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2007 Marketing Plan - FINALOctober 18, 2006

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Table of Contents• Business Trends pgs. 3-11• Competitive Landscape pgs. 12-13• Market Segments pgs. 14-16• Objectives pgs. 17-18• Strategies pgs. 19• Tactics pgs. 20-23• Evaluation Criteria pgs. 24• Summary of Marketing Goals pgs. 25• Recommendations pgs. 26-27• Budgets pgs. 28-35• Internal Considerations/List pgs. 36-37• Assumptions pgs. 38• Departmental Plans pgs. 39-86

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Business Trends - Economy• Global

– Forecasts see a slightly weaker global economy in 2006/7• Risks include major terror activity, bird flu, higher oil prices and increased tensions in the Middle East

• United States – Sluggish growth for 2007 due to high gas prices and shrinking home values– 3-3.5% growth rate projected for 2007– Consumer prices are expected to rise to 2.4% in 2007– Unemployment rate expected to be 4.75-5% for 2007

• Colorado– Colorado’s economic growth has continued to strengthen and is more in line with other

states in the region– Unemployment rate for 2006 is projected to be 4.9%. It is expected to stay flat for 2007

• Breckenridge– Tourism Sales Tax growth of 6.8% for 2005– 13 months of record setting monthly tourism figures- April ’05- May ‘06– Virtually full employment stretches workforce, threat to guest service– Local economy: $284 million (2005)

• Tourism sectors: $193.4 million (68%)• Summer= 29%, Winter= 71%• Lodging= 25%, Retail= 24%, Restaurant= 20% of total   

Source: Town of Breckenridge Sales Tax figures

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Business Trends – Travel & Tourism• Trends – Travel & Tourism

• Colorado’s second largest industry is tourism• Colorado now ranks in the top 15 of 50 states in tourism funding• Colorado now has $19MM/year to promote Colorado

• Media spend: 30% winter, 70% summer• Among frequent travelers, 70% use the Internet for travel

planning, 45% for booking• Breckenridge visitor usage: 55% to plan, 33% to book

• Heritage and adventure tourism continues to gain in popularity

• Fierce competition within tourism sectors (i.e. beaches, cruises, casinos, national parks, etc…)

• Summit County• $513 million in travel spending• 6,360 tourism jobs• $19.2 million in local taxes generated by tourism

Source: RRC Associates, TIA - Travel Statistics and Trends, Praco Public Relations, Dean Runyon Economic Impact Study, Longwoods International

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Business Trends – Travel & Tourism (cont)

• Breckenridge• 1.7 million overnight visitors to Breckenridge- 2005• 94% pleasure; 6% business• Tourism sectors well-balanced between

• Out-of-state (approx. 75%) and in-state (approx. 25%)

• Repeat (approx. 2/3) and first-timers (approx. 1/3) • Families (approx. 1/3), singles (approx. 1/3),

couples- no kids (approx. 1/3)

Source: RRC Associates, TIA - Travel Statistics and Trends, Praco Public Relations, Dean Runyon Economic Impact Study, Longwoods International

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Business Trends – Travel & Tourism• Trends - Travel & Tourism

– Compared to five years ago• Day trips and weekend trips are more popular than trips a week or

longer

– 41% U.S. adult travelers attended a festival and/or fair during a trip in the past year

– Advance planning is making a comeback in Breckenridge• Last minute trips compromise ability to choose

location/accommodations• 2005’s snow conditions led to higher demand, during peak

seasons – creating a buzz for 2006 – book early! As of 8/1 BCR seeing a healthy demand/booking for peak seasons

• 70% of Breckenridge visitors are planning their trip 2 months or more in advance

Source: TIA, A-Z TrendsLongwoods 2005 Breckenridge Visitors SurveyBreckenridge Central Reservations

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Business Trends – Travel & Tourism

• Trends - Travel & Tourism – Group travel has increased; continues to rise

• Groups of 100 or more are increasing• Group meeting budgets continue to increase• Planners feel local knowledge is the greatest value

– Destination weddings account for 10% of all weddings planned– Business travelers are trying to use technology to reduce

instances of travel– Fly Market vs. Drive Market:

