2021 Marketing Plan

2021

M A R K E T I N G PLAN 1

2020-2021 Marketing Plan

TABLE OF CONTENTS 01

Message from the President

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Historical Overview About Jackson Convention & Visitors Bureau dba Visit Jackson

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Mission, Goal, Vision, Values & Diversity Inclusion Statement

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Team Visit Jackson

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Funding & Accolades

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Situation Analysis Impact & Position

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The Forecast

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Game Plan

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Pillar Alignment & Strategic Direction

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Goals

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Other Strategic Focus

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Community Awareness & Involvement

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Strengths, Opportunities & Challenges

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Brand Architecture

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Tourism Recovery Fund

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Restart Strategy

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Markets

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Meetings

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FY2021 Goals & Objectives

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Marketing Tactics

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Sales Tactics

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Research Tactics

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Partnership Enhancement Tactics

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Research & Consumer Sentiment

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Finance & Administration

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Collections, Impact & Tax Revenue

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Budgeted Statement of Revenues & Expense Allocation

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Expenditures

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Appendix Budgeted Statement of Revenues

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Mississippi Tourism Recovery Fund Marketing Plan

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2021 Activities Calendar

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2020-2021 Marketing Plan

Message from the President “Man can live about forty days without food, about three days without water, about eight minutes without air…but only for one second without hope.” Hal Lindsey This time last year, I opened the letter to stakeholders reflective of the challenges and opportunities that FY2019 would incite. No one would have ever predicted that Fiscal 2020 would bring a Global Pandemic just one year after historical successes of our city’s hospitality industry. But as usual, the resilient spirit of those that call the City With Soul home fortifies our ability to unite and succeed.

Within the pages of this, our Fiscal Year 2021 Marketing Plan and Budget, you will find a re-cap of the FY2020 activities. You will also find goals and objectives for the upcoming fiscal year and identified strategies to further position Jackson as a contender to earn its share of the travel market.

In mid-March, when COVID-19 halted tourism as we know it in the Southeast, our nation, and indeed the world, Visit Jackson began to shift its priorities and marketing initiatives. I do not think it was a coincidence, that many of the tactics we were able to employ, were identified during the comprehensive strategic plan that was completed and released in January 2020. We are grateful for the strong partnerships that have been established throughout the year. These relationships enhance our ability to provide more comprehensive and collective resources to our industry specifically and our destination stakeholders in general.

The evolving environmental conditions of our health climate will drive much of our strategic approach for Fiscal Year 2021. And as we continue to monitor tourism industry best-practices, Visit Jackson will embrace fluid tactics to position Jackson as a viable tourism destination, including more aggressive drive destination options.

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Throughout the first two quarters of the fiscal year, you will see us focusing on destination and tourism development projects, monitoring consumer behavior and agressive marketing campaigns. During the 2020 Mississippi Legislative Session, Visit Jackson along with other DMOs across the state united to successfully lobby for funds via the MS Tourism Recovery Funding/Coronavirus Aid, Relief, and Economic Security (CARES) Act. Thank you to our Hinds County Delegation for their continued support of Jackson Tourism. These funds will be used to execute COVID #SafelyExploreJXN strategies encouraging safe visitation to Mississippi’s Capital City.

Again, thank you for your commitment to Jackson and its hospitality industry. Over 7000 Hinds Country residents make their living by working in the tourism industry.

It is the goal of Visit Jackson to work to assure that all of those 7000 tourism professionals return to work and share the message that the City With Soul is safe and again economically STRONG. Together we will achieve success because we have each other and HOPE!

Rickey L. Thigpen Rickey L. Thigpen, MSL President & CEO Visit Jackson

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2020-2021 Marketing Plan

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Historical Overview In 1983, the Mississippi State Legislature established the Jackson Convention & Visitors Bureau, now doing business as Visit Jackson. Senate Bill #3080 authorized the creation of Visit Jackson, identified its purpose, and provided for funding through the levying of a 1% sales tax on hotels/motels and restaurants. These funds form the foundation on which Visit Jackson promotes Jackson as a tourist, group tour, trade show, and convention/meeting destination. The current enabling legislation is House Bill #1706.

A convention & visitor’s bureau (CVB), most often referred to as a Destination Marketing Organization (DMO) or most recently Destination Management Organization, is the agency in a community whose task it is to represent that community to potential travelers and generate economic benefit through visitor expenditures. One of the primary functions of a DMO is to help meeting planners and event planners with the planning and coordination of events and meetings, including everything from locating the perfect meeting facility to arranging transportation needs.

The Jackson Convention & Visitors Bureau dba Visit Jackson has the designation as the OFFICIAL DMO for the city of Jackson.

