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Overland Park Convention & Visitors Bureau Sales/Marketing Five-Year Strategic Plan

2012

PURPOSE AND INTRODUCTION A. Emphasis and Reinforcement of Staff Effort to be Creative and Proactive.

Each and every organization operates under a determined set of procedures that drive operational strategies. The more effective organizations support such procedures with a culture whereby expectations, accountabilities and responsibilities are clearly defined. Daily operational behaviors are outwardly visible and frequent in supporting effective job outcomes. The four “Cs” – Customers, Competition, Change and Communication – have been the driving factors which have supported the operational strategies of the Overland Park Convention & Visitors Bureau for the past several years. Such continue to be fundamental to our core value beliefs. To regularly ask the question “Why do we do what we do at all?” for each customer continues to be strategic in our delivery of sales, services and marketing. Understanding Bureau features that drive key benefits to the customer will be expected to be routine. The operational process for each situation will be unique to said situation.

B. Assurance of customer satisfaction.

The Overland Park Convention Center is a regional and national meeting, convention and tradeshow facility owned by the city of Overland Park, Kansas. Global Spectrum operates the Convention Center by a contractual arrangement with the city of Overland Park. The Overland Park Convention and Visitors Bureau provides the lead role in marketing and selling the Convention Center for dates beyond eighteen months. The Overland Park CVB Sales and Marketing Plan is the defined process to enhance the marketing strategies, the lead process, activities culminating in definite business booked and related economic impact outcomes. It attempts to create an awareness of Overland Park features as well as benefits to the users. Additionally, it defines accountabilities, coordinates responsibilities, and establishes evaluation strategies. The discipline of an organization to focus properly on market targets, while internalizing the delivery of product excellence, is critical to long-term success. This marketing plan addresses strategies that define unique values to the customer that Overland Park has to offer. Four primary value disciplines are emphasized, which are: 1) operational excellence; 2) product leadership; 3) calendar dates; and 4) customer intimacy. Customer intimacy is the driving focal point for marketing, selling and operational behaviors.

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The Overland Park CVB assumes a leadership role in creating a “team culture” between and among the travel/tourism family in Overland Park. Such includes hotel and Convention Center staff. While each product entity controls its individual operational strategies, an expected set of cultural behaviors is reinforced on a consistent basis. The role of the Overland Park CVB regarding product leadership is to be consistently aware of and communicate product development initiatives within Overland Park and the region to the Overland Park travel/tourism family. Customer intimacy is defined in the Marketing Strategies section of this plan.

C. Building cooperative partnerships with hoteliers, Overland Park Convention

Center, City of Overland Park, Overland Park Chamber of Commerce and other business partners toward proactive selling of targeted business markets. Maximizing appropriate Convention Center sales requires a united team effort. While each organization or agency defines specific role definitions for the Convention Center, each group must also be sensitive to expected role definitions of others. Continuous educational strategies assist various community groups to remain aware of trait commonness and differences. Since the opening of the convention center in 2002, all partners expected the primary focus of the convention center to be a generator of hotel room nights. And such remains the understanding for this five-year plan. However, as secondary reasons emerge, which have the potential to serve partners in differing ways, the positive alignment of the partners remains critical to the overall successful operation of the center and such individual partners. It is imperative that the OPCVB and individual staff members of the OPCVB understand the roles they play in providing aligned leadership to all hospitality partners to serve the best interests of the guests to Overland Park.

MISSION STATEMENT

To promote and market Overland Park as the visitor’s destination of choice by providing sales, services and marketing for the hospitality industry, hotels and the Convention Center.

SWOT ANALYSIS

The SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) has been a process the Overland Park CVB Board of Directors has utilized on several occasions. It was used prior to the construction of the convention center in 2000, in 2006, 2008 and 2011. The main purpose on each occasion was to further define appropriate marketing opportunities aligning market trends with available resources to enhance room night growth to Overland Park. Additionally, it was utilized to keep all hospitality partners abreast of the

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best possible positioning of Overland Park as a city resource, as well as for individual properties as market trends shifted. Historical detailed information from each SWOT Analysis is found in previous strategic plan documents.

The 2011 Board Retreat SWOT Analysis focused upon the areas of: Vision Metcalf, Technology, Sports Market, Housing Authority and Industry Trends. As in previous years, the main objective was to use the analysis to gain a better understanding of how to best position Overland Park in the market place. Such analysis is found in Exhibit A of this plan. Specific elements of the discussion are found throughout the plan as such relate to the sales, marketing or services sections of the plan.

MARKETING STRATEGIES A. Positioning/Branding

The positioning or branding exercise is one of the fundamental building blocks of the marketing plan. Properly executed, it effectively drives operational strategies and advertising activities. Positioning defines the image and establishes the uniqueness of the experience. Excellent positioning establishes and uniquely solves important customer challenges. The Overland Park CVB, City of Overland Park and the Economic Development division of the Overland Park Chamber of Commerce collaborated to conduct a comprehensive research/market analysis of Overland Park. The project was completed in late 2009. Since 2010, the city’s adopted brand is Above and Beyond. By Design. and it will remain so through 2012.

Product positioning statements will be uniquely defined for each target market. The positioning will: 1) be consistent with product performance; 2) emphasize importance to the target market; 3) express distinction from the competitive set; 4) be enduring over time; 5) be believable by the consumer; and 6) relate to a specific market segment. Customer perceptions and expectations will be clearly understood. Such insight will be utilized in the positioning/branding process. The Discipline of Market Leaders by Treacy and Wiersema describe three key value disciplines which must be considered by companies who wish to deliver extraordinary levels of distinctive value to their targeted customer groups. These value disciplines are: Operational excellence: value price aligned with quality service. Product leadership: best product, period.

Customer intimacy: the best solution, providing all the support necessary needed to achieve optimum results and/or value.

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Such value disciplines are components of the Overland Park Convention Center (OPCC) positioning statements. Customer intimacy will be the defining value discipline for the Overland Park CVB (OPCVB).

B. Agency Services

Tonic will continue to serve as the OPCVB’s agency of record in 2012. A full-service agency, Tonic is experienced in the destination marketing and hospitality industries. The firm assists the OPCVB with development of the marketing and public relations strategies, advertising creative, planning and placement.

C. Advertising Based on the new positioning developed in 2009 by the city of Overland Park, the Overland Park Chamber of Commerce and the OPCVB, a new campaign was launched in 2010 for the OPCVB to play on the success of the recent “Call Me” campaign and to support the new positioning “Above and Beyond. By Design.” The campaign, which will continue through 2012, features each sales team member in an “over-the-top” setting based on real experiences where Overland Park went above and beyond to deliver a memorable service experience for a convention or group. The campaign communicates the high level of customer care, personalized service and commitment to delivering beyond expectations. With full-page, 4-color executions and vibrant images, these ads will continue to generate buzz and create greater awareness among potential customers. In 2012, ad copy will reinforce the OPCC and Sheraton Hotel promotion and the OPCVB mobile app.

Advertising Strategic Goal: Produce advertising that creatively (design and copy) engages target audience.

1. Objective: Place full page versus half page ads, budget-dependent.

i. So to stand out in the publication and increase the physical amount of creative and copy on the ad, the OPCVB will place as many full page ads as possible. In 2012, all of the Sports Events Magazine ads will be upgraded from half page to full page in an effort to increase visibility and awareness of the Overland Park Sports Alliance in the publication.

ii. Efforts will continue to upgrade other markets as well, budget-dependent.