• Airfare loyalty programs are increasingly harder to cash in with low inventory

• Summer drive market up despite record high gas prices • Keep watch on hurricane scenario(s)/impacts on gas/travel• The “Southwest” effect of Southwest Airlines is driving down

overall airfare costs at DIA and introducing new markets to Colorado

Sources: AAA Colorado, Denver Post, Denver Fares Fall After Southwest, 7/27/2006

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Business Trends – Travel & Tourism

• Trends - Travel & Tourism– 2005/06 Ski Industry

• 58.8MM total US skier visits (up 4.2% from 2004/05)

• Colorado’s best season ever• 12.53MM Colorado skier visits, (compared to

11.8MM Colorado skier visits in 2004/05)• 1.62MM skier visits to Breckenridge

– 10.1% increase over 2004/05 – 15% increase over two years

• International visitation during the 2005/2006 ski season up to 11.9% from 10%

Source: RRC Survey Data, 2005-06

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Business Trends – Travel & Tourism• Trends - Travel & Tourism

– Additional Niche Markets• Heritage Tourism

– Fastest growing segment of the tourism industry– Almost one-third of all domestic overnight trips to U.S.

destinations in 2003 involved some heritage-related activity, totaling over 445MM trips, 85% of which were pleasure trips

– 66% of these travelers want to visit historic places

• Outdoor/Adventure Travel– In 2005, one in four Americans 16 and older took a vacation

specifically to participate in an outdoor activity– One-half of U.S. adults, have taken an adventure trip in the past

five years. This includes 31MM adults who engaged in hard adventure activities like whitewater rafting, scuba diving and mountain biking

– Biking vacations attracted more than 27MM travelers in the past five years and they rank as the third most popular outdoor vacation activity in America, (following camping and hiking)

Source: TIA, The Historic/Cultural Traveler, 2003 EditionTIA Adventure Travel ReportOutdoor Industry Foundation

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Business Trends – Travel & Tourism

• Trends - Travel & Tourism– Additional Niche Markets

• Ecotourism – Defined as a form of tourism with a purpose– VR is second largest purchaser of wind power in US– Moderate, but growing, part of the tourist market– Financial impacts are greatest in rural areas near

important ecotourism attractions– Both ecotourism and the concept of sustainability are

taken seriously in Europe – 'Eco-trips' often include a learning experience

Source: TIA, The Historic/Cultural Traveler, 2003 EditionTIA Adventure Travel Report, Outdoor Industry Foundation

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Business Trends - Media

• Radio listenership at a 27 year low with the adoption of satellite radio

• Newspaper circulation declining at an accelerating rate– On average a percentage point each year– All ages and demographic groups

• Network TV audience share has fallen by a third since 1985

• Magazine circulation is back down to 1994 levels, peaked in 2000

• On-line ads will grow by 30% this year to $10 billion (5.4% of all advertising)

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Business Trends – Competitive Landscape

• Direct– Colorado

• Aspen/Snowmass, Copper Mountain, Gunnison/Crested Butte, Keystone, Steamboat Springs, Telluride, Vail, Winter Park

– Out of state• Jackson Hole, Lake Tahoe/Heavenly, Park City, Tamarack,

Taos, Whistler

• Indirect– Beach resorts, Cruise lines, Disney, State parks

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Business Trends – Competitive Landscape

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Market Segments• Market segments are monitored and evaluated

consistently– Resources allocated and adjusted accordingly throughout the

year• International

– Visitation continues to grow given fluctuating dollar; Dominated by UK visitors

– Report longer stays than other segments (53% stay 8 or more nights)

– Rely on travel agents for winter (43%), internet for summer bookings (33%)

• Out-of-state– Remains bread and butter segment

• Balance penetration and frequency– Continues to be high spenders

• Visitation dropped slightly but daily expenditures increased significantly

– Online is number one method of booking

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Market Segments (cont)• Colorado Overnight

– For second year, broke record for number of visitors– Increased to 13% of the total market share (54% of those renting

a unit)

