Board of County Commissioners Greater Fort Lauderdale Convention & Visitors Bureau. FY Strategic Business Plan

Transcription

1 Board of County Commissioners Greater Fort Lauderdale Convention & Visitors Bureau FY Strategic Business Plan

2 TABLE OF CONTENTS I. MESSAGE FROM THE DIRECTOR 3 II. EXECUTIVE SUMMARY A. Tie to the Commisson Strategic Plan 6 B. Key Focus Areas. 7 C. Noteworthy Accomplishments 8 III.ORGANIZATION PROFILE A. Mandates. 10 B. Lines of Business. 12 C. Customer/Stakeholder Profile 14 D. Organizational Chart 16 IV. CASE FOR ACTION A. Work Plans 18 V. FINANCIAL OVERVIEW.. 23

3 Message From The Director

4 I. Message From The Director Nicki E. Grossman, Director Greater Fort Lauderdale Convention & Visitors Bureau The mission of the Greater Fort Lauderdale Convention & Visitors Bureau (GFLCVB) is to share the beauty and warmth of Broward County. We represent Broward County, including all of its municipalities, as a premier year-round destination to the benefit of its residents, economy and hospitality industry. Our principle objective is to generate growth in the economic impact of tourism and provide extraordinary quality service to all customers. With the current economic climate, it is vitally important that Broward County s hospitality industry remain united and focused on getting heads in beds. The industry s collective energy and creativity will keep Greater Fort Lauderdale and Broward County top-of-mind with vacationers, group planners, travel professionals and media. We will continue to work with our industry partners and Visit Florida to capitalize on initiatives that generate group and leisure business. We will continue to create cutting edge, award-winning programs and campaigns such as Hello Sunny. The GFLCVB prepares a five year business forecast which is reviewed and adjusted annually to meet new business developments that may arise. Two committees review the GFLCVB in these endeavors: (1) The Tourist Development Council (TDC) is appointed by the Board of County Commissioners and oversees the GFLCVB s budget; (2) The Marketing Advisory Committee (MAC) is comprised of community industry leaders who assist the GFLCVB in developing their marketing plan and advertising strategies for the destination. As group and leisure travelers begin comparing environmental friendly/green initiatives and programs of their potential destinations, the greening of Greater Fort Lauderdale continues to grow with Florida Green Lodging certifications. Future challenges in the economic environment also present opportunities for continued successes going forward. The GFLCVB will continue to be proactive and make appropriate strategic and budget adjustments based on the collaborative efforts of the management team and the direction of the TDC and MAC.

5 Executive Summary

6 II. EXECUTIVE SUMMARY The GFLCVB is a self-supporting fund. It is funded by a portion of the five percent tax levied on all hotel rooms in Broward County. Three of the five percent is collected and utilized to fund the operations of both the GFLCVB and the Convention Center (with $600,000 appropriated to the Cultural Arts). The remaining two percent is used to fund the debt service and operations associated with the BB&T Center. Tourism is one of Broward County s strongest economic engines and it plays a vital role in our economy. As the number one industry in Broward County, tourism employs more than 140,000 people. In 2012, more than $9.8 billion in annual revenues was generated by 12 million visitors to the destination. Greater Fort Lauderdale is a vibrant, year-round destination offering over 33,000 hotel rooms at a variety of hotels, resorts, and superior small lodgings. It is projected that more than 13 million people annually will visit Greater Fort Lauderdale in These visitors will enjoy Greater Fort Lauderdale s 23 miles of Blue Wave certified beaches (a highly-prized designation given by the Washington-based Clean Beaches Council), 300 miles of inland waterways that run from the Intracoastal Waterway to the Everglades, more than 4,000 restaurants, top shopping, and a thriving arts, cultural and sports scene. While gas prices are up, the dollar is weak and consumer confidence is down, tourism continues to grow in the Greater Fort Lauderdale/Broward County marketplace! In 2012 total tourist tax revenues were up eight 8 percent, with overall collections at a record-breaking $44 million. Greater Fort Lauderdale s destination-wide upscale renaissance contributed to the average daily room rate that rose to more than $131 fiscal year-to-date. The GFLCVB also oversees the operation of the 600,000-square-foot Broward County Convention Center. The gold LEED certification for the Convention Center was completed in In FY , the GFLCVB booked 936 groups, producing 876,317 room nights and an economic impact of $823,000,000. This Strategic Business Plan documents long-range and short-range goals with the primary objective of increasing room nights and group business. With the Fort Lauderdale- Hollywood International Airport enhancements, in the next two to five years we envision increases in domestic and international leisure and meeting sales to enhance the overall economic impact throughout Broward County by optimizing our assets and public/private partnerships. As one of the largest employers in Broward County, the hospitality industry plays a significant role to our County s economic vitality and quality of life.