Visit Jackson was awarded accreditation from the Destination Marketing Accreditation Program (DMAP) in 2012, at that time the only accredited DMO in the state of Mississippi and now, one of three Mississippi DMOs. Visit Jackson’s accreditation has been renewed multiple times and is currently under review for an extension of accreditation through 2024.

DMAP is an international accreditation program developed by Washington, DCbased Destination International (DI), parent industry organization for travel and tourism promotions.

The Visit Jackson offices are currently located in the Historic Electric Building, 308 East Pearl Street. The JXN Welcome Center is located on the first floor, Suite 100 and the Corporate Offices are in Suite 301. Look for the Purple “City With Soul” awnings at the corner of Pearl and West Streets.

About Jackson Convention & Visitors Bureau dba Visit Jackson The Jackson Convention & Visitors Bureau dba Visit Jackson is the official destination leadership organization for the City of Jackson. It serves the Jackson Community by positively impacting the city’s economy through recruitment and securing meetings and tourism activities. Visit Jackson is a quasi-independent governmental agency created by the Mississippi State Legislature.

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2020-2021 Marketing Plan

Mission The Mission of Visit Jackson is to connect, engage and inspire the Jackson community to be a welcoming destination for conventions, meetings, sporting events, and special events, resulting in rich, cultural, and memorable experiences with a rewarding sense-of-place for visitors and an economically beneficial and an enhanced quality-of-life for residents.

Goal The overall goal of Visit Jackson is to cause major economic impact for Jackson through programs designed to identify, attract and service conventions and meetings, trade shows, group tours, sporting events, and consumer travelers, while cultivating relationships with stakeholders, the value of citizen contributions, and the collective quality of life of the destination.

Vision To be recognized and respected as an innovative destination marketing organization that sustainably achieves economic vitality and success through the constant, complete, and fully committed practice of our shared values in the promotion of Jackson, Mississippi, as a world-class destination city.

Values Integrity

Collaboration

We are fair, honest and transparent, inspiring trust in others.

We respect, nurture, support and empower one another.

Passion

We uphold the spirit of our community; the goal of our organization, and we are committed to making our jobs and the jobs of our co-workers’ fun on a consistent basis.

Respect

We respect and understand the importance of our bureau’s mission, take pride in being an integral part of its success, and are committed to aggressively upholding the principles of diversity, inclusion and hospitality.

Diversity Inclusion Statement Visit Jackson is fiercely committed to reflecting and upholding the value of diversity of thought, culture, and lifestyles that is inherent in the Jackson community. We are dedicated to practicing radical inclusion and believe that a plurality of ideas and experiences shaped around civil dialogue and equitable outreach is the driving and consistent force that makes Jackson a great destination and a great city.

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FY 2020-21 Board of Directors

Carol J. Burger Business Community, Chair

Susan Branson Attractions

Blake Brennan Restaurant Community

Mike Burton Hotel Community

Shawn Cochran Hotel Community

Monique Davis Education

Shura Garnett OVG Facilities

Pamela Junior Arts

John Miller At-Large

Enrika Williams Restaurant Community

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2020-2021 Marketing Plan

Staff Directory Rickey Thigpen President & CEO RThigpen@visitjackson.com

Jennifer Chance VP of Finance/Operations JChance@visitjackson.com

Shun Hatten VP of Convention Sales & Services SHatten@visitjackson.com

Jonathan Pettus VP of Marketing JPettus@visitjackson.com

Jennifer Byrd Convention Sales Manager JByrd@visitjackson.com

Amy Dillard Administrative Manager ADillard@visitjackson.com

Michael Hogg Director of Data & Technical Services MHogg@visitjackson.com

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Kim Lewis Communications & Destination Development Manager KLewis@visitjackson.com

Christine McInnis Services Director CMcInnis@visitjackson.com

Reshonda Perryman Creative Design Manager RPerryman@visitjackson.com

Sherri Ratliff Tourism & Convention Sales Manager SRatliff@visitjackson.com

Shana Smith Sales Coordinator SSmith@visitjackson.com

Laura Vogelsang Executive Support Specialist LVogelsang@visitjackson.com

Floyd Williams Director of Multicultural & National Accounts FWilliams@visitjackson.com

Paul Wolf Content Marketing Manager PWolf@visitjackson.com

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2020-2021 Marketing Plan

THE CITY WITH SOUL The City of Jackson, is the capital and most populous city of the U.S. state of Mississippi.

It is one of two county seats of Hinds County, along with Raymond, Mississippi. The city of Jackson also includes around 3,000 acres comprising Jackson-Medgar Evers International Airport in Rankin County and a small portion of Madison County. The city’s population is estimated to be 164,422. The city sits on the Pearl River and is located in the greater Jackson Prairie region of Mississippi.