• Colorado Day – Need to convert to overnight– Need to increase daily spending

• Local/Second Homeowner– Contribute to sales tax revenues and local event attendance but

do not factor into overall visitation efforts– Marketing dollars are allocated accordingly

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Market Segments (cont)Winter Summer

Age: 35 Age: 43

M/F: 56/44% M/F: 51/49%

HHI: $105,800 HHI: $104,425

Single: 34% Single: 23%

Couples & Singles, w/kids: 30%

Couples & Singles, w/kids: 34%

Couples & Singles, no kids: 23%

Couples & Singles, no kids: 19%

Empty Nest: 12% Empty Nest: 23%

Interest Segments

Skiers

Heritage Tourists

Adventurers

Spa/Relax

Ecotourists

Audiences

Consumers

Repeat Guests: (W: 64%, S: 67%)

New guests

Web Users

Media

Meeting Planners/Groups

Travel Agents

Primary Markets Secondary Markets

Texas – Dallas-Ft. Worth, Houston

California – Los Angeles

Illinois – Chicago NY/NJ – New York City

Florida – Miami Louisiana

Georgia – Atlanta Oklahoma

Missouri – Kansas City and St. Louis

International

Colorado – Front Range

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2007 Main Objectives• Promote Breckenridge

– Maintain core winter market share– Grow summer market share– Grow opportunity seasons (April, June and September)

• Maintain and grow Breckenridge Central Reservations leads– Be consistent call to action for all marketing efforts

• Support local economy– Increase visitation, primarily during “valleys”– Increase visitor expenditures

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Examples of Successful Implementation

• January– Events (UllrFest, ISSC and Mardi Gras)

executed to add spikes in visitation between holidays and Spring Break

• September– Event (Oktoberfest) added to lengthen the

summer season

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2007 Strategies

Integrated approach across all disciplines• Marketing the Breckenridge experience

– Bringing the guest to Breckenridge– 60% of resources and efforts

• Managing the experience– Enhance the guest experience once in Breckenridge– 30% of resources and efforts

• Community Relations– Cooperation with organizations with similar interests– Keep abreast of and support community-wide efforts– 10% of resources and efforts

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2007 Tactics

Branding Breckenridge– Maintain and expand “A real town. Friends

Welcome.”™• Develop a cohesive creative campaign strategy

– Common elements that visually and quickly identify Breckenridge’s marketing campaign

– Brand Breckenridge Central Reservations as central booking service and fulfillment of marketing efforts

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2007 TacticsMessaging

– Primary messages• History/Character of Breckenridge

– Build to 2009 and beyond• Call to action - drive traffic to gobreck.com

– Secondary messages• Events

– UllrFest, ISSC, Mardi Gras, Spring Massive, Fourth of July, NRO/Breck Music Festival, Main St. Performances, Breck Film Festival, Oktoberfest, December/Pre-holiday, Heritage, other

• Activities– Winter: Skiing, snowboarding, cross-country skiing,

snowmobiling, etc.– Summer: Mountain biking, golf, hiking, rafting, etc.– Year-round: Historic tours, arts and culture, ice skating,

recreation center, horseback riding, hot air ballooning– Ecotourism: wind power

• Packages– Ski Free-Stay Free, non-peak weeks, events, family, adventure,

summer

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2007 Tactics• Seasonality

– Continue 50/50 split between winter and summer– Out-of-state (75%), In-state (25%)

• Targets– Geographic

• Primary– FL (Miami), GA (Atlanta), IL (Chicago), MO (Kansas City

& St. Louis), TX (Dallas-Ft. Worth, Houston) and CO (Front Range and statewide)

• Secondary– CA, NY/NJ, LA, OK, International (UK and others)

• Test Markets– PA, MN, AZ

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2007 TacticsLeverage Communication Resources• Colorado Tourism Office (CTO)• Web site/E-mail/Newsletter• Collateral

– Comprehensive campaign strategy– Collaborative efforts with TOB and BSR, etc.– Annual Report, Vacation Planner, etc.