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2. Objective: Promote up to date promotions, OPCVB mobile app and any other new sales tools. i. In 2012, copy will be modified to include the 2012 promotion and mobile app. This is to create a more eye-catching ad,

enhance overall awareness of the promotion and to complement publicity efforts by the sales staff at tradeshows.

D. Media Placement

The OPCVB’s media placement strategy in 2012 will focus on segmentation and will continue with a strong emphasis on the meetings, conventions and sports market. The portion of print to electronic marketing advertising in 2012 is projected to be approximately 65% print and 35% electronic. The Bureau will continue to focus on more regionalized print publications (versus national), creating a bigger presence with larger ad sizes and limiting the number of publications to increase frequency among the OPCVB’s primary targets. Advertising in trade show guides and publications pre and post the tradeshow (i.e. Collinson Publishing) will remain a focus, allowing the sales team members to build recognition amongst meeting planners on-site. An emphasis will remain on market segments identified by the Convention Center (e.g. hobby, religious, service, direct-selling, etc.) and hotels (i.e. leisure travelers) to drive weekend business. For the sports market, placements will increase in facility-focused publications including Sports Travel Magazine and Sports Event Magazine. However, advertising copy and creative will better capture Overland Park as a multi-sport destination and use the Soccer Complex as a hook rather than the entire feature. The Bureau will continue to spend considerable marketing dollars on electronic media in the meeting, trade show and leisure markets with 35% of the dollars being spent in this area. A good portion of the electronic buys will be placed with publications in which the Bureau print ads appear in order to increase frequency and awareness among those target audiences. Additional placements include independent sources targeting meeting planners via e-mail and through email list rental from meeting planner associations and trade show resources. The Bureau will continue the Google AdWords (pay-per-click search and content) electronic marketing program targeted to meeting planners, which began in 2009 and produced successful results. New to 2012 are specially-created landing pages which better direct users to the information they are seeking. Bureau staff will research and compare advertising to contract creation and placement. The Bureau will partner with Tonic, its agency of record, to determine the most effective way to access promotional services in order to unify all the marketing and advertising efforts. While the 2012 Media Plan was endorsed and subsequently approved by the OPCVB Board in late 2011, revisions to the plan are likely throughout 2012 in the form

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of reductions in placements due to the uncertainty of the OPCVB budget. The OPCVB Sales & Marketing Committee approved two media plans and the $170,000 plan will be followed as of January 1, 2012. A $140,000 plan was also approved and will be used in the case of budget reductions.

Media Placement Strategic Goal: Diversify ad placement for each target market (SMERF, Sport, Leisure, Corporate and Association) and continue efforts to measure ROI.

1. Objective: Ensure proper market segmentation in media plan.

i. The following is a categorical breakdown of ad placements in 2012 media plan(s), based on market:

1. Meeting Planner (SMERF, Association, Corporate) a) Meeting planner focused publications b) Meeting planner show programs and dailies c) Meeting planner directories

2. Leisure a) Local area and state visitors guides b) Direct mail from KCCVA c) KS Tourism Co-op d) KC Destinations VFR Campaign (TBD)

3. Sports travel a) Soccer, Baseball/Softball directories b) KS site selection advertorials c) CVB promotional advertorials

4. Energy/Sciences (only $170,000 plan) 5. Media contingency

a) New opportunities for show dailies and/or conventions b) Local and/or regional projects which arise in

2012

2. Objective: Continue seeking and researching new markets which could be beneficial to the OPCVB sales team.

i. In conjunction with the sales team, the Energy/Sciences market will be researched in 2012 and new publications will be identified for ad placement.

ii. Where appropriate, the sales and marketing teams will join to identify local contacts that can enhance the OPCVB’s knowledge about this emerging market.

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3. Objective: Measure ROI and eliminate low-producing placements (both print and electronic).

i. On quarterly basis, Tonic will measure ROI of electronic placements since they may be repeated later in the year. Low-yielding Click Thru Rates (CTRs) will be assessed and elimination of ad will be considered.

ii. On annual basis, it will be assessed which electronic ads should be included in the following year’s plan all together.

iii. QR codes will be utilized in selective print ads so to track downloads and better connect leads to specific publications/issues.

4. Objective: Utilize value-adds to increase amount of direct response leads. i. Advertising contributes greatly to the overall sales effort and

although it does not directly make the sale, it generates greater awareness and appeal for the offerings, which lays the groundwork to make the sale. This makes it difficult to evaluate its direct effectiveness on its own. When coupled with the Bureau’s sales programs and other marketing efforts as a whole, a measurable ROI is attainable (see Sales Goals).

ii. The following media placements provide direct response leads (via value adds such as qualified meeting planner contact lists) to the OPCVB and will continue to do so in 2012:

(a) Meetings Mid-America (b) Midwest Living (c) Rejuvenate (d) Connect (e) Collaborate (f) Cvent.com (g) KC Spring and Winter Direct (KCCVA) (h) KS Getaway Guide (i) Electronic placements (j) KCRDA Co-op Program

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E. Public Relations Public Relations continues to play a crucial role in the marketing and promotion of Overland Park as a premier meeting and sports destination. The OPCVB staff works directly with media to provide information on tourism activity in Overland Park. Information is provided to writers and editors compiling stories on the meetings industry as well as the leisure market. In an effort to increase the awareness and visibility of Overland Park as a premier travel destination, it is crucial to have a good relationship with key media figures in the KC metro area as well as in the region.

As a member of KC Destinations (formerly KCRDA), the OPCVB participates in travel writer events when possible. In addition, the Kansas Department of Travel & Tourism hosts writers across the state. OPCVB staff participates in this opportunity by hosting writers, giving tours of Overland Park and pitching story ideas.

Efforts are focused toward select target regional destinations which serve as the primary feeder markets to Overland Park including: Wichita, Topeka, Des Moines, Omaha, Oklahoma City, St. Louis and Springfield (MO).

Press Releases are written by the VP of Marketing and distributed by the OPCVB News Bureau. The releases cover a range of topics about new attractions, large meetings or sports tournaments coming to Overland Park, or internal news releases (i.e. mobile app). They are distributed to the following:

(1) Local media to inform and promote upcoming newsworthy meetings,

events, etc. to be held in Overland Park. (2) Regional and national media to pitch story ideas and to increase visibility and coverage of Overland Park. (3) Local and national trade publications to announce staff and organizational

developments at the OPCVB as well as product development in the city. (4) Social media applications including Facebook, Twitter, KC Star’s Press

Release Central and Examinerkc.com to keep followers in-the-know of Overland Park’s latest information.

Public Relations Strategic Goal: Continue enhancing visibility and awareness of Overland Park as the destination of choice for meetings, conventions, sporting events and leisure travel in the media.

1. Objective: Write and distribute 32 press releases.

i. In 2011, the OPCVB News Bureau wrote and distributed 22 press releases. So to continue increasing its visibility score, the VP of Marketing will write 10 additional press releases in 2012 compared to 2011.

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2. Objective: Measure and increase ROI of press releases. i. Based on Constant Contact reports, track open rate of press

release and follow up with key writers and editors. ii. Pitch stories based on press release and encourage contacts to

post them on their website, feature them on local television news or include them in next month’s publication.

iii. Update News Bureau database accordingly so to ensure current contact information is included and bounce-back rate is limited.

