March 27, 2015 ACVB Executive Committee

EXECUTIVE COMMITTEE MEETING FRIDAY, MARCH 27, 2015 | 8:00 a.m.

ACVB - BOARD ROOM

CALL TO ORDER DARYL EVANS CHAIRMAN OF THE BOARD AND EXECUTIVE COMMITTEE

DESTINATION REPORT MARK VAUGHAN EVP & CSO

Key Sales Activities • Through February we are running 102% of our room night goal and 109% of our lead goal • Demand share growth (YTD 2015) +.19 (6.09%) in the top 25 markets and +.23 (10.09%) in the top 15 Direct Sales Events • • • • • • • • •

Envision Destination Showcase ASAE Springtime Final Four GAMPI SGMP Sports Commissions Helms Briscoe Pow Wow

Anaheim Washington DC Washington DC Indianapolis Atlanta Minneapolis Mobile Las Vegas Orlando

Atlanta Occupancy – February 2015 February 2015 YTD Occupancy

2014

2015

ACVB Tax Revenue City of Atlanta

68.3%

71.8%

Hotels w/500+ rooms

68.6%

73.8%

Hotels within 1-mile radius of GWCC

66.5%

71.4%

Metro Atlanta

64.2%

68.2%

Source: STR

MAJOR GROUPS FOR FUTURE YEARS

Green Up = 10% above average Orange Equals = Within 10% +/- of average Red Down = 10% below average

BOOKINGS

Note: These numbers differ slightly from the Productivity Report due changes in room blocks and distribution of booking credit.

February 2015

Additional Rooms

44,708

Grand Total

105,556

Additional Rooms

64,309

Grand Total

348,524

2015 YTD

MARKETING REPORT ANDREW WILSON EVP/CMO

MARKETING DASHBOARD Q Goal

Actual YTD

YTD vs Goal

Atlanta.net Traffic (Site Visits)

1,243,948

1,188,691

-4.4%

Page Views

4,104,020

3,376,943

-17.7%

335,866

280,651

-16.4%

12,000,000

8,153,691

-32.1%

105,000

58,854

-43.9%

Referrals to Member Sites

Social Media Awareness

Social Media Affinity

Campaign Impressions Leisure Campaigns

N/A

N/A

N/A

Group Campaigns

N/A

N/A

N/A

MARKETING DASHBOARD Year Ago

Actual YTD

YTD vs YA

Traffic (Site Visits)

1,130,862

1,188,691

5.1%

Page Views

3,908,590

3,376,943

-13.6%

391,554

280,651

-28.3%

13,196,079

8,153,691

-38.2%

108,432

58,854

-45.7%

Atlanta.net

Referrals to Member Sites

Social Media Awareness

Social Media Affinity

Campaign Impressions Leisure Campaigns

N/A

N/A

N/A

Group Campaigns

N/A

N/A

N/A

Commentary on Marketing Metrics • Web Traffic Page Views were in decline due to the deliberate design changes – more content per page (-5% 2014 vs. 2013) but we plan to stabilize and reverse this trend +5% • Member page referrals are being negatively impacted by the following: • Google has made significant changes to their search results, depressing our member pages in indexing • Users have been educated to use natural language queries • Social goals have been refined to better fit the way we need to run the business: • Based on very limited data set (last two months of 2014) • Channel uncertainty – Facebook continues to evolve their platform

STRATEGIC PLAN WILLIAM PATE President & CEO, ACVB

KEN BERNHARDT Regents Professor of Marketing Emeritus, GSU

Atlanta Convention & Visitors Bureau

Strategic Plan Results 2012-2014

ACVB MISSION: To sell and market metro Atlanta and Georgia globally as the premier conventions, meetings and tourism destination in the regional, national and international marketplace and favorably impact the Atlanta economy through conventions and tourism.

ACVB VISION: To be the most hospitable convention city in the U.S. that is

the easiest with which to do business.

Main Objective: 925,000 Goal * Grew from three year average of 790k to 870k

Overall Objective Grow room nights booked per year (for 2500+ room nights) from an average of 771,500 to 925,000.

1,200,000

1,000,000

Room Nights Booked

3-Yr Average: 870K

800,000

3-Yr Average: 790K

600,000

400,000

200,000

2009

2010

2011

2012

2013

2014

Strategic Priority #1: 3 Year Average 5000+ on Peak * Grew from a 3 year average of 15 per year to 19 per year * 30% of business secured is new business to Atlanta * Hosted ASAE annual meeting resulting in 19 confirmed bookings and over 325,000 secured room nights

Grow large meetings (5000+ room nights) from an average of 15 per year to 20 per year by 2015.

