of Users.

LaJolla.com Lifers who have a long term relationship with LaJolla.com, they upload their photos of their anniversary dinner, their new outfit; they contribute tips, share stories, and create message boards around their favorite hobies; AND they return again when they have a free Saturday to find out what to do next.

ASPIRATIONAL EQUITY

WHY?

HOW?

WHAT?

By working to…

Though …

Brand Personality

Personality

• Life’s too short not to be on Vacation.

• Inspire an Experience

• Build Your Community Around Our Community

• Get Free

• Find a Way to Get Free

• Find some time to Get Free

• The Secrets Out

• Everyone Should Experience

• Feel Human Again

• Come See What We Found

• Beaches are Better When you Are There

• You Could Be Sitting Here By This Weekend.

• Sharing The Secret: One Visitor at a Time

Tone

Social Network Based: But not tech-complex

Design Forward: But not Snobbish

Clean: But not Minimalist

Light Hearted: But not ditzy

Friendly: But not Soppy

Witty: But not Sarcastic

Playful: But not Silly

La Jolla.com’s vision is to be an inspirational social community for

the tech savvy (first) and the non-tech savvy (second) of users who:• (tech and non tech) First, are inspired by the images of and opportunities to experience

that they see online;

• (tech 70%/non-tech 30%) Second, engage with our site to upload their own photos and

experiences in order to inspire others; and

• (tech) Third, connect with each other in order to form a community around a

community.

Positioning

Audience Segments

Competition

Inspire Experience

Engage New and Old

Connect an Online Community to

the Community of La Jolla

La Jolla Brand Brief

Directory ListingAgenda Planners

Travel ToolsUser ForumLocal Business Profiles

Jewel by the SeaLa Jolla Travel InformationThe San Diego Reader & TribuneSan Diego TouristVisit California TravelPortland.org

La Jolla.com is the only website that inspires me to experience a community based on a community.

PropSpectors

Visitors

Locals

Travelers

Day-trips, overnight trips, a Staycation “Away,”

these are your local tourists, or the ones that call

“road-trip” before they hop on the 5-South.

These are your San Diego Natives looking for a good time

on the town, a nice day at the beach, a shopping trip with

the girls, or that future wedding spot.

Whether they speak French, Portuguese, or Minnesotan,

they fly to get here, they stay in a hotel, and sometimes

they have Destination Weddings!

They loved it so much, now they want to move

there… so they are looking for the info to tell

them what they want to know.

Our mission is to inspire, engage and connect visitors to local La Jolla businesses.

Key Services

Values

La Jolla.com’s vision is to be an inspirational social community for the tech savvy (first) and the non-tech savvy (second) of users who:• First, are inspired by the images of and opportunities to experience that they see online;• Second, engage with our site to upload their own photos and experiences in order to inspire others; and• Third, connect with each other in order to form a community around a community.

Our vision is to create an extended family of LaJolla.com Lifers

INSPIRE

New ExperiencesCONNECT

Visitors with each other and the community

of La Jolla.

ENGAGE

New and Repeat Visitors with those new

Experiences

Thank You.

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