3. Objective: Build positive relationships with local and regional media. i. The VP of Marketing will subscribe to key publications and

carefully follow local, regional and national news. Follow up with writers and editors on certain stories and articles that could pertain to Overland Park in the future will be completed.

ii. All communication requests from media should be returned in timely manner (no more than 48 hours) by VP of Marketing.

iii. At tradeshows, engage with media contact exhibitors so to exchange business cards and communicate ways to partner in the future.

iv. Befriend media contacts on LinkedIn (if possible) so to create additional method of communication.

4. Objective: Continue communication with industry members (i.e. Board of Directors and Hotels) and external database via e-newsletter

i. The OPCVB will continue to send an e-newsletter on a quarterly basis – one to internal partners and one to an external audience.

ii. The OPCVB will continue to promote and offer an opt-in program for local restaurants and retailers to alert the businesses when major conventions and/or sporting events are coming to Overland Park.

iii. Sales staff will have the ability to create individualized newsletters for their clients to keep them informed of what is happening in Overland Park, special offers and more.

5. Objective: Create Event Profiles for unique events that showcase how the

OPCVB went above and beyond for a client or event (See Exhibit B). i. Work with the OPCVB sales team to identify possible events

to highlight, and gather the appropriate information to create an Event Profile.

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ii. Disseminate new Event Profiles to OPCVB stakeholders (clients, governing body, Board of Directors, media, etc.) to help educate them on the OPCVB’s efforts.

F. Visitors Guide

Annually, the OPCVB produces and provides city visitor guide to the city hotels, convention center, visitors centers, metro area attractions, visiting groups and prospective visitors. The guide includes lodging, dining, shopping, sights and entertainment information as well as maps and calendar of events. A distribution of 65,000 copies is expected in 2012. The size of the guide was upgraded from digest size to magazine size in 2012.

The 2012 guide includes guest editorials for the Daytrip Destination themes, as well as editorials about local attractions and amenities, which give an insider’s perspective to the destinations. QR codes were added in 2012 to enhance the interactivity and reporting capabilities of the guide.

The OPCVB serves as a collection and distribution site for collateral of local, regional and state attractions. Distribution is expected to continuously be divided evenly amongst hotels, groups/conventions/tournaments, and individual requests.

Visitors Guide Strategic Goal: Produce a creatively written, aesthetically appealing and technologically cutting-edge Visitors Guide.

1. Objective: Ensure visitor guide distribution is completely fulfilled by

December 31, 2012. i. Services will carefully monitor distribution of guides and report

results to VP of Marketing. All visitor guide requests from clients and hotels will be responded to in timely manner.

ii. Services will actively promote visitors guide to clients (i.e. for registration desk materials)

2. Objective: Partner with hotels to ensure front desk and sales staff is

educated about content of guide and knows how to order additional copies.

i. VP of Marketing will continuously interview hotel personnel on where they physically place the guides in the hotel and how to best advertise the guide in the most high-traffic areas.

ii. VP of Marketing and/or Director of Interactive Solutions will train front desk staff on contents of guide and mobile app, by request.

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iii. Services will reach out to each of the 34 hotels and ensure they understand how to order more copies of guide throughout the year.

3. Objective: Utilize QR codes throughout guide and track download rates

i. Create specific URLs and unique landing pages for QR codes ii. Measure download rate on quarterly basis iii. Work with Interactive Solutions to research new technologies

throughout the year that can be utilized for future guides

4. Objective: Research creative ways to improve the guide for following year.

i. Order visitors guides from competitive set cities and other regional destinations so to observe their copy and design efforts. Record ideas and create library of guides in preparation for 2013 guide.

ii. Change content on landing pages seasonally (i.e. recipe page) or as appropriate.

INTERACTIVE SOLUTIONS STRATEGIES In an effort to stay viable in the ever-changing world of online media and mobile media, including social networks, the OPCVB created a new department in 2011 – Interactive Solutions. This department assesses the trends in online and mobile marketing and public relations, including social media, and establishes the OPCVB’s presence through these mediums. Equally as important, the OPCVB understands the impacts these new environments have on the way we communicate with our clients, they communicate with their attendees, and the overall attendance at meetings and events in Overland Park. This department will ensure the OPCVB has a strategy in place to respond quickly to this evolving arena and employ methods to find solutions to better serve the needs of our staff and clients.

A. Website (www.visitoverlandpark.com and www.opcvb.org)

The OPCVB utilizes its website as a marketing tool and comprehensive data point for leisure travelers, meeting and convention planners and sports rights holders. The site averages 148 visitors a day and 4,496 visitors a month. Statistics such as referral sites, pages most viewed and top search terms are analyzed monthly to manage effectiveness of the site. Google Analytics is the tool used to measure website traffic and goals.

Website Development Strategic Goal: Continue to enhance information and features of the website to provide relevant information to site visitors.

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1. Objective: Create updates to the site that enhance the overall visual appeal to site visitors.

i. Add a photo gallery to every listing. ii. Add references to connected material, i.e. events on the

attractions listing page. iii. Explore the need for a homepage update in look to better

drive traffic throughout the site.

2. Objective: Add relevant information for meeting planners and sports right holders.

i. Add up-to-date event profiles to the meeting planners and sports alliance sections of the website.

ii. Expand the information offered through the facilities guides. iii. Expand hotel listing information to include meeting space

information.

3. Objective: Continue to integrate emerging technologies in online travel marketing and social media to the site.

i. Update the blogging schedule and format to drive traffic to these editorials on things to see and do in the metro area.

ii. Evaluate the site for areas where new technology can be implemented, including podcats, social media and gaming.

Website Traffic Strategic Goal: Increase the number of visitors year-over-year to the website and how these visitors interact with the site.

1. Objective: Closely evaluate and adjust the site and its algorithm to enhance

its Search Engine Optimization placement with all major search sites. i. Work with the site developer, Tekniq, to assess SEO needs,

including tags, photo descriptions ii. Stay informed on changes to algorithms on all search sites and

monitor the OPCVB’s website rankings on these sites.

2. Objective: Work with Marketing to assess Search Engine Marketing (SEM) efforts and adjust accordingly.

i. In 2012, Tekniq has replaced Madden Media (Tonic) as the OPCVB SEM manager.

ii. The VP of Marketing and Director of Interactive Solutions will meet monthly to assess the success of running AdWords campaigns and the landing pages created for visitors. Adjustments will be made accordingly and success carefully measured via reports from Interactive Solutions.

iii. Complete the Google AdWords certification training program.

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B. Travel Promotion Sites

The OPCVB maintains a presence on several third-party travel promotion sites, including www.360kc.com and www.travelks.com.

Travel Promotion Sites Strategic Goal: Expand the OPCVB’s reach to potential visitors, by creating and maintaining a presence on third-party travel promotion sites.

1. Objective: Establish listings and maintain content on travel promotion sites when appropriate to the OPCVB’s strategic efforts.

i. Provide updated content to these sites where the OPCVB currently maintains a presence to ensure accurate information is available to their site visitors.

ii. Enhance the OPCVB presence on sites that are already created by adding events and directory information to the listings.

iii. Evaluate new opportunities with travel promotion sites and create listings for the OPCVB.

iv. Drive traffic back to the OPCVB website from these sites to enhance the message to the visitor.

C. Social Media

The OPCVB utilizes social media to connect with its constituents. The OPCVB currently has pages on Facebook, Twitter, Google+, YouTube and LinkedIn. Posts to these networks are made at least weekly on a variety of topics including news updates, events, fun facts and useful links.

Social Media Strategic Goal: Enhance the OPCVB’s online visibility and connection to both event planners and leisure travelers by maintaining a presence in Social Networks.