7 A. Tie To Commission Strategic Plan The GFLCVB is committed to creating synergies between Port Everglades, the Fort Lauderdale-Hollywood International Airport and the Greater Fort Lauderdale destination in support of the Board of County Commission s vision of providing A Pristine, Healthy Environment and Endless Economic Opportunities. The economic impact of the GFLCVB on the South Florida community is both significant and critical. The objective that supports the vision of A Pristine, Healthy Environment is: Goal: Increase the economic strength and impact of Port Everglades, The Broward County Convention Center and the Fort Lauderdale-Hollywood International Airport in a sustainable manner; balancing economy, environment and community needs. Increase pre-and post-cruise overnight business in Broward County by 5% by 9/30/2015 through travel agent and consumer marketing. Increase exposure for the airport, port, and GFLCVB by 5% by 9/30/2015 with joint campaigns. Goal: Increase the economic impact of tourism by selling, promoting, and marketing the Greater Fort Lauderdale/Broward County area as a premier destination for visitor and meetings. Increase visitor spending by 3% by 9/30/2015 through various marketing initiatives. Goal: Become a market for Signature Events through public and private partnerships. Signature event will kick off with a community based centennial event celebrating the diversity and creativity of the people of Broward County in 2014 and The signature event will kick off in 2015 and will highlight wide elements of our arts, sports and multicultural offerings.

8 B. Key Focus Areas Brand Broward County is a premier, casually upscale, year-round vacation and meeting destination and increase the total number of room night bookings: Collaborate with the Marketing Advisory Committee and Tourist Development Council. Create and implement annual marketing initiatives and advertising campaigns to generate domestic and global brand awareness by utilizing communication tools such as brochures, print and electronic media; travel agent familiarization tours; site visits; Beach on Wheels Road Show; cooperative advertising; VISIT FLORIDA (Official State Tourism Marketing Agency); American Express Publishing (Travel and Leisure, Travel & Leisure Family, Food & Wine). Increase the number of unique visits to sunny.org. Enhance web page graphics and ease of navigation and integrate social media. Redesign website, create apps and enhance mobile site. Retain and grow existing accounts and increase repeat room night performance by overall travel expenditures. Increased sales leads by increasing partnership relationships with attractions, eco-tourism, convention and group meetings, sports development, multicultural growth and gay-related travel business. National and international sales missions, road shows, travel agent events, and other joint share events.

9 C. Noteworthy Accomplishments for PR Week Consumer Launch Campaign of the Year award for Defrost Your Swimsuit Web Marketing Award for Best Government Integrated Ad Campaign: Goodbye Chilly, Hello Sunny Hermes Awards for Hello Sunny campaign rollout and Sunny.org redesign "Green Meetings Approved Site" by ConventionSouth Henry M. Flagler Visit Florida Tourism Awards BEST IN SHOW, Defrost Your Swimsuit Special Event, Defrost Your Swimsuit Outdoor, Toronto Billboards Mixed Media: Defrost Your Swimsuit tour Mobile Marketing: Sunny.org mobile site Consumer Material: Cruise and Play video Trade Material: SunConventional Meetings Guide NACIO Awards Best in Class: Defrost Your Swimsuit Sunny.org Mobile site, Super Summer Savings, Marketing Plan booklet Communicator Awards of Excellence Goodbye Chilly, Hello Sunny Integrated Branding Campaign, Hello Sunny Online Travel Video, Hello Sunny Direct Mail Marketing Cruizie Award for Best Embark/Debark Port City for LGBT passengers ADDY Awards Best in Show, Defrost Your Swimsuit campaign; Gold awards for New York Times interstitial banner ads, Defrost Your Swimsuit App, Fork Lauderdale Dining App, Defrost Your Swimsuit Taxi Wraps, "Super Boy" national TV spot, Sunny.org mobile website, Defrost Your Swimsuit app Fort Lauderdale ranks #10 in US for fall travel according to Travel Leaders Group Hospitality Sales & Marketing Association International (HSMAI) Adrian Awards Defrost Your Swimsuit special event and media coverage INCENTIVE Platinum Partners award Meetings & Conventions Gold Award and Hall of Fame Successful Meetings' Pinnacle Award Top Destination Award from Facilities & Destinations