• Welcome Center• Breckenridge Transportation Station• Friends Welcome• Publish graphic standards• Town Council• Retail & Lodging Forums• Mixers• Local Media

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2007 Evaluation Criteria

• Increase sales tax revenue by 3%– Lodging, restaurant

and retail• Web traffic – 1,075,000

• Exposure/reach/ impressions – 344MM

• Revenue to BCR - $4.8MM

• Lead generation – 130,000 (database building)

• Leveraged value of marketing dollars - $5.7MM

• Increased attendance & participation in events –

120,000 attendees

• Visitation (total, first time and repeat)

• Research results• Repeat guests• Feedback

– Guests, events, testimonials, community

Quantitative and Qualitative results

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Marketing Goals

2007 Projected

BudgetLeveraged

Budget Impressions Web

SessionsBCR Phone

Volume

BCR Lodging Revenue

Incremental names to Consumer Database

Event Attendance

TOTAL $1,160,000 $5,700,000 344,000,000 1,075,000 27,600 $4,800,000 130,000 120,000

Projected Budget

Leveraged Budget Impressions

Web Sessions

BCR Phone Volume

BCR Lodging Revenue

Incremental names to Consumer Database

Event Attendance

TOTAL 4.2% 5.9% 3.2% 16.3% -8.7% 12.5% 23.1% 17.5%

2007 Marketing Plan

Percent Change vs. Prior Year Plan

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2007 Recommendations• Capitalize on 2006 successes, maintain momentum• Capitalize on increased media spending from CTO

– Involvement with new CTO programs will cost money initially– Decrease spending in some key markets where CTO plans to spend (i.e. FL)

• Shift media spending – More on-line, less print (28% of media spending, up 2% from 2006; actual dollars

increase $50,000 or 71%)• Expand media buys into these geographic targets to include:

– Secondary markets: New York City, Los Angeles– Test markets: Philadelphia, Minneapolis-St. Paul and Phoenix– Reach via Web sites

• Develop and execute events to fill gaps– Heritage theme/message – 2009 & beyond– Spring Massive enhancement

• Increase in-town spending by 3% (retail, restaurant sales tax and capture rate)

– Existing Capture Rates:• Summer 05: Shopping – 69%, Dining out – 36%• Winter 05/06: Shopping - 47%, Dining out - 44%

• Increase business participation with events

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2007 Recommendations• Marketing special projects

– Projects with far-reaching and long-term effects– After considering 20 projects, the BRC staff recommends going forward

with 2:• A Heritage / Breckenridge History Event (i.e. “The Days of Yore Festival”)

($50,000)– Launch in 2007 and build momentum toward 2009 and beyond– Year 2, expenses will be offset with sponsorships and will continue to grow– Establish as a signature event

» Filling a valley in summer visitation» Event for visitors, second homeowners and locals of various ages » Multi-faceted event that celebrates our past in relevant ways» Offer greater sponsorship opportunities when partnered with other

signature events• Group incentives ($30,000)

– Sponsorship money to generate over $1MM in lodging and retail sales by bringing in the National Brotherhood of Skiers in 2008 (Jan.12-19)

– Money will be used for various activities and collateral – Supplemented by $20,000 from Sales annual budget, and significant

contributions by lodging companies and ski resort as part of overall proposal to NBS.

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Internal Considerations

• Heritage message• Repeat guest/loyalty program• International markets• Increasing In-town spending• Second homeowners• Increase length of stay to BCR• Increase average daily rate• Community in-kind pool (offering for promo packages)• Develop itineraries/tip sheets• Overall website content and functionality

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Internal Project List

• Creative audit (EB on limited basis)– Branding

message/logo/media/markets• Additional geographic markets (EB on

limited basis)• “Planned” itineraries (EB)• Promotional items (EB)• Interactive Wedding Planning Site (EB)• Trade show booth enhancements (07)• Media visits to opportunity markets (07)• International trade shows (07)• Breck video/DVD (07)

• Improve/expand “B” roll (07)• Community contributions fund for

media/promo (07)• Group incentives (07/special project)• Heritage event (07/special project)• Develop a repeat guest/loyalty

program (07/08)• In-town spending (08)