1. Objective: Establish, and when necessary remove, an OPCVB presence on emerging networks that align with the strategic efforts.

i. Be aware of emerging networks and changes to current networks that affect the OPCVB’s efforts.

2. Objective: Increase the number of fans/followers to the OPCVB’s social networks.

i. Place links to social networks on staff email signatures and throughout the OPCVB website.

ii. Establish benchmarks and recognize the fan/follower that allows the OPCVB to reach the user benchmark, i.e. 1000th fan.

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3. Objective: Enhance user engagement to spread the OPCVB’s message to a broader audience.

i. Focus on gaining new fans/followers by recognizing those that participate with the OPCVB through the network.

ii. Create a weekly posting schedule for daily posts. iii. Monitor post engagement to determine strategies for topics

and posting times through the tools available, including Facebook Insights and the V-rank Score.

4. Objective: Focus on the power of B2B marketing available through LinkedIn to generate leads for the OPCVB sales team.

i. Assist the OPCVB staff to complete their LinkedIn profiles. ii. Add individual LinkedIn links to the OPCVB staff email

signature. iii. Help OPCVB staff identify, join and participate in appropriate

LinkedIn Groups. iv. Make relevant posts on the OPCVB LinkedIn page at least

once a week – both marketing and sales related.

Social Media Partnership Strategic Goal: Serve as a resource to OPCVB stakeholders in their social media efforts.

1. Objective: Educate partners on trends, best practices and new networks

available for their use. i. Host at least two social media forums in 2012. ii. Research issues partners are having and provide them with

resources to solve these issues, i.e. executive buy-in. iii. Maintain a Twitter account for links to relevant social media

articles.

D. Mobile Application The OPCVB launched its mobile application (app) for all Smartphone devices in July 2011. There were 653 downloads and 15,411 page views of this app on Android and iPhone/iPad devices through December 1, 2011. One unique component of the app is individual group pages for events held in Overland Park. There were 11 groups that utilized this free service in 2011.

Mobile Application Strategic Goal: Increase downloads and usage of the Visit OP app.

1. Objective: Create awareness of the OPCVB app.

i. Establish an awareness campaign that includes media coverage, paid advertisements and social media mentions.

ii. Host contests through the app to generate downloads.

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2. Objective: Increase page views within the app.

i. Send push notifications to alert app users of special events, coupon updates, contests and more to drive traffic to specific pages within the app.

ii. Make updates to the layout and content provided to continue to be relevant and useful to people that downloaded the app.

3. Objective: Provide relevant information to attendees at meetings, conventions and sporting events held in Overland Park.

i. Promote the group page for the app to planners that are hosting events in Overland Park.

ii. Create group pages and provide instructions for usage to attendees.

SERVICE STRATEGIES

The OPCVB has built and continues to build a first-class convention services team to deliver on customers’ needs, as well as be a resource to effective meeting planning. This process includes minimum service standards that are used as selling points. We have customized service options based on “peak room night” size. We continue to utilize pre-convention meetings, which will operate in a standard format to ensure all customer expectations are covered and disseminated to all stakeholders. Exit interviews are conducted on an as needed basis and electronic post-event surveys are sent via www.surveymonkey.com versus print surveys. Our “Ambassador” program continues to be effective in providing additional hospitality services as well as staffing when needed. We continually evaluate our “Ambassador Program” and look for ways to enhance our planners’ experience.

Our services team essentially acts as a fulfillment mechanism to ensure total meeting satisfaction. All service is centered on our customers, both end user and partner. The value we provide is effective execution as it relates to planning a meeting in Overland Park. We are known for excellent service and believe we can offer the best value in the market.

Services Strategic Goal: Build the best services team in the metropolitan market and have the OPCVB become synonymous with service excellence.

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1. Objective: Increase knowledge of services offered by the OPCVB to prospective first-time clients as well as to all repeat groups.

i. A service brochure continues to be included with all bid books and is distributed electronically via email to definite clients. Potential clients are also informed of the wide range of free services that the OPCVB offers in order to make their meeting successful.

ii. Service contracts for all definite groups will be determined and immediately contacted to explain the services the OPCVB can offer. Staff will assure client that services team will work as their partner throughout the whole process, if needed. Services department contacts client on a scheduled basis of one-year, six-months, three-months and one-month prior to their event to ensure needs are being met.

iii. If determined services are not needed after initial contact, clients are emailed on a schedule of one-year, six-months, three-months and one-month prior to their event to check on planning and verify services are still not requested. This opportunity is used to re-emphasize how the OPCVB can assist by reminding clients of the services available.

iv. If services are being utilized, client is kept informed of progress. Phone calls and emails are returned within 24 hours or less. If a question cannot be answered, assure client that the OPCVB will help locate a person who will be able to help them.

v. Calls for services from groups not in our database are treated as potential clients. Contact information is obtained as possible future business. This information is then provided to the appropriate OPCVB salesperson based on their market after advising of all the services the OPCVB can provide.

vi. A new post-convention questionnaire will be sent electronically via www.surveymonkey.com. This electronic version will allow the OPCVB to collect and analyze submitted data to develop a more comprehensive understanding of how to better service clients’ needs. The OPCVB aims to increase the percentage of returned comments utilizing this new system.

vii. Old post-convention questionnaire data will be manually inputted into new electronic system.

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2. Objective: Ambassador Program i. In order to keep volunteers informed about what is happening

in Overland Park and at the OPCVB, meetings will continue to be held on a semi-annual basis. Additional meetings can be added if determined necessary. The meetings can include special guests from the OPCVB, the city, area attractions, etc. as a way to familiarize ambassadors with the area and what the OPCVB offers guests and potential clients.

ii. Plan one or two off-site field trips to specific attractions the ambassadors may not be familiar with - or are new - as additional educational opportunities for our volunteers. Potential trips include the Kauffman Center for Performing Arts, National World War I Museum, American Jazz Museum & Negro Leagues Baseball Museum, Legoland Discovery Center and SeaLife Aquarium.

iii. The OPCVB will continue partnering with other organizations that promote tourism in Overland Park as a way to train our volunteers about these other organizations and provide unique volunteer opportunities.

iv. Feature ambassador “spotlight” in OPCVB quarterly newsletter.

v. Disengaged Ambassadors (attended zero field trips and meetings and did not volunteer once over the course of the year) will be contacted at the end of the year and asked if they want to continue to participate. The Convention Service Manager and Vice President of Marketing will evaluate if a participation policy needs to be instituted.

vi. Recruitment efforts for new ambassadors will continue throughout the year.

3. Objective: Partnerships

i. The OPCVB will increase partnerships with local community restaurants and retailers to broaden resources for coupons, gift certificates and sponsorships for our groups.

ii. The OPCVB will broaden contact with other organizations and partners in the metro such as the Convention Center, area hotels and other meeting facilities. Determine the convention service manager responsible for the OPCVB groups at these venues to assure the best outcomes by making contact with partners regarding shared clientele.

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4. Objective: Special Projects i. Update the bid book pages for a consistent look and feel,

creating a polished product to present to potential clients. ii. Create a Sports Alliance specific bid book utilizing Sports

Alliance logo and pages that are oriented solely to the sporting event community.

iii. Continue to increase utilization of technology to streamline the communication between OPCVB and clients. Specifically, increase the use of flash drives for presenting bid books to clients and creating event-specific sub-sites through the OPCVB website for groups to share information about their upcoming events.

iv. By improving services’ graphic design skills, the OPCVB can create more in-house materials and provide an extremely valuable service to our groups.

v. Research other CVBs and the services they offer, along with industry trends and standards, in order to educate on the norms the OPCVB will be exceeding.

vi. Continue to utilize social media outlets in cooperation with the marketing department by providing information post or blog about regarding convention services, community events, etc.

vii. The services department staff will work towards achieving the Kansas Destination Specialist status by attending online and in-person seminars pertinent to the convention services industry.