Founded in 1821 as the site for a new state capital, the city is named after General Andrew Jackson, who was honored for his role in the Battle of New Orleans during the War of 1812 and would later serve as U.S. president.

Following the nearby Battle of Vicksburg in 1863 during the American Civil War, Union forces under the command of General William Tecumseh Sherman began the Siege of Jackson and the city was subsequently burned.

During the 1920s, Jackson surpassed Meridian to become the most populous city in the state following a speculative natural gas boom in the region. The current slogan for the city is “The City With Soul”.

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Visit Jackson Funding Primarily, Visit Jackson is funded through an act of the Mississippi Legislature. House Bill #1706 was passed during the 2019 Regular Session of the Mississippi Legislature and signed into law.

A 1% tax is collected by Jackson, Mississippi hotels, and motel sales, including, but not limited to the sale of beer and alcoholic beverages sold to be consumed on the premises shall be levied. Additionally, restaurants realizing $100,000 or more income during the preceding calendar year, shall collect and remit a 1% sales tax to provide for Visit Jackson to fund tourism promotion activities for the Capital City.

These funds in conjunction with available state grant opportunities and some receipts realized from the sale of merchandise create the revenue stream for Visit Jackson.

Accolades: 2020 Awards • • •

DMAP Reaccreditation – Pending “APEX” Award – Rickey Thigpen American Advertising Federation Awards for the “My City” Campaign • Best of Show Overall • Gold ADDY – Copywriting • Gold ADDY – Local Consumer Campaign • Silver ADDY – Internet Commercial

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2020-2021 Marketing Plan

SITUATION ANALYSIS Synopsis Never in recent history have environmental factors served as such a significant driver to the tourism industry. While nearly every sector of the economy is suffering as a result of the COVID-19 pandemic, travel has suffered disproportionately and is expected to continue to endure unprecedented losses. * The vastness and diversity of our current environmental stresses continue to serve as strategic indicators for destination management organizations, including Visit Jackson. Visit Jackson pledges to monitor those factors. Its strategic direction shall remain fluid to increase opportunities to position the destination as a contender for market share gain.

Impact & Position Jackson, Mississippi is a contender. The secret is out‌and we are getting stronger every day. Its impact on Mississippi’s economy is unquestionably valuable. In fact, last year Hinds County tourism employment accounted for over 7,000 jobs. Last year, Jackson accounted for over 11% of all tourism activities in the state, contributing the second-highest number of visitors to Mississippi. That means that last year, 2.7 Million visitors spent $737 Million generating over $46 Million to Mississippi’s general fund.

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The Forecast After experiencing the longest economic expansion on record, 128 consecutive months of growth*, the COVID-19 pandemic brought the United States economy to a sudden halt.

Real Gross Domestic Product (GDP), the measure of the value of all goods and services produced, decreased by 5% in the first quarter of 2020. The U.S. experienced its first economic recession in more than a decade. Economists now forecast that the second quarter of 2020 will experience a sharper drop in the GDP.* The U.S. Travel Spring/Summer 2020 realized domestic travel declined by some 30%, while international travel declined by 64%. U.S. Travel Association indicates that we should begin to experience some recovery beginning in July 2020 and into 2021. However, a return to “normal� levels of travel will be a multi-year effort and will likely not return to the 2019 levels until 2023. * This is a hard pill for Jackson Tourism to swallow, considering 2019 yielded the strongest results since we began concentrated tourism marketing efforts.

Source(s): *US Travel Association/Travel Forecast, July 2020 ** Visit Mississippi/Economic Impact Record, 2019

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2020-2021 Marketing Plan

GOOD NEWS: WE HAVE A GAME PLAN While managing the need for enhanced advocacy engagement, statewide image problems, the recovery from overlooked infrastructure conditions, vast crime perceptions, and a sluggish business climate due to a global pandemic, the entire visitor industry is being forced to refashion itself to be more impactful to local communities.

Visit Jackson is no exception to the aforementioned considerations and is dedicated to providing resources to our community stakeholders resulting in a positive impact on the Jackson, Mississippi economy.

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During Fiscal Year 2021 you will begin to see Visit Jackson become a more quantitative datadriven organization. While we will continue to utilize qualitative data efforts, including industry and community experiences and expertise you will begin to see investment during the year to analyze data from credible research sources resulting in programming and decision making. We will also utilize data obtained from case studies and utilize and implement proven industry best practices at a higher rate.

issues. While tourism offices typically depend on other community stakeholders to provide the “heavy lifting” within these areas, during the fiscal year 2021, Visit Jackson will attempt to provide intentional leadership within program areas that were identified and noted within our 2020 Strategic Plan as voids. A portion of that leadership will encompass fortifying or establishing relationships with entities where collaborations were not as strong as they could be, including partnerships with Jackson’s five major colleges and universities.