10 Organization Profile

11 III. ORGANIZATION PROFILE A. Mandates The Greater Fort Lauderdale Convention & Visitors Bureau is the "The Official Tourism Marketing Agency for Broward County, Florida." The Convention & Visitors Bureau provides Broward County with domestic and international marketing programs that encompass advertising, public relations, promotions, direct sales, and visitor informational services with the goal of generating room nights and positive economic impact throughout Broward County. The Bureau also provides for the long-term marketing of the Broward County Convention Center Complex capable of hosting major conventions, trade shows and events. Created by the Board of Broward County Commissioners in 1987, the GFLCVB is a governmental agency funded by a portion of the five percent (as of July 1, 1996) tax on hotel rooms. Its 43-member staff (including regional offices and two convention center staff) promotes the Greater Fort Lauderdale area as a premier year-round leisure and meeting destination. To accomplish its goals, the GFLCVB is divided into seven major departments: Administration, Marketing/Communications, Convention/Group Sales and Services, Multicultural Development, Global Leisure Sales, Film and Entertainment and Sports Development. The GFLCVB team is ready, willing and able to provide SUNsational Service --- to help visitors plan a vacation or meeting, from the initial inquiry to dining and entertainment recommendations to the plane ride home. Our experienced and professional staff is the concierge to the community.

12 Source Federal Regulation There are no Federal mandates for either the discretionary or nondiscretionary businesses of the GFLCVB State Chapter 212, Florida Statutes Rules and Compliance of the Florida Department of Revenue Chapter establishes the Broward County Tourist Development Council County Broward County Code of Ordinances, Article II, Section 31 ½-16. Levied. Tourist Development Tax Tourist Development Plan which has adopted the Local Option Tourist Development Act

13 B. Lines of Business The GFLCVB s lines of business reflect the broad, high-level and measurable business functions that are provided to our customers all with SUNsational service! The following indicate how our customers perceive what services and products they receive from the GFLCVB. Marketing/Communications The Marketing/Communications Department integrates public relations and advertising strategies as well as creates synergy with the airport and seaport by building brand awareness and generating room nights. The GFLCVB s advertising enforces the implementation of creative campaigns with traditional, online and out-of-home executions. Greater Fort Lauderdale s new Hello Sunny brand positioning: A feel good, friendly destination where happy meets go lucky. The Hello Sunny brand is comfortable, witty, vibrant, genuine, relaxed, attainable, refined and playful. The GFLCVB produces a wide range of publications including an annual Vacation Playbook, Meeting Planners Guide, Visitors Map Guide, Superior Small Lodgings Directory, Urban Guide, Golf Guide, Sports Guide, Film and Entertainment Guide, plus audio/visual materials and a comprehensive sunny.org website, mobile site and apps. Multicultural Group Sales The Multicultural Tourism and Business Development Department ensures Greater Fort Lauderdale remains a premier destination of choice for individuals of color. The destination s economic impact is augmented by expanding programs that cater to family reunions; professional and civic organizations; corporate meetings; and religious and gospel meetings and conventions. Convention Group Sales The Convention Sales Department establishes a national and international presence in the convention and meetings industry to increase group room night production for Broward County. Leisure Tourism Sales Tourism Sales is charged with increasing the total room nights sold throughout Broward by targeting international and domestic travelers from viable feeder markets and by establishing a prominent presence as a world class yearround destination with new luxe products. Cultural Tourism Sales The Cultural Tourism Marketing efforts will support the surprising spectrum of cultural activities available from the sawgrass to the seagrass. The GFLCVB reinforces the diverse year-round entertainment options in the Riverwalk Arts and Entertainment District, as well as the BankAtlantic Center and Hard Rock Live. Sports Development The GFLCVB maintains a strong presence and close relationship with the sporting industry s business decision makers and leaders to generate group room nights. The department works to ensure that sports event directors and venue managers are aware that Greater Fort Lauderdale is the ideal destination to host various types of sporting events, from annual conventions, to regional, national and international tournaments, meetings and events. Strategic Client Services This team is responsible for customer relationship management, continuously enhancing the visitor experience. Our extensive resources focus on integrating programs designed to add value, retain group business and maximize group marketing efforts to ultimately influence repeat and referral business.