– In-town visitors guide• Video transfer on-line (08)• Web Analytics (08)• TV (Future)• 4 color ads (Future)

Some projects have been incorporated into 2007 plans, other have been postponed for later dates

All projects total approximately $1MM

Legend: EB = Existing Budget 08 = Priority for 2008, budget accordingly07 = Priority for ‘07 if existing budget can be shifted Future= not immediate priority, but review for future consideration

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Basic Assumptions

• 2007 plan developed based on following assumptions:– United Airlines exists and still services Denver in a

similar operating capacity – DIA is operating in an acceptable fashion– International direct flights continue– Normal snow and snowmaking year– No more international incidents or escalation of war– Gas prices and cost to travel remain within reason– Quiet negative PR front

• If any of these factors change, it will be necessary to re-evaluate the plan and adjust to the new environment

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Departmental Plans

Advertising and PromotionsInteractive

Public RelationsSales

Events

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Advertising & Promotions Plan

Overall Strategy:• Focus on maintaining and growing current business

levels• Attempt to flatten peaks and valleys and extend

opportunity seasons (April, June, September)• Expand/develop summer season opportunities• Exploit the internet and its global reach

– Capitalize on rotation opportunities to test creative

• Expand the use of promotions in radio and on-line• Explore other markets and targets via testing

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Advertising & Promotions PlanMarketing the Experience:• Targeted advertising and promotions in key markets (Dallas,

Houston, Atlanta, Chicago, Miami, Kansas City, Front Range)• Shift more spending into interactive in key markets• Add more value to purchased media

– Email blasts, Link building– Capture contact details to add to database

• More co-operative print efforts– Identify more opportunities for members in key markets and possible

test markets– Capitalize on expanded efforts from CTO

• Increase direct mail promotions– Capitalize on lead generation programs

• Add secondary markets: New York City, Los Angeles, New Orleans, Oklahoma City via interactive

• Philadelphia, Minneapolis-St. Paul and Phoenix as new opportunity markets

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Advertising & Promotions Plan

Managing the Experience:• Secure media sponsorships supporting events • More cross-season marketing – in print, on-air and on-line• Promote major events, Main Street Performances and Welcome

Center as part of overall experience• Promote shopping, dining and activities once visitors are here• Promote heritage-based opportunities/experiences

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Advertising & Promotions PlanCommunity Relations:• Continue/expand Front Range co-op program – Westword, Denver

Post, CO Springs Gazette, Boulder Weekly, Radio

• Expand Front Range promotions – Bolder Boulder, Sports teams, Music @ the Bottom, Film on the Rocks

• Continue/expand local promotions w/local businesses

• Expand Newspaper Day

• Develop and execute a Co-op Day

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Advertising & Promotions PlanKey Communication Messages:

– Branding• A Real Town. Friends Welcome.™• Heritage/History- lead up to Sesquicentennial celebration• Character of Breckenridge

– Activities• Summer - Mountain biking, golf, hiking, rafting, etc• Winter - Skiing, snowboarding, cross-country skiing, snowmobiling, etc.• Year-round - Historic tours, arts and culture, ice skating, recreation

center, horseback riding, hot air ballooning

– Events• Calendar of events

– Packages• Lodging Packages

– Stay and Play, Ski Free/Stay Free– Spring Break, Non-peak weeks– Events– Family, Adventure seekers

– Call to Action • Unique 800#s/coding per media vehicles• Gobreck.com – information and on-line booking

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Advertising & Promotions PlanDeliverables/Results:90 MM Impressions

• Frequency in major markets (TX, FL, IL, MO, GA, CO)– $4.2 MM in Lodging Revenue into BCR (14% spending to revenue)

• Include unique packages in advertisements – Contribute 70,000 names to the master database

• Done through promotions (enter-to-wins) and direct mail– Business-to-consumer – Business-to-business

» Travel agents, meeting planners, etc.