We hope that repositioning of this strategic philosophy will help strengthen our impact and business base for the destination.

Results of this strategy, especially during the pandemic, may result in programming emphasizing aspects of campaigns that Visit Jackson has not traditionally concentrated, local and in-state marketing campaigns including staycations, i.e., local market attraction and aggressive restaurant promotions (dinein, order online, and takeout availability).

As domestic and international travel trends emerge, a destination’s ability to demonstrate healthy and safe environments to potential visitors will be a priority. Visit Jackson is researching and is preparing to invest resources to support our hotel, restaurants, attractions, and meeting venues to implement bestpractices and health and safe environmental practices including the development of a local “clean/safe-venue” certification program.

Additional areas that are non-traditional tactical focus arenas for Visit Jackson are tourism and destination development, social justice, government relations, tourism industry workforce development, and human rights

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2020-2021 Marketing Plan

Visit Jackson is proud to welcome OVG Facilities to the Capital City. OVG has been tapped by the Capital City Convention Center Commission to serve as the new management firm for the Jackson Convention Complex.

OVG Facilities is a division of the Oak View Group and is a full-service venue management and event programming company built on the foundation of truly putting their clients first. They indicate that their approach to operating and booking venues is unapparelled. They have pledged to maintain a focus on booking events for Jackson and creating premium content at the Jackson Convention Complex and delivering unique guest experiences.

OVG’s sales and marketing philosophy reflects aggressing joint sales and marketing initiatives with Jackson stakeholders, especially its tourism partners. Over the next several months, Visit Jackson anticipates that our hotels, restaurants, museums/attractions, live-music venues, local meeting planners, event organizers, and Jackson citizens note a new dedication at the Convention Center with a galvanized effort resulting in success for the Complex and Jackson.

Conversely, as we prepare to safely welcome convention, meeting, and group tour business back to Jackson, our sales efforts, driven by data, will be more assertive and deliberate. You will notice additional sales missions and heightened sales goals from the professionals on the Sales Team at Visit Jackson with new business and city-wide bookings as key performance indicators.

Finally, the Global Pandemic has urged all business entities to dust off their Business Continuity Plans (BCP) and become better prepared for future interruptions.

BCP is the process a company undergoes to create a prevention and recovery system from potential threats such as the pandemic. This type of plan is designed to protect personnel and assets and make sure they can function with a disaster arises. Today, Visit Jackson is in a much better position to work remotely and now its data sources are currently stored in “the cloud�. Team members can now access data from any remote location and effectively provide services and resources to clients and industry partners alike.

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PILLAR ALIGNMENT & STRATEGIC DIRECTION

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2020-2021 Marketing Plan

GOAL 1

Educate Stakeholders of the Purpose of a DMO To further explain the purpose of a Destination Management Organization (DMO) within the Jackson Community, Visit Jackson will implement tactics to assist in clarifying the role and goals of a DMO. According to trip savvy Magazine, a DMO should play a key role in the long-term development of a destination, by formulating an effective travel and tourism strategy. For visitors, DMO should serve as a gateway to a destination.

They offer the most current information about a destination’s attractions.

Confusion regarding the role of a DMO is not exclusive to the Jackson community. This occurs often, especially when a convention center is housed in the destination. While a DMO works hand in hand with its convention center, their roles are very defined, including but not limited to the center is “one” meeting venue in the destination.

The DMO represents ALL meeting venues in the destination, and no one facility exclusively.

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Additionally, some stakeholders think that the DMO is a funding agency. And while some DMOs, including Visit Jackson, do have grant initiatives for activities, assisting events and activities that have a strong propensity to impact the local economy by filling hotel rooms, restaurant seats, and attractions must remain the primary litmus for consideration.

Tactics that will be executed during Fiscal Year 2021 will encompass: • Heightening the Visit Jackson “Speakers Bureau” • Launching an Ambassador Academy Program for local citizen participation • Conducting a FAM Trip for Board Members, City/County Leadership, and the Hinds Country Legislative Delegation Members • Hold an annual meeting to launch any grant funding w/ explanation of the purpose of the DMO as a topic • Comprehensive Orientation Session for new City Elected Officials and Visit Jackson Board Members

GOAL 2 Visit Jackson will execute the New Tourism Lexicon as a strategy during FY 2021 utilizing the following tactics:

Build Proponents of Visit Jackson within the Community All DMOs are under increasing pressure to validate the business case for their funding, hence, DMOs are expanding their roles in their communities and their business models. Last year, Destination International, the world’s largest and most reliable resource for destination organizations, introduced The New Tourism Lexicon. Included within that practice are the following rules of effective language to communities: • Interacting with residents and their elected officials regularly and often speaking their language, and • Furthering the reach of the DMO to include the Community & Neighborhoods, Economic Development Agencies, Downtown Development Authorities/Main Street Programs, Education Institutions & Teachers, Hospital, City Government Departments

Partnership, participation and providing resources to the following, but are not limited to: • City of Jackson • Jackson Airport Authority • Downtown Jackson Partners • Greater Jackson Chamber Partnership/Jackson Chamber of Commerce • Jackson Redevelopment Authority • Capital City Convention Center Commission • Jackson Public School District • Belhaven University • Jackson State University • Millsaps College • Mississippi College School of Law • University of Mississippi Medical Center • Tougaloo College Additional Tactics shall include: • Monthly articles in local, statewide newsprint publications • Furthering access to the Visit Jackson Speakers Bureau, including higher education institutions • Instituting a Volunteer Network for special events and conferences • Expanding tourism workshops and conferences availability • Execution of the Annual Hometown Hero Awards Program

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2020-2021 Marketing Plan

GOAL 3 Create Jackson Metropolitan Tourism Association Visit Jackson Stakeholders have requested a stronger regional tourism presence to promote the Greater Jackson Area as a tourism destination. Because the city of Jackson is the Capital City and because of its geographical location, it possesses a strong “hub city” position, many visitors and locals do not know when they leave the “City” and enter a bedroom community. Hence, some collaborative promotional efforts could be impactful for the whole of the Metropolitan Area.

This strategy could also help alleviate the lack of pride and sense of place for suburbanites. Hence the following tactics will be implemented: • Expansion of the MY CITY Campaign to the Metro Area and beyond • The creation of a Greater Jackson DMO Consortium for area tourism directors and offices • Stronger programming and work with the Metro Jackson Attractions Association • Collaborative efforts during National Travel & Tourism Week • Expanding the scope of the MY CITY Tourism Conference during National Travel and Tourism Week • Examine creating a Greater Jackson Web Page, Social Media Page • Examine the develop of a Greater Jackson Visitors Guide

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GOAL 4

The development of a conference center hotel is essential to the further development to the Downtown Convention District specifically and Jackson’s Tourism industry in general.

A hotel that is physically attached or in close proximity is necessary to grow group and convention business in Jackson. The hotel development project must be accompanied by national brand integrity to maximize effectiveness to the hotel and convention district.

Tactics that will be executed during the year include: • Investigate a hotel feasibility study • Further discussions with the Jackson Redevelopment Authority, and the City of Jackson • Install walking graphics from current hotels to the Jackson Convention Complex • Continue to work with current hotels regarding discounting rates and the importance of committable rooms as requested by the DMO for citywide events • Continue to talk to local political influencers regarding the need for the facility on all FAM Tours

GOAL 5

Focus on One Main Attraction for Jackson To further position Jackson as a destination city, tourism development assets must be a priority.

Jacksonians have expressed an interest in a strong event for the area with regional marketability potential. Tourism Development initiatives will be helpful in growing destination awareness and establishing stronger tourism viability confidence for visitors and locals.

While domestic travel has declined because of the pandemic, forecasts anticipate that during the 3rd Quarter of 2021 we should begin to see a resurgence of U.S. travel*. Visit Jackson will initiate a statewide and 300-mile radius drive campaign to maximize propensity for benefit from this trend.

This project will be a collaborative effort utilizing resources and talent in the Greater Jackson Area.

Projects being vetted consist of: • Capital City Classic/Return of the Soul Bowl • HBCU Football Classic Weekend (Saturday and Sunday Game) • JACKSON Jubilee 2.0 Arts and Culture Weekend (Fairgrounds) Additionally, tourism development will be essential as a strategy to restart and bring visitors to Jackson in the post-COVID atmosphere. While locals and visitors are ready to get out and explore again, health and safety measures will be paramount.

Visit Jackson will be examining the possibility of executing a drive destination - holiday attraction that will encourage drive in traffic to downtown Jackson and restaurant visits. Overnight hotel stays will also be a promotion focus.

Source: U.S. Travel Association/Travel Forecast (Spring/Summer 2020)

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2020-2021 Marketing Plan

OTHER STRATEGIC

Meetings and conventions expect to see growth towards the end of the second quarter of 2021. Projections indicate that by mid-2021, group business will have regained by at least 75% pre-COVID. The other 25% will opt to continue with virtual meetings. Local and regional events and events of 100 or fewer attendees will rebound faster than national events. However, international business will continue to lag until early 2023.