SALES STRATEGIES A. 2011 Overview

The 2011 hotel market in Overland Park was challenging year, but a year of slow steady growth. In a year with high unemployment and economic uncertainty, the Overland Park market adapted and met all challenges, with strong growth in our sports market, solid convention center business and above average short booking success. Overall, the Overland Park markets were a little above the regional market with small, but positive growth in all measurable segments. Occupancy year-to-date is up and has been strong throughout 2011. As of October, Overland Park is up 7.2% in occupancy year-to-date. Revenue Per Available Room (RevPAR) also has trended up the entire year. Currently RevPAR is up 9.8% year to date. As previously mentioned rates nationally are moderately up and Overland Park has experienced slow, but steady rate growth, currently rates are up 2.4% year to date. Table A depicts the Overland Park Market Measurements as it relates to Smith Travel Research (STR).

12/29/2011 19

Table A

The Overland Park Market has experienced growth in all measureable segments, but rate continues to lag behind projections. The following items will help support this belief:

• The high rated corporate transient business has fallen off the past few years. • The U.S. economy has been unpredictable for the entire year.

Unemployment still remains at 9.1%; state budget cuts and an unpredictable political environment are contributing factors.

These factors are just a sample of issues that have plagued our market in 2011. A general indication for 2012 is continued slow recovery. Both STR and PFK are reporting small to modest gains in all three measurement areas:

2012 PKF STR Occupancy .8% .2% Rate 4.7% 3.7% RevPar 6.2% 3.9%

2006 2007 2008 2009 2010 2011(O) 2012(p) Occupancy (percent)

%64.1 62.0% 56.0% 50.3% 55.5% 62.6% 62.4%

Pct. Change in Occupancy

%0.0 (3.3)% (9.5%) (10.0%) 10.4% 7.2% .2%

Average Daily Rates ($)

$91.55 $95.15 $93.55 $85.43 $80.14 $81.92 $83.77

Pct. Change from Prior Year

%10.0 3.9% (1.0%) (8.7%) (6.2%) 2.4% 3.7%

RevPAR ($) $58.67 $58.96 $52.37 $43.00 $44.51 $51.30 $52.32 Pct. Change from Prior Year

%1.0 0.5% (10.4%) (17.9%) 3.6% 9.8% 3.9%

12/29/2011 20

Our “Convention Center” room night pace remains relatively strong at 87%. 2012 remains to be the year that is dramatically down from past and future years. 2013 and 2014 remain strong in addition to those years being our main focus during 2012. Our pipeline of rooms remains strong for convention center rooms and short term business continues to exceed past years.

Tap Report: Overland Park Convention Center 8 Year Pace Report

Overland Park 2011 2012 2013 2014 2015 2016 2017 2018 TOTAL Definite Room Nights

33,720 19,950 20,436 22,490 1,305 3,210 1,810 0 102,921

Pace Targets 35,156 30,116 23,721 16,774 8,881 3,024 1,065 243 118,980 Variance (1,436 (10,168) (3,285 5,716 (7,576) 186 745 (243) (16,059) Consumption Benchmark

35,216 35,216 35,216 35,216 35,216 35,216 35,216 35,216 281,728

Pace Percentage

96% 66% 86% 134% 15% 106% 170% 0% 87%

Total Demand Room Nights

155,043 108,276 53,372 34,702 16,958 3,210 1,810 0 373,371

Lost Room Nights

121,323 88,326 32,936 12,212 15,653 0 0 0 270,50

Conversion Percentage

22% 18% 38% 65% 8% 100% 100% 0% 28%

Tentative Room Nights

0 5,538 16,973 16,721 10,689 5,530 10,010 13,925 79,386

Overland Park Events

2011 2012 2013 2014 2015 2016 2017 2018 TOTAL

Definite Events

31 19 13 9 2 2 1 0 77

Pace Targets 34 26 17 11 4 0 0 0 92 Variance (3) (7) (4) (2) (2) 2 2 1 (15) Consumption Benchmark

35 5 35 35 35 35 35 35 280

Pace Percentage

91% 73% 76% 82% 50% 200% 100% 0% 84%

Total Demand Events

101 76 33 16 10 2 1 0 239

Lost Events 70 57 20 7 8 0 0 0 162 Conversion Percentage

31% 25% 39% 56% 20% 100% 100% 100% 32%

Tentative Events

0 10 22 12 8 2 1 1 56

12/29/2011 21

Our overall eight year pace for the entire city remains to be off pace by 23%, which is an increase of 5% from this time last year. Both our convention center business and overall city business remain down. The two highlights remain to be the sports market and corporate training (BNSF). Very similar to the convention center chart, 2012 is down significantly compared to 2013 and 2014 which continue to improve.

Tap Report: Overland Park 8 Year Pace Report

Overland Park R/N

2011 2012 2013 2014 2015 2016 2017 2018 TOTAL

Definite Room Nights

158,908

23,615 21,796 22,490 1,305 3,210 1,810 0 233,134

Pace Targets 156,466

66,582 37,070 24,432 12,294 4,309 1,513 321 302,987

Variance 2,442 (42,967)

(15,274 (1,942) 10,989) (1,099) 297 (321) (69,853)

Consumption Benchmark

160,997

160,997 160,997

160,997

160,997

160,997

160,997

160,997

1,287,976

Pace Percentage 102% 35% 59% 92% 11% 74% 120% 0% 77% Total Demand Room Nights

329,319

141,264 67,717 50,864 17,533 3,210 1,810 0 611,717

Lost Room Nights

170,411

117,649 45,921 28,374 16,228 0 0 0 378,583

Conversion Percentage

48% 17% 32% 44% 7% 100% 100% 0% 38%

Tentative Room Nights

10,571 50,815 41,150 33,811 29,614 5,530 16,260 13,925 201,676

Overland Park Events

2011 2012 2013 2014 2015 2016 2017 2018 TOTAL

Definite Events 375 38 17 9 2 2 1 0 44 Pace Targets 390 88 33 16 10 0 0 0 537 Variance (15) (50) (16) (7) (8) 2 1 0 (93) Consumption Benchmark

430 430 430 430 430 430 430 430 3,440

Pace Percentage 96% 43% 52% 56% 20% 200% 100% 0% 83% Total Demand Events

495 119 45 22 11 2 1 0 695

Lost Events 120 81 28 13 9 0 0 0 251 Conversion Percentage

76% 32% 38% 41% 18% 100% 100% 0% 64%

Tentative Events 19 59 40 21 16 2 2 1 160

12/29/2011 22

B. Sales Challenges

2011 was a successful booking year for the OPCVB Sales Team, but many unique challenges remain ahead for 2012:

• Finding need time business that our partners are willing to accept. • Keeping a significant presence in the market with a fluctuating budget. • Growing group rate. • Convention Center business for 2012 and beyond. • Competing with new Crown Center Complex (Sheraton and Westin

flagships).

The sales team will face these challenges by utilizing a variety of sales tools. Our need time calendar will assist in finding groups during those time periods and also assist in driving rate during peak months. Also our new complex offer will be sent out through all our marketing channels and utilized during upcoming tradeshows.