• Leverage a $625,724 budget into a $2.5M budget

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Advertising & Promotions Plan

• Goals– Increase ROI

– Development of loyalty program • Tactics

– Shift/increase spending on-line (28% of media spending, up 2% from 2006; actual dollars increase $50,000 or 71%)

– Increase direct mail programs– More value-added in all negotiations

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Interactive Plan

Overall Strategy:• Increase overall Web site traffic – new users and repeat users• Increase conversion – on-line bookings• Develop/expand overall usability and functionality of gobreck.com• Increase interactivity to increase time spent on site• Be primary call-to-action in all marketing efforts

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Interactive Plan

Marketing the Experience:• Manage Web site content to appeal to the variety of target

audiences• Expand natural/organic search – stay above the fold for searches• Increase search marketing (keywords and key phrases)• Increase number of opt-ins for consumer e-newsletter by 50%• Increase number of opt-ins for travel agent e-newsletter by 50%• Ensure co-op partners are utilizing “For visitor info” links to

gobreck.com

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Interactive Plan

Managing the Experience:• Provide event, activity and business information for guests• Provide relevant information and functionality for all users (guests,

local businesses)• Highlight interactive map• Highlight the Breckenridge Welcome Center• Highlight last-minute lodging available

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Interactive Plan

Community Relations:• Increase link building among community partners• Cross-promotion of community partners’ information and events

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Interactive Plan

Key Communication Messages:• Branding

– Images and copy support overall branding message by season

• Packages– Provide latest information on packages and availability, including

last-minute availability

• Events– Up-to-date and interactive community-wide calendar pages

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Interactive Plan

Deliverables/Results:• Increase Web visits to 1MM• 4MM impressions• $600,000 in on-line lodging revenue• Add 50,000 names to master database• Add 10,000 names to opt-in e-newsletter

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Interactive Plan

• Goals– To make Web site the primary call to action for all marketing

efforts– Increase overall interactivity of Web site

• Tactics– Make Web site primary fulfillment method for a loyalty program

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Public Relations Plan

Overall Strategy:• To enhance and support the brand image of Breckenridge through a

comprehensive PR campaign to internal and external audiences • To complement, where possible, other marketing initiatives in order

to create layers of messaging• To drive presence in secondary markets, where advertising spend is

minimal• Drive national reach in broad and niche publications

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Public Relations PlanMedia-specific target audiences• International

– Ski, travel and consumer/lifestyle– UK, Germany and Mexico– Other international markets as co-op opportunities arise

• National– Ski Publications– Newspapers: USA Today, New York Times, LA Times– Cable news programming: MSNBC, The Weather Channel– Cable feature programming: The Travel Channel, MTV– Magazines: Mountain Bike Magazine, Outside, National Geographic Traveler, in-flight

magazines• Regional

– Ski/Travel sections of newspapers in key markets and other top 20 markets– Travel editors, heritage writers, recreation writers for daily newspapers in key markets and

other top 20 markets– TV newscasts at in-market affiliate stations– News directors/producers of in-market travel and news radio programs

• State and Local• Newspaper, radio and TV in Summit County• Recreation, Ski, Travel and Event writers of statewide daily newspapers• Recreation, Ski, Travel and Event reporters for statewide TV newscasts• News Directors of statewide radio stations

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Public Relations PlanMarketing the Experience: Ongoing• Pitch events to journalists through story ideas with unique twists or

unique tie to key markets• Utilize contacts and databases to target niche publications and

media– Nordic skiing in the winter, biking in the summer– Utilize specific packages (including events and activities) to target niche

publications (spa, family, heritage, etc)• Work with BSR to host/attend media familiarization trips• Build relationships with media in key markets

– Travel in conjunction with sales/travel agent shows, media events or independent visits

• Keep media room on the Web site up-to-date and fresh• Produce and distribute annual Breckenridge Media Guide• Work with Colorado Tourism Office

– Capitalize on their expanded efforts in promoting Colorado– Heritage tourism sectors

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Public Relations Plan

Marketing the Experience: New• Coordinate with other entities in town to distribute consistent

messages– Develop/distribute one-pager to enhance their communications

(i.e. BMF, BFF, art fairs, lodging properties)• Utilize 2009 anniversary to drive media coverage and story

placement

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Public Relations PlanManaging the Experience: Ongoing• Vacation Planner