25

3-Yr Average: 19

# of Groups Hosted

20

15

3-Yr Average: 15

10

5

0 2009

2010

2011

2012

2013

2014

Strategic Priority #2: Conversion * Grew conversion rate from 3 year average of 12% to 17% * Restructured key services and marketing resources * Launched marketing campaign at ASAE annual meeting * Created process to identify key tentative opportunities during need periods

Increase the lead-to-conversion ratio on mid-size meetings (1200-4999) from 15% to 20% by 2015.

25%

20%

Conversion Rate

3-Yr Average: 17%

15% 3-Yr Average: 12%

10%

5%

0% 2009 Conversion = Booked / (Booked + Lost + Cancelled)

2010

2011

2012

2013

2014

Strategic Priority # 3: Grow International visits from receptive operators by 10% * Grew overall visits from 53,917 to 94,012 * Hosted International Showcase * Entered into a co-op agreement to market to International visitors with Nashville and New Orleans

Strategic Priority # 4: Use technology to deliver to consumers, meeting planners, and stakeholders engaging and compelling destination content when, where, and how they want it

Use technology to deliver to consumers, meeting planners, and stakeholders engaging and compelling destination content when, where, and how they want it

Process • Conducted research • Focus groups and interviews – meeting planners, stakeholders • Workshops with Convention Sales and Service staff • Online survey for baseline usability • Detailed review of web analytics and search interest • Competitive audits • Brought in North Highland Consulting • Recommendations/road map for web site environment • Recommendations for CRM (in progress) Results • Implemented new content management system • Launched new responsive design Atlanta.net and AtlantaMeetings.com • Outsourced web hosting environment (in progress) • Added marketing staff position to optimize member content • Invested +$600k in capital • Website traffic up +68% 2014 vs. 2011

Vision 2020 5 Year Strategic Plan

ACVB MISSION: To sell and market metro Atlanta and Georgia globally as the premier conventions, meetings and tourism destination in the regional, national and international marketplace and favorably impact the Atlanta economy through conventions and tourism.

ACVB VISION: To be the most hospitable convention city in the U.S. that is

the easiest with which to do business.

STRATEGIC PRIORITIES Targeted focus to optimize the city by increasing meetings booked with room nights between 2500 and 5000 room nights on peak which will add 50,000 room nights per year

By the end of 2015 finalize and begin executing a plan to increase member engagement

“Mobile First� Design Approach: Shift interactive design and content delivery to focus on mobile first, before desktop, and optimize to smaller screens and differing needs

Continue emphasis on growth of visitation from Europe and Latin America and dramatically increase our focus on China doubling visitation by Chinese visitors to 100,000 annually

•Rhythms of the South – Continue the successful international marketing alliance of Atlanta, Nashville and New Orleans by expanding target markets and furthe

Vision 2020 5 Year Strategic Plan OVERALL OBJECTIVE While continuing objective to reach a minimum

925,000 room nights for meetings greater than 2500 room nights on peak, also maintain a minimum of

20 city wide bookings in each year for 5000 room nights and greater on peak

Strategic Priorities Targeted focus to optimize the city by increasing meetings with room nights between 2500 and 5000 room nights on peak which will add 50,000 room nights per year

By the end of 2015 finalize and begin executing a plan to increase member engagement

“Mobile First” Design Approach: Shift interactive design and content delivery to focus on mobile first, before desktop, and optimize to smaller screens and differing needs Continue emphasis on growth of visitation from Europe and Latin America and dramatically increase our focus on China doubling visitation

by Chinese visitors to 100,000 annually

Key Initiatives • Align ACVB sales process with GWCC revenue management strategy • Highly targeted Atlanta Updates and key sales initiatives toward groups of 2500 to 5000 room nights on peak • Identify strategic partner that influences conventions in order to optimize GWCC and fill gaps in hotel room demand • Fully define member engagement around mutually beneficial relationships, program involvement across ACVB functional areas, and member satisfaction • Research and determine relevant benchmarks for measurement of member engagement • Implement programs and initiatives to increase engagement and measure against benchmarks

• Map content and functionality to mobile device use case scenarios and identify gaps • Prioritize site sections for enhanced mobile device design layouts • Establish reporting to monitor mobile access and performance of Atlanta.net.

• Develop consumer satisfaction survey to ensure equal satisfaction across platforms • Rhythms of the South – Continue the successful international marketing alliance of Atlanta, Nashville and New Orleans by expanding target markets and furthering our consumer and trade outreach • Delta Stopover-work with Delta Air Lines on developing program that promotes Atlanta as a 2-3 day stopover destination, focusing on Atlanta’s shopping and tourism assets • Invite key Chinese travel trade to visit Atlanta and investigate hosting targeted industry events that focus on the Chinese market • Continue work with Brand USA to leverage Atlanta’s international presence in key international markets

PRESIDENT’S REPORT E

WILLIAM PATE

OLD BUSINESS

NEW BUSINESS

ADJOURN