Our tradeshow list was expanded in 2011 to include Collaborate, a corporate reverse trade show, which for its first year was very successful. We will continue to evaluate and revise our tradeshow list each year. Two new shows for 2012 are the Collaborate (Corporate) Leadership Summit and Affinity (SMERF) Leadership Summit both through Collinson Publishing.

This year we will continue to utilize CVENT and share placement costs with the Sheraton. Leads from CVENT are specifically large group and convention size groups.

C. Lead Generation Strategies

The Sales Department will continue to maximize its efforts while reducing cost to meet the budgeted guest tax collections. Travel and tradeshow expenditures will be reduced, but other sales actives will be increased in order to generate the needed leads and room nights. We will rely on networking, tele-sales, cross selling with convention center and direct marketing.

1. Networking • Local Professional Memberships • Chamber Events • Charitable Organizations

12/29/2011 23

2. Tele-Sales • OPCVB Database • Professional Membership Database • Internet Prospecting • Trade Journal Prospecting • Reader Board Prospecting • CVENT Prospecting • MINT Prospecting

3. Cross Selling with Convention Center • Tradeshow • Special Promo Campaign • Global Spectrum Prospecting

4. Direct Marketing • Email Blast • Tradeshow Pre- and Post-contact

Below is a breakdown of the leads generated by the CVB sales staff for the past 4 years:

Quarter Criteria 2008 2009 2010 2011

Q1

Leads Sent 188 140 111 133 Leads Sent Rooms 105,930 76,121 44,288 98,639 Leads Lost 37 29 24 33 Leads Lost Rooms 36,471 28,901 26,779 38,279

Q2

Leads Sent 76 71 73 84 Leads Sent Rooms 50,515 55,039 34,302 56,299 Leads Lost 43 21 35 27 Leads Lost Rooms 51,329 18,217 50,277 31,434

Q3

Leads Sent 95 71 95 101 Leads Sent Rooms 89,566 36,595 62,929 53,862 Leads Lost 41 24 40 21 Leads Lost Rooms 56,747 28,991 50,950 24,547

Q4

Leads Sent 68 58 70 129 Leads Sent Rooms 56,335 71,963 54,229 89,410 Leads Lost 39 12 38 23 Leads Lost Rooms 55,679 11,021 33,194 29,583

Total

Leads Sent 427 340 349 447 Leads Sent Rooms 302,346 239,718 195,748 298,210 Leads Lost 160 86 118 104 Leads Lost Rooms 200,226 87,130 143,467 123843

12/29/2011 24

Our lead activity for 2011 was up significantly compared to 2010 and also for the last three years. Much of the increase came from our CVENT co-op and an emphasis placed on new shows (appointment based Trade Shows). We will continue those efforts in 2012 and also add a strong effort towards access to the DMAI empowerMint data base, which will come along with our membership to DMAI.

D. Tactical Strategies As the overall market has softened, the OPCVB sales staff is implementing new sales strategies in 2012. As with many markets, the team is trying to uncover new markets while aggressively pursuing strategies that have been successful.

1. Familiarization Trip (FAM) • Projected date, late spring/early summer. • 8-10 qualified planners. • Focus on large or convention size groups.

2. Convention Center Cross Selling • Attending annual tradeshows together. (Rejuvenate, Connect,

Collaborate, ASAE, HelmsBriscoe tradeshows) • Creating new promotions/offers for Center complex. • Meeting throughout year to address leads and potential clients. • Create a more streamline sales approach to combat the new

Crown Center Complex. 3. KCCVA

• Each sales manager will create and nurture a relationship with a sales manager from the KCCVA (most likely a manager with similar markets.)

• Meet quarterly with Denise DeJulio and/or VP of Convention Sales, John Heeney.

4. DMAI empowerMINT • Tele-market potential accounts • Research accounts that fit our complex parameters.

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E. Market Segment Strategies

Below is the OPCVB’s “mix of business” for the past three years showing the percentage breakdown:

Mix of Business

Year 2009 2010 2011 Segment % of Total % of Total % of Total

Business Trade 12% 7% 12% Corporate 37% 30% 32% Education 1% 13% 3%

Eng-Sci 0% 0% 1% Frat-Social 2% 3% 4%

Government 0% 1% 1% Medical 0% 0% 1%

Multi-Cultural 0% 0% 0% Religious 4% 3% 6% Sports 37% 37% 33%

State Assn 6% 6% 7% To maximize sales effectiveness we will continue to focus efforts to find business that utilizes weekend rooms and weekend convention space. Mid-week business is desirable if it meets strategies set by our hotel community.

As in the past, we will continue to aggressively secure business that has met in our city over the past several years, securing them to multiple year contracts when appropriate. We currently have many of these groups in the sales pipeline with arrival dates as far out as 2018.

The following are strategies relating to key market segments, which the OPCVB targets:

Specialty Markets (SMERF, National Association, Government) 1. Executive Summary

(1) Challenge • To define need times for Overland Park and go after the

right business to ensure a win-win situation for both the Convention Center and the hospitality community, which enables the OPCVB to book definite room nights.

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(2) 2012 Priorities • Achieve annual room night goal for 2012. • Cultivate and maintain relationships with clients and

hospitality partners. • Present quality leads to the hospitality community.

(3) Target Markets

• Religious, Military, Education, Fraternal, Hobby, Government, Civic

2. Implementation, Goals & Objectives i. Strategic Goal: Attend targeted tradeshows to support lead

generation. Objectives: • Make all necessary arrangements to attend tradeshows. • Follow timelines and make all travel and necessary

arrangements. • Send pre/post email or mail piece to qualified show lists.

Set appointments when available. • Generate minimum of four RFPs per show attended. • Update database to effectively solicit future opportunities. • Follow-up on all leads and RFPs to ensure the most

successful outcome. • Conduct post-show evaluations to determine the R.O.I.

and future participation.

ii. Strategic Goal: Prospect 15 new pieces of business per week. Objectives: • Utilize “Google Search.” • Target Rejuvenate lead list put into iDSS thru trace system. • Target Connect lead list put into iDSS thru trace system. • Target regional reader-boards. • Make cold calls to potential business based on information

gathered and email solicitations.

iii. Strategic Goal: Prospect 25 past clients for renewal or lost business per week thru IDSS trace system. Objectives: • Make contact with past clients for new business and repeat

business. • Target “lost” business. • Ensure clean up of all past traces in IDSS.

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iv. Strategic Goal: Send out seven QUALIFIED leads per month to

OP hotels. Objectives: • Review all details. • Complete qualification checklist. • Compile all needed information for hotels to effectively

submit proposals including pattern, rate/date history, space requirements, key objectives of opportunity and probability of business for OP.

v. Strategic Goal: Send bid packages for leads generated (when needed). Objectives: • Review all proposals sent by OP hotels and Convention

Center to be placed in bid package. • Research all areas of interest and needs of client to be

included in package. • Brainstorm with hospitality team to ensure our bid package

stands out amongst our competition. • Follow-up on all proposals needed by OP hotels to ensure

timeliness of bid package to client. • When needed, follow-up with hotels, Convention Center

and client to produce a win-win situation for all parties involved.

vi. Strategic Goal: Site inspections (as needed). Objectives: • Ask client to tour our facilities. • Plan travel arrangements. • Plan tour itinerary, inform all parties involved. • Showcase to the best of our ability what OP has to offer.

o Plan site tour book and hospitality gift for client. • Hold pre-site meetings with hospitality team to ensure

effective communication of all parties included in site process.

• Brainstorm ideas to stand out amongst our competition and put ideas into action during site inspection.