– Publish annually for distribution to potential guests• Manage editorial calendars• Write the bi-weekly consumer E-newsletter• Publicize events and community happenings around Summit County

to capture locals and visitors staying outside Breckenridge• Identify opportunities to drive media coverage and business

(i.e. fly-fishing clinics and culinary classes)

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Public Relations Plan

Managing the Experience: New• Promote Welcome Center as primary point of contact for guests

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Public Relations PlanCommunity Relations: Ongoing• Provide community members with media inquiries and travel

publicity leads in order to increase potential media coverage of Breckenridge

• Maintain and improve the quarterly newsletter• Community press releases to local media outlets

– Mixers, Friends Welcome winners, community events and awareness projects

• Distribution and awareness for the semi-annual events calendar• Increase businesses’ exposure around Summit County

– Provide county-wide lodging partners with one-sheet flyers highlighting Breckenridge happenings to guests

• Spearhead meetings to coordinate Public Relations efforts with TOB, SHS, non-profits and others

• Liaison for film industry leads for Breckenridge

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Public Relations Plan

Community Relations: New• As community assets develop, incorporate message into overall

community branding

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Public Relations Plan

Deliverables/Results• Placement in target publications mentioned in plan• 250MM PR impressions annually• Leverage budget to at least $3MM

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Sales Plan

Overall Strategy• Establish face-to-face contact with potential Breckenridge

vacationers and event planners• Brand Central Reservations as the call to action with consistent

brand message• Provide a positive experience for groups

– Key contact through all stages• Inquiry, planning, staying and final evaluation

If NBS chooses Breckenridge:• More involvement in community-wide programs to improve guest

experience

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Sales Plan

Marketing the Experience: Ongoing• Leverage budget with co-op partners to increase overall exposure

– Trade shows– Target specific media (Smart Meetings, MPI, direct mail)

• Deliver consistent brand message– Brand Breckenridge name through promotional items

• Drive to Web site and on-line booking

– Contribute/update information provided to Web site– Shift funds from Ski shows to adventure, wedding, golf, travel and

leisure• Capture leads via trade shows through giveaways• Manage logistics for group proposals

– National Brotherhood of Skiers (Jan 08)

Note: This is making the assumption that the NBS will not be coming to Breckenridge. If NBS does come, many current efforts and $20K will be displaced to implement NBS needs. Additional dollars have been earmarked in the special projects listing for the balance of their cash needs.

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Sales Plan

Marketing the Experience: New• Improve/update trade show presence to be consistent with brand

– Animation and promotional giveaways• Increase database of qualified meeting planners, travel agents and

consumers• Offer meeting planners quality branding material• Research new markets and trade show opportunities

– International, CTO Co-ops, Phoenix, Philadelphia, Atlanta

• If NBS chooses Breckenridge:– Manage the NBS experience through collaboration with the TOB, BSR,

BCR, lodging companies, activity companies and non-profit organizations

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Sales Plan

Managing the Experience: Ongoing• Provide vacation planners, maps, etc for group attendees; Interact

with groups upon arrival• Answer questions, presentations, site tours and suggestions on

where to go and what to do• Provide monthly group report to

– Restaurants, retail, recreation and transportation in order to manage staff and inventory levels

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Sales Plan

Managing the Experience: New• Distribute the “Buy Breck Book” to all groups of 20 or more to

encourage spending in town • Conduct familiarization trips

– Key decision makers for the NBS– Meeting planners

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Sales Plan

Community Relations: Ongoing• Group leads program

– Average 18 leads/opportunities a month to subscribers• Liaison between the group leader and the community • Communicate co-op opportunities

– Trade publications, events and trade shows• Collect and track feedback from groups

– Provide to appropriate parties

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Sales Plan

Community Relations: New• Expand Web site to disseminate information to growing target

audiences– Wedding Planners– Reunions– Collect and track feedback from groups and consumers at trade

shows

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Sales Plan

Deliverables/Results:

• Increase group revenue to Breckenridge – Number of groups– Lodging expenditures– Non-lodging expenditures– Bookings through Breckenridge Central Reservations