FOCUS Restart Booking of Business Amidst all the convention and meeting cancellations, postponements, and budget adjustments due to the COVID-19 pandemic, Visit Jackson remained supportive and relevant with our meeting planners.

Meeting and convention recruitment remain a top priority for Visit Jackson.

Throughout the pandemic, it has been the goal of the convention and sales department to keep planners engaged and keep Jackson, Mississippi, at the top of their radar.

Our sales team has worked diligently with our marketing team to produce innovative and engaging virtual videos for meeting planners and group tour operators. It is vital to make planners aware that each one of our Visit Jackson partners is following required safety protocols and social distance guidelines. Our goal is to calm the concerns of future meeting attendees, especially until a COVID-19 vaccination is available.

In addition to the virtual videos, we have the availability to do a virtual FAM that meeting planners can attend on their computers. This is an excellent tool for meeting planners to learn more about the destination virtually.

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It will be more important as ever for staff to help facilitate on-site meetings by providing planners with assistance and services that benefit and enhance events meetings. Visit Jackson is committed to continuing to position itself as a premier meeting destination. Our sales team will continue to aggressively and strategically promote Jackson locally, regionally, and nationally to meeting planners and decisionmakers.

In addition to our current underwriting program, we have implemented incentives for meetings and conventions that are meeting in-person. These incentives will help offset any additional cost associated with the need for extra space due to social distancing. Meeting planners will also receive complimentary PPE’s for in-person meetings.

Sustainable Tourism Sustainable Tourism is an industry trend that not only entices new visitors to our area, but it produces a positive impact on our community for years to come. Visit Jackson is committed to introducing new internal tactics and encouraging partners to consider new sustainable practices.

Visit Jackson has outlined a few projects that will result in positive changes to our organization.

• Recognize organizations excelling in sustainable tourism during our annual Hometown Heroes Awards Ceremony • Promote LEEDS certified hotels & facilities on our website and social media platforms • Partner with transportation companies to offer environmentally friendly options to visitors and the community • Transition to a paperless office environment

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2020-2021 Marketing Plan

Increase Demand in Jackson The Visit Jackson sales team will continue to develop strategies and tactics to improve awareness of the destination among meeting planners and will provide immediate decisionmaking information about our properties, attractions and services.

The sales teams will participate in trade shows, familiarization trips, sales missions and other direct selling activities to promote Jackson. We will continue to plan and coordinate sales calls in conjunction with hotel partners and meeting facilities in markets where organizations that represent our top vertical markets.

Our sales team will work directly with our marketing team to develop content, messaging and implementation strategy to assist hotels and meeting facilities in filling need dates for 2021 and beyond.

Ideal targets are meeting planners or other key decision-makers from the corporate, incentive, state, regional, and national association markets, plus third-party planning entities in desired geographic and vertical market segments.

We will aggressively target association, sports, corporate and religious meeting planners in key markets through various sales and marketing activities. We feel that these segments will yield a greater and faster return, post pandemic.

Sales efforts are direct and indirect through dedicated research; sales call prospecting solicitation, in-person client appointments, tradeshows, organized client events, site inspections, and familiarization tours.

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Sporting • We will focus on initiatives to increase both local and regional sporting events that will drive room nights and create significant economic impact in the Jackson area • Continuing to solicit major events, regardless of size, and sports related meetings with a targeted emphasis on need periods • Continue to attend tradeshows that offer opportunities to meet with planners who are interested in Jackson • S.P.O.R.T.S • Sports ETA (formerly NASC)

Association • Work with lead generating organizations to identify additional local and regional leads • Offer incentives to planners to meet in-person • Tradeshow participation • Connect Association

Corporate • Plan and coordinate sales calls in conjunction with hotel partners in markets where organizations that represent our top vertical markets • Grass roots sales efforts to local corporations • Identify through partnerships with hotel, regional and national corporate accounts that may meet in Jackson

Religious • Offer incentives to planners to jumpstart meetings after pandemic • Identify local and regional leads through 3rd party planners • Tradeshow participation and membership database • Connect Faith • RCMA

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2020-2021 Marketing Plan

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In the 2020-2021 fiscal year our sales team will work to improve and strengthen relationships with 3rd party planners.

We have seen an increase of 3rd party planners over the past year. Our sales team will conduct a Familiarization (FAM) tour for 3rd party planners September of this fiscal year.

The overall sales efforts will continue to focus on promoting Jackson as an inclusive destination that celebrates diversity and cross-cultural experiences, with a goal of positioning our region as a welcoming destination for crosscultural leisure, meetings, group travel and tour. We have implemented incentives that will help strengthen our sales tactics in addition to our robust complimentary services.

directly supports the selling efforts of the sales team. They provide services that help ensure the meeting planners and the delegate’s experience in our city is top notch. For the attendees, it is no longer just a “meeting,” but they are looking for a full Jackson experience.