12/29/2011 28

vii. Strategic Goal: Turn both leads and/or proposals into 19,500 definite room nights for OP. Objectives: • Follow-up with client after sending proposal or site

inspection. • Ask for the business. • Ensure all clients’ needs are met to the best of our

hospitality team’s ability. • Connect client and hospitality team to receive contracts. • Follow-up with hotels, Convention Center and client to

ensure all parties are satisfied with contracts and papers are signed.

• Receive signed contract form Convention Center and/or hotels.

Corporate Market 1. Executive Summary

(1) Challenge • The challenge is to secure new business and maintain

existing business in this down economy. Due to this economic climate, group business is still lagging for 2012 and will continue until employment stabilizes and the consumer finds more confidence. We are still seeing competition from the top tier cities for the business that would normally come to the cities of our size, especially the changes that have occurred at Crown Center.

(2) 2012 Priorities • Achieve annual room night goal for 2012. Present quality

leads to the hospitality community. Maintain and nurture key and existing client relationships and business.

(3) Target Markets • Direct Selling Companies, Retail Trade, Ag/Food Trade,

Finance/Insurance Companies, Health Care Companies (4) Key accounts

• Blish-Mize, BNSF, John Deere, Payless, Skills USA, Sprint, MD Publications, Value Merchandisers, and Travelliance.

2. Implementation, Goals & Objectives

i. Strategic Goal: Increase new business as well as maintain current business in new target and existing market segments. To keep and encourage local companies to do business in Overland Park. Objectives:

12/29/2011 29

• Attend Collaborate Marketplace April 2012 for corporate meeting planners, produced by Collinson Media and Events. Also, attend other selected corporate tradeshows to support lead generation as directed by the VP of sales.

• Engage both the Convention Center and hotels (when appropriate) to partner in attending tradeshows. Also, partner with the hotel family (where possible) on sales calls. Continue to partner with the Convention Center on solicitation of Convention Center conferences.

• Attend meeting professional networking opportunities as well as education conferences.

• Continue to prospect new business leads and solicit current clients for new and repeat business to find the best fit for our hospitality community.

• Continue to review Midwest Bioscience Triangle locations and companies for potential business for Overland Park.

• Pursue BNSF for possible group business as a result of the new Intermodal Rail Hub in Edgerton, KS.

Association Market

1. Executive Summary (1) Challenge

• To maintain the relationship with key Kansas associations while identifying and expanding into currently untapped potential association markets for Overland Park.

• Achieve annual room night goal for 2012. Present quality leads to the hospitality community. Maintain and nurture key and existing client relationships and business.

(2) 2012 Priorities • Indentify vertical association markets with the greatest

potential to generate new business. • Identify regions outside the state of Kansas that have the

greatest potential to generate new association business in Overland Park.

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(3) Target Markets a) Vertical Markets

i. Medical • The Kansas City region is a large hub for

pharmaceutical research. • The Johnson County Education & Research

Triangle will add more notoriety to our area and region.

ii. Agricultural • The Kansas City region is a large hub for

agri-business. • The region supports a variety of animal health

associations. b) Geographic Markets

i. Midwestern States • Those states that are within a one-day drive of

Overland Park • Local non-experienced planners in KC area. • Multi-state meetings • Mid-America associations

2. Implementation, Goals & Objectives

i. Strategic Goal: Maintain positive relationships with existing Kansas associations. Objectives:

• Participate in KSAE events and committees. This will include, but is not limited to, the KSAE Annual Conference, legislative forums and annual golf tournaments.

• Hold an annual “Overland Park Day in Topeka” that will be educational in nature on topics that will benefit Kansas associations.

• Assist in whatever way possible in the SGMP-KSAE regional event.

• Continue to invite Kansas associations to Overland park for familiarization tours as well as entertainment opportunities.

• Make periodic telephone and email contact in order to maintain relationships and to emphasize that their business is important to Overland Park.

• Identify those associations that hold or have the potential to hold large meetings and market to them by

12/29/2011 31

special mailings as well as periodic telephone and email contact.

• Partner with Overland Park hotels and Convention Center in sales blitzes to cities within a one-day drive to Overland Park. These cities may include Omaha, Lincoln, Des Moines, Wichita, Tulsa, Oklahoma City, Columbia, Jefferson City and St. Louis.

ii. Strategic Goal: Prospect on a continuous basis to medial and

agricultural vertical markets as well as identify other vertical markets not currently covered by other sales staff. Objectives:

• Identify and contact medial and agricultural organizations that utilize convention centers in cities similar to Overland Park.

• Market to lists of former prospects and past customers. • Utilize lists available in OPCVB office from past

tradeshows as well as purchased lists and directories.

Overland Park Sports Alliance 1. Executive Summary

(1) Challenges • To grow Sports Alliance brand within a competitive

amateur sports market so to increase awareness about Overland Park, grow number of booked sporting events and generate positive economic impact.

• Determining best practices for measuring economic impact.

(2) 2012 Priorities • Achieve annual room night goal for 2012. • Cultivate and maintain relationships with tournament

directors, sports right holders, local hospitality partners and local facility operators.

• Finalize and contract Housing Authority company (3) Target Markets

• Soccer, Gymnastics, Racquetball, Ultimate, Basketball, Baseball, Lacrosse, Sports Conventions, Golf, Softball, Cheerleading, Dance, Football, Badminton, Volleyball

12/29/2011 32

2. Implementation, Goals & Objectives i. Strategic goal: Build strong relationships between the Overland

Park Sports Alliance and the representatives of local and state organizations. Objectives: • Organize and schedule at least 2-3 meetings per month

with local and state sports events/tournament organizations and/or facilities to discuss current and future sports tournaments and events.

• Gather at least 5 testimonials (written and/or video) by December 31, 2012 and upload to OPCVB Sports Alliance web page.

ii. Strategic goal: Enhance service offerings for each client by providing accurate information, cutting-edge technology and superior customer service. Objectives: • As new information is available, provide Director of

Interactive Solutions with accurate contact and facility information and promotional information so it can be accurately posted on the OPCVB website.

• Create a user-friendly map showing distances from hotels to major attractions and facilities in Overland Park for each major tournament.

• Develop and assemble a sports facility guide which includes all area sports facilities. The printed and electronic guide would include photos, descriptions, dimensions and contact information for each of the sports venues.

• Add tournament information to OPCVB Events Calendar so to serve as a more thorough one-stop shop resource for visitors.

iii. Strategic goal: Secure and contract Housing Authority company by 1st Quarter so to better serve the growing accommodation needs of tournament directors, coaches, parents and players. Objectives:

• Arrange visit with Housing Authority account manager in Overland Park so to demo most current technology and meet with hotel contacts by end of February 2012.

• Make Housing Authority services available to clients by end of 2nd Quarter.

12/29/2011 33

iv. Strategic goal: Strengthen relationships with Overland Park hotel representatives. Objectives:

• Increase efficiency of communication between Sports Alliance and Overland Park hotels so to expedite the RFP process (distribution and collection) and present client with information in a timelier manner.

• Continue working with the hotels in getting hotel room pick up numbers in a timely manner (30 days or less) once the tournament is complete.

• Offer opportunities to co-op on tradeshows to so double the representation efforts of Overland Park as a destination and possibly attend more tradeshows together in 2012.

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PERFORMANCE MEASUREMENT

A. Sales Goals The OPCVB goals for 2012, as approved by our Sales/Marketing Committee and Board of Directors, are as follows:

1) Goal: Rank in the top 3 in RevPar Index change amongst our competitive set.