14 Gay/Lesbian Marketing As competition grows from major destinations around the globe, our objective is to focus on increasing room night production from the gay/lesbian market by working with media, meeting planners, sports groups and travel agents.

15 C. Customer/Stakeholder Profile Internal Customers: GFLCVB/Convention Center Employees/Broward County Government Stakeholder Residents employed in tourism industry Stakeholder Tourism Industry/Hoteliers Travel Agents/Tour Operators Customer: Meeting Attendees Stakeholder Airport, Cruise Port, Parks & Rec Customer: Residents GFLCVB Stakeholder Municipal, County and State Government Customer: Global Media Stakeholder Community Service Providers & Vendors Customer Domestic & international Leisure Visitors Stakeholder Meeting Planners Stakeholder Tourism-related Sports Businesses Our internal customer groups are comprised of: 1. GFLCVB/Convention Center employees 2. Broward County government Our external customer groups are comprised of: 1. Our residents and visitors who are direct customers of tourism services 2. Meeting attendees 3. Domestic and international leisure visitors Our stakeholder groups include: 1. Direct community stakeholders (beneficiaries of services offered through the CVB and Convention Center) such as Broward County taxpayers and citizens, South Florida, regional and international businesses, travel agencies, and hotels and superior small lodgings. 2. Indirect community stakeholders include such persons holding local/regional jobs related to the tourism and hospitality industry, office supply firms, printers, promotional items suppliers, marinas, taxis, limousines, florists, caterers and more.

16 3. Economic beneficiaries (companies collecting revenues by providing services in support of tourism activities, i.e., hotels, attractions, restaurants, retailers, gaming casinos, charter fishing, water sports). 4. Financial partners include those entities that have direct or indirect financial investment in tourism such as the cruise port, airport, travel agents, hotels, car rentals, airlines, arts, entertainment and attractions. 5. Employees of the GFLCVB and the Convention Center who live and work locally (more than 140,000 are employed in the tourism industry in Broward County). 6. Alliances with the Broward County Board of County Commissioners, the MAC, the TDC, Visit Florida, South Florida municipalities, American Society of Travel Agents, Meeting Planners, National Association of Counties Information Officers, BB&T Center, Broward Center for the Performing Arts, Clean Beaches Council, professional media and marketing affiliations.

17 D. Organizational Chart

18 Case For Action

19 IV. CASE FOR ACTION A. Work Plans - See Appendix ~ Exhibit B (Marketing Plan). Key Focus Area(s): The primary goal of the GFLCVB is to create an economic impact for Broward County by selling, promoting and marketing the destination to tourists and to maximize overnight room nights ( heads in beds ). Objective: Increase pre- and post-cruise overnight business in Broward County by 5% by 9/30/2012. Baseline: 123,000 overnight visitors (resulting in $30 million economic impact) Target: 170,000 overnight visitors (resulting in $31.5 million economic impact) Actions/Initiatives Baseline 5-Year Target Develop pre/post cruise focus w/ travel agent incentives Implement consumer education through signage and brochure distribution at Port Everglades cruise terminals Provide sense of place at Fort Lauderdale/Hollywood International Airport with signs and digital images on flat screen TVs Participate in cruise/airline travel agent trade shows Develop and launch new cruise and stay web page Collaborate with baggage delivery services to create a seamless/ convenient check-in luggage system to encourage destination visitation 1 incentive 3 terminals 5 incentives 8 terminals 1 to 2- Year Target 2 incentives 6 terminals Start Date End Date Responsible Party 10/1/2008 9/30/2015 Leisure sales 10/1/2008 9/30/2015 PR /1/2008 9/30/2015 PR /1/2008 9/30/2015 Leisure sales 0 2 revisions 1 revision 10/1/2008 9/30/2015 PR /1/2008 9/30/2015 Strategic services