• Increase trade show participation– Number of shows– Co-op participants

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Events Plan

Overall Strategy:– Create/develop events that draw visitors to Breckenridge

• Enhance the experience of being in Breckenridge

• Provide unique experiences

– Utilize sponsors to generate revenues– Develop marketing programs that connect events to target

markets through sponsor resources – Increase intent to return by providing an enhanced event

experience through event development and streamlined operations

– Develop programs that benefit local businesses through active participation in events

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Events PlanMarketing the Experience: Ongoing• Utilize sponsor packaging

– Promote event and price points to contribute to BCR– Lead generation

• Leverage sponsorships to gain incremental exposure for events– Inclusion in sponsor media buys, Web sites and other marketing efforts

• Increase Breckenridge and event exposure via sponsor audiences and vehicles– Ullr Fest and International Snow Sculpture Championship via Anheuser-

Busch distributors and in-store placements– Increase exposure in LoDo/Coors Field area during home games to

promote events via signage and promotions (Breckenridge Brewery)– Product packaging labels (Boulder Sausage)– Product placement/promotion (Paulaner Bier)

• Develop a comprehensive marketing plan for each event including efforts from each segment of the Marketing Department

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Events Plan

Marketing the Experience: New• Develop a heritage event for Breckenridge

– Build to 150 year anniversary in 2009 and beyond• Expand 2007 Mardi Gras

– Create a multi-day celebrations• Launch Bacchus Ball

– Create additional sponsorship opportunities• Expand in-town elements of Spring Massive• Expand strategy for securing sponsorship dollars• On-site cross-promotion of sponsors and other BRC events• Work closely with third party event producers to ensure seamless

event production and a consistent Breckenridge message

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Events PlanManaging the Experience: Ongoing• Drive additional non-lodging revenue• Continuous evaluation of event schedule

– Make adjustments as necessary• Monitoring of inconvenience vs. benefits of events in relation to

Main Street impacts• On-site promotion of other events• Development of events to meet attendee expectations

– Enhanced children’s activities– Enhanced guest experiences

• Activate local sponsors • Ullr Fest Bar Series• ISSC corporate sponsors tie-in with local businesses• Mardi Gras “anchor” parties• Spring Massive development among in-town businesses• Oktoberfest Brewmaster’s dinner hosted by Paulaner

• Continue planning meetings for a well-rounded overall schedule of events throughout Breckenridge

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Events Plan

Managing the Experience: New• Expand event areas toward the Arts District of Breckenridge and

Ridge Street• Look for opportunities to involve North and South ends of Main St.• More on-site animation• Improved signage and “way-finding” throughout the events

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Events Plan

Community Relations: Ongoing• Work with membership, TOB and BSR

on Spring Massive to help develop consistent messaging throughout the community

• Development of cash and in-kind opportunities that appeal to various business segments

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Events Plan

Community Relations: New• Integrate the Welcome Center into event site plans• Coordinate with event producers throughout community on merging

event calendars/ seasonal collateral pieces to avoid confusion for consumers

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Events Plan

Deliverables/Results:• 75,000 Web site event visits• Generate sponsor cash contributions:

Over 120,000 in event attendance Greater business participation in key events Utilize membership base for cash and in-kind sponsorships

Oktoberfest - $22,500 Snow Sculpture - $59,850

The Lighting - $3,750 Mardi Gras - $3,000, Bacchus Ball - $3,500

Ullr Fest - $14,200 TOTAL $106, 800 (up 28%)

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Research PlanOverall strategy• Maintain current plans to understand guest profile and needs• Monitor industry, business, visitor trends to adjust marketing efforts• Measure effectiveness of marketing efforts

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Research PlanOngoing programs• Occupancy forecasts

– Anticipated business for upcoming 3 months• Marketing efforts to fill gaps• Provides info to businesses for inventory and staffing

– Comparative information against competitive destinations• Internet surveys

– Profiles visitors to the Web site• Repeat visitors vs. non-visitors

– E-mail follow-up to visitors– Feedback on Web site

• In-town computer surveys– Captures experience, behavior and opinion– Focuses on non-sport elements of visits