2) Goal: Fill targeted need-time. i. Targeted months/years

a. 2012 June, July, Aug, Nov, Dec b. 2013 Jan, Feb, July, Aug, Nov, Dec c. 2014 Feb, Apr, May, Nov, Dec

ii. Achieve 100% of pace – TAP report. 3) Goal: Book 22,000 new rooms (+150 peak rooms), 5,500 rooms

per quarter. i. New business is for both Convention Center room nights and non-

Convention Center room nights. Business must be new to Overland Park or new business from an existing client.

4) Goal: Book 138,000 room nights in 2012. i. 36,000 Convention Center room nights. ii. 102,000 non-Convention Center room nights.

B. Sales Model The OPCVB sales model supports a deployment strategy, which is represented through analysis. As market conditions change, the actual deployment of our sales efforts will adjust to maximize the greatest return to our stakeholders. Sales deployment will be focused on three areas of interest.

i. Account ownership – retaining current business ii. Industry driven – new business iii. Targeted Convention Center segments – new business

C. Tradeshows The OPCVB Sales Staff and Overland Park Sports Alliance will promote and market Overland Park as a destination of choice by attending tradeshows throughout the year. Reverse tradeshow have proven to be most beneficial to the sales team and in 2012, they will continue to attend as many as possible, budget-dependent. For a 2012 schedule of tradeshow attendance, please refer to Exhibit C.

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BUDGET A five-year budget projection of expenses is included herein. The budget projections are presented in major category format. Anticipated guest tax projections follow the expenses. Guest tax collection projections are based upon occupancy rate, average daily rate, hotel room inventory and 2% of the guest tax.

Expenses

Year 2012 2013 2014 2015 2016 Personal Services 1,120,903 1,165,105 1,226,935 1,336,310 1,411,912 Travel/Marketing 420,585 442,237 477,500 509,000 545,000 Research//Capital/Memberships 66,958 70,458 75,000 75,000 82,500 Rent/Utilities/Supplies/Printing 196,450 201,450 206,900 211,000 216,500

Total Budget $1,804,896

$1,879,250 $1,986,335 $2,260,200 $2,255,912

Revenue

Year 2012 2013 2014 2015 2016 Occupancy Rate 61% 62% 64% 65% 66% Average Daily Rate $81.75 $83.50 $85.50 $88.00 $89.75 Hotel Inventory 5,180 5,290 5,290 5,430 5,550 2% Guest Tax Collection $1,885,690 $1,999,202 $2,113,122 $2,267,351 $2,399,906 94% Collection Factor $1,772,549 $1,879,250 $1,986,335 $2,131,310 $2,255,912

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EXHIBIT A: SWOT ANALYSIS

VISION METCALF Strengths

• OP becomes more attractive as a destination • Transit • Existing sound foundation, i.e.

neighborhoods, walkable • City vision is unified • Spine for Johnson County • Form-based code

Weaknesses

• Long-term timeline of plan • Hardscape transition • Financial elements • Unknown length of time to complete • Limited connectivity • College/Metcalf Corridor hub missing

Opportunities

• Draw younger families to the area and help improve tax base

• Develop new, unique hospitality experience • Enhance OP brand • Public transportation • Regional connectivity

Threats

• Competitive cities, i.e. development • Economy/Finances • Political environment • Following the plan/executing the plan

TECHNOLOGY Strengths

• Sprint • Human capitol, i.e. engineering firms in area • Easy to redeploy resources, i.e. help from

CVB • Infrastructure • Board focus on proper positioning • Educational leadership for partners

Weaknesses

• Partnership differences in philosophies and offerings

• Budget appropriation • Old infrastructure, i.e. less fiber to connection

points, increasing demands on capacities, global growth (China), bandwidth

• Loss revenue potential due to old infrastructure

Opportunities

• Google • Mobile Apps • Trying to stay up-with or ahead-of technology

applications • National industry leader • Magnification of positive experiences • Enhance educational leadership to

partners/colleagues • Way to capture travel because of technology

offered, i.e. new business for virtual meeting/convention partnership, distance speakers

Threats

• Old school industry attitudes due to changing technology

• Product ownership • Effective use in relationship to customer

expectations • Staying on top of changing technology/quick

changes in industry • Magnification of negative experiences • Lack of travel needed, i.e. meetings,

conventions

12/29/2011 37

SPORTS MARKET

Strengths

• Facilities to accommodate • Central location • More of a destination compared to

competitive set • Hotel inventory and diversity of brands • Availability of hotels to facilities • Price point • Association to professional sports teams in

metro area • Unified partner attitude • Positive infrastructure • Seasonal activity • Partners work well together

Weaknesses

• Teams are able to easily book outside the block

• Inconsistent pick-up • Early outs • Number of fields, reaching capacity • High demand • Field House facility (basketball/volleyball) • Knowledge gaps for emerging sports • Lack of facility awareness

Opportunities

• Incremental additional room nights, i.e. non- traditional sports and outlets

• Retention of families to area • Emerging sports education • Regional/National benchmark • Energy behind our efforts that could lead to

further success • New facilities • Soccer Complex is still a baby

Threats

• Other facilities • Price point • Future of Big 12 • Ever-changing market conditions, i.e. hotels

could find other weekend business • Commissions/Rebates/Breakfast/Security • Attitude of complacency • Keeping the partner family happy • Maintenance of facilities

HOUSING AUTHORITY

Strengths

• More central control • Delivery of better service • One-stop shop • Up-to-date, current information • Additional Sales Tool • Better reporting • Capture more room nights/better pick-up

Weaknesses

• Cost to client and hotels • Staff time consumption • Event ownership/control • Selected providers system communicate with

partners system

Opportunities

• Potential for additional revenue • Client assistance for more effective

management • Better service • Use for non-sports markets • Reservations made via mobile apps • Additional resources to put towards

marketing or sales

Threats

• Alienate existing providers • Attachment of organizers to 3rd Party • Event control • Hotel integration to housing authority system • Client compliance • Product control

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INDUSTRY TRENDS

Strengths

• Modest growth in occupancy rate • Product availability to market size • Economic development by city/new business

coming into market • Research Triangle • Emerging product development • Drive market/geographic location

Weaknesses

• Volatile conditions • Reduced budget

Opportunities

• Short-term business • Emerging events and activities • Enhanced marketing efforts between partners

Threats

• Higher expectations for more concessions • Emerging product development • Uncontrollable events • Political environment • Technology

12/29/2011 39

EXHIBIT B: EVENT PROFILE

12/29/2011 40

EXHIBIT C: 2012 TRADESHOW CALENDAR

2012 Trade Show Calendar Month Event Location Dates Manager

January Helms Briscoe Annual Meeting

Reno, NV 1/20-24 BP

February US Youth Soccer Nationals

Boston, MA 2/23-26 JS

March Collaborate TBA 3/8-10 JB March Conference Direct Orlando, Fl 3/25-29 BP April National Assn of Sports

Commission Hartford, CT 4/16-19 JS

May KCMPI Ed and Golf Tournament

Kansas City 5/13-14 JB, KP

June CMCA Daytona Beach, FL 5/8-10 ML June OP CVB Day Topeka, KS 1st week June BP July DMAI Seattle 7/16-20 KP, LB August Connect TBA 8/23-25 ML September NASC Market Segment

Meetings Colorado Springs, CO

9/13-15 JS

October TEAMS TBA 10/9-13 JS November Rejuvenate TBA 11/13-15 ML November USSSA Temecula, CA 11/13-16 JS December KSAE Annual Topeka, KS 12/5-6 BP