By broadening the scope of services offered, the Services team hopes to keep Jackson in the forefront of meeting planner’s minds. The Services department supports the hotel community and the meeting facilities with a strong relationship between sales, convention and event services and the client. It is a seamless approach for all involved. In most cases the Services team becomes actively involved with groups approximately 12-18 months prior to the group’s meeting date.

Visit Jackson services is one of Jackson’s key selling strengths. The services team

Strengthening Brand Awareness / Destination Pride Strengthening Brand Awareness and Destination Pride is the proper course for any destination leadership organization to survive. Now, more so than ever, stakeholders and their constituent base need to see positive impacts of tourism promotion and sales efforts. Visit Jackson has launched local initiatives through its City With Soul and MY CITY brands in order to produce more exposure in the community. Both brands, but primarily City With Soul, will be more prominent in Jackson’s venues, attractions, & public facilities. It is important that our locals embrace those brands and understand the economic impact tourists bring to the city.

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COMMUNITY AWARENESS & INVOLVEMENT Every community must compete for their share of the world’s attention, customers, and investment.

To compete, people need to be aware of a community, have a positive impression, and want to visit and experience the community and meet its people. This is achieved through clearly developing, articulating, and managing the community’s brand.

Efforts must be made to promote, market, sell, and engage potential visitors. And all of this must be reinforced again and again.

Destination Management Organizations (DMOs) are uniquely positioned to do this. Addressing this need for destination promotion is for the benefit and well-being of every person in a community.

It is a common good. It is an essential investment to develop opportunities and build quality of life to benefit all the residents of a community.

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One of the most significant ways to achieve this goal is to be more visible and engaged.

Visit Jackson and the tourism industry wants to be a part of the discussions before decisions are made. Tourism and decisions that impact tourism should be a forethought and not an afterthought. Simply said, “We want a seat at the table”.

During the upcoming year, the professional team at Visit Jackson will execute the following: • Be more involved in community organizations, making Visit Jackson available as a resource • Engage community organizations as opportunities for convention and meeting sales leads • Attend community and stakeholder meetings on a more regular basis, even when Visit Jackson is not on the agenda • Make the Visit Jackson Speakers Bureau available to all stakeholder organizations

Strengths

• • • • • •

Culinary scene Hospitality Cultural Heritage Museums Location Affordability

Opportunities

•

• • • • •

Sports • New events • Updated facilities • Youth tournaments Outdoor events Brand awareness Transportation options Flag Removal Human Rights Campaign Municipal Equality Index

Challenges

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Roads/ Infrastructure Perception of crime Population decline Hotel inventory Community pride

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2020-2021 Marketing Plan

BRAND ARCHITECTURE Corporate The “Visit Jackson” brand is the bureau’s “corporate” identity. This is the brand used for official, non-marketing related business.

External - Toursim “The City with Soul” is the primary outwardfacing brand of the organization. “City with Soul” is both a brand and quasi-positioning, around which destination marketing assets are built. All marketing communications vehicles targeting travelers carries the “City with Soul” brand and related messaging.

Internal - Image Building “My City” is an organic brand which grew from other external marketing assets. The purpose of “My City” is to foster civic pride and convert area residents into ambassadors for Jackson as a destination for travelers as well as suburbanites.

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AUDIENCES: Stakeholders, institutions, legal, travel industry

COMPARISON: Think of “Visit Jackson” as a holding company that is the corporate parent of the other two brands. This is similar to the way that a Proctor & Gamble is the corporate parent, but not the face of marketing campaigns for its many products.

AUDIENCES: Leisure travelers, meetings/convention planners, business travelers.

COMPARISON: Think of “City with Soul” the way that Subway sandwiches is marketed. “Subway, Eat Fresh” is the brand, while the actual parent company is named “Doctors’ Associates.”

AUDIENCES: Jackson residents, area thought leaders, Jackson suburban residents.

COMPARISON: Think of “My City” as an internal initiative of Visit Jackson, similar to the way the Apollo Moon Mission was an initiative of NASA. It is part of the bigger scope of an organization, but focused on a more narrow audience and mission.

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2020-2021 Marketing Plan

TOURISM RECOVERY FUND

During the final few months of 2020, Visit Jackson will be participating in a fully integrated, multi-tiered campaign designed to encourage visitors and locals to safely explore Jackson.