20 Objective: Increase exposure for the airport, port, and GFLCVB by 5% by 9/30/2010. Baseline: Target: 6,183,000 combined unique visits to Port Everglades cruise landing page on Fort Lauderdale-Hollywood International Airport website and GFLCVB website 6,801,000 combined unique visits to Port Everglades cruise landing page on Fort Lauderdale-Hollywood International Airport website and GFLCVB website Actions/Initiatives Develop and launch new web site for seaport Develop and launch new web pages for airport Implement SEO (Search Engine Optimization) to improve the volume and quality of traffic to the web site from search engines Attend trade shows with cruise ship and airline industries to market destination to clients at time of booking Establish cooperative advertising partnerships to maximize return on investment Baseline 5-Year Target 1 to 2- Year Target Start Date End Date /1/2009 9/30/2010 PR /1/2009 9/30/2010 PR 6.1 million 7.8 million 6.8 million 10/1/2009 9/30/2010 PR /1/2008 9/30/2010 PR /1/2008 9/30/2010 PR Responsible Party Objective: Baseline: Target: Increase group bookings by 3% per year. 590 bookings 684 bookings Actions/Initiatives Baseline 5-Year Target 1 to 2- Year Target Start Date End Date Responsible Party Increase site inspections /1/2008 9/30/2013 Group Sales for meeting planners Increase sales leads 1,011 1,290 1,123 Increase group sales /1/2008 9/30/2013 Group Sales 10/1/2008 9/30/2013 Group Sales missions and trade shows

21 Objective: Baseline: Target: Grow the online consumer database by 5% per year. 175,000 online consumers 223,349 online consumers Actions/Initiatives Baseline 5-Year Target 1 to 2- Year Target Start Date End Date Design and conduct /1/2008 9/30/2013 PR targeted campaigns Launch new web design 1 1 new 1 revised 10/1/2008 9/30/2013 PR Increase unique visitors to 80,000 per 101,883 90,000 per 10/1/2008 9/30/2013 PR sunny.org with integrated marketing and PR campaigns; i.e. billboard displays, beach mobile, immerse-dome (high-tech full-sensory experiential marketing system) month per month month Create new web contests /1/2008 9/30/2013 PR Responsible Party Objective: Baseline: Target: Increase overall number of overnight visitors by 2% per year. 10,200,000 overnight visitors 11,500,000 overnight visitors Actions/Initiatives Create and market value offers: summer convention center incentives; summer of discovery; 2-for-1 Increase travel agent familiarization trips Baseline 5-Year Target 1 to 2- Year Target Start Date End Date Responsible Party /1/2008 9/30/2013 Leisure sales /1/2008 9/30/2013 Leisure sales

22 Objective: Baseline: Target: Increase overall visitor spending/travel expenditures by 3% per year. $8,700,000,000 overall travel expenditures $10,000,000,000 overall travel expenditures Actions/Initiatives Increase number of group bookings (sports, reunion, GLBT, meetings, ecotourism) Increase number of international and domestic leisure visitors Promote cross-marketing to accomplish economic impact including accommodations, shopping, dining through Shop and Spa Chic, Lauderdale Luxe and Dine Out Lauderdale Baseline 5-Year Target $1.7 billion $1.8 billion $1.8 billion $1.9 billion $5.2 billion $5.3 billion 1 to 2- Year Target $1.725 billion $1.825 billion $5.25 billion Start Date End Date Responsible Party 10/1/2008 9/30/2014 Group sales 10/1/2008 9/30/2014 Leisure sales 10/1/2008 9/30/2014 PR

23 Financial Overview

24 Strategic Business Plan V. FINANCIAL OVERVIEW An overview of five-year financial forecasting data follows, including commentary. The GFLCVB budget is based on a portion of the five percent bed tax which is not part of the general fund. Of the five percent collected two percent goes to the BB&T Center to cover debt service, and the remaining three percent is shared between operations of the GFLCVB and the operations and debt service to the Convention Center (minus $600,000 to cultural grants from CVB). The FY2013 Budget Summary reflects a proposed spending budget of $17,751,772 and has five itemized categories including Executive, Convention Sales, Public Relations and Film, Tourism and Leisure Sales and Administration Convention Services. The total proposed budget for the next five fiscal years is as follows: Actual 2013 $17,751,772 Proposed ,592, ,376, ,191, ,039,080 This projection represents an expense budget based on forecasted revenue increases of four percent beginning in 2015.