Appendix 2: Mississippi Tourism Recovery Fund HB1790 & HB1791 Marketing Plan

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Restart Strategy Leisure (Domestic) Marketing in a pandemic/post-pandemic era requires a certain level of sensitivity. Visit Jackson cannot appear to be tone deaf and assume our audience is ready to explore new and unfamiliar destinations. We must acknowledge that travelers coming out of “lockdown mode” will still probably be unsure about their future plans. Some will be itching to “get out and go,” yet will still likely be hesitant to take a big plunge, venture out very far (especially if the trip requires air travel), or commit to a big expenditure.

Jackson is in an excellent position relative to drive markets (I-55/I-20) to capitalize on cabin fever of potential travelers.

The destination represents somewhere visitors can have a great time, explore new experiences, and not take big risks.

Our FY 2021 strategy is designed to position Jackson to wouldbe travelers who may have no familiarity with the destination, or only know the city as a “pass through,” as a relatively close, safe destination full of new experiences. We will encourage travelers to “go beyond the interstates.” The campaign fits with the larger “City With Soul” campaign first developed in 2016 which has leveraged Jackson’s hospitality asset pillars that align with Millennial traveler decision drivers.

Our campaign will invite travelers to venture off the interstates, beyond the frontage roads into the city’s quaint neighborhoods, attractions, and award-winning restaurants - where the real “soul” of Jackson lies. Visitors will discover authentic experiences that aren’t a world away, and that they never knew existed. And they just might decide to come back.

The campaign will continue to leverage branding from Jackson’s successful and ongoing “City With Soul” campaign. Video and audio assets that align with previous branding efforts will lean heavily on Jackson’s most notable hospitality pillars - Civil Rights/ History, Culinary, Arts/Literature, and other “authentic” experiences that cannot be found in more “touristy” destinations.

32

2020-2021 Marketing Plan

Jackson Mobile Baton Rouge

Travel Decision Process

33

DREAM

PLAN

BOOK

SHARE

Inspirational Messaging

Experiential Messaging

Partner/Support

Social Engagement

• Digital Display • Magazine/Print • TV/Streaming • Radio • Sponsored Content

• Search Engine Marketing • Search/Site Retargeting • Social Media Content Marketing • Email Marketing • Video

• Expedia • TripAdvisor • Advertising Co-ops

• Influencers • FAMS

Primary Markets Memphis, TN New Orleans, LA Atlanta, GA Dallas, TX

Secondary Markets Birmingham, AL Mobile, AL Baton Rouge, LA Dream (phase) “Inspirational” tactics • Paid Media • TV/OTT/Streaming platforms • Streaming radio such as Pandora/Spotify • Travel, lifestyle and culture magazines • Digital display • Sponsored content • Non-traditional efforts • Influencer campaigns • Media missions

Plan (phase) “Experiential” tactics • Paid Media • Search engine marketing • Social media/Instagram • Search/site retargeting • Non-traditional efforts • Content marketing • E-mail marketing Book (phase) “Support” tactics • Paid Media • TripAdvisor • Expedia • Geofencing placement • Non-traditional efforts • Co-ops Share (phase) “Engagement” tactics • Paid Media • Social media/Facebook • Non-traditional efforts • Influencer strategies • FAMs

34

2020-2021 Marketing Plan

Meetings

The meetings and conventions industry has been hit hard due to COVID-19. In 2020 alone, over one hundred events have been cancelled in the City With Soul. Not only were planners concerned about safety measures in meetings facilities, many metropolitan cities did not even allow groups to meet. In addition to the aforementioned barriers, the uncertainty of the economy caused additional meetings to cancel.

What’s Visit Jackson’s answer? Thankfully, the City of Jackson (with Visit Jackson’s support) and its world-class meeting facilities have implemented safety standards to ensure visitor safety. Visit Jackson has also invested in PPE (face coverings and hand sanitizers) for all convention attendees that book through our sales team. In addition, Visit Jackson has launched an incentive program that allows planners to book future meetings without the burden of a huge financial commitment.

35

Visit Jackson will focus our meetings and conventions messaging on those two competitive advantages – safety and savings.

We will continue to market to planners that have cancelled meetings but also deliver new messaging to planners that traditionally meet in the southeast.

The following groups will remain a focus for Visit Jackson during FY 2021: • Association • Corporate • Government • Sports & Equine • Fraternal • Religious • Education We will partner with lead generation platforms, such as CVENT, and purchase targeted lists to reach new planners in our major sectors.

Additionally, we plan to launch multiple digital campaigns to reach markets new and unique audiences.

36

2020-2021 Marketing Plan

FY2021 GOALS & OBJECTIVES

37

Marketing

Advertising & Marketing Measurable Objectives VisitJackson.com • Sessions – up 50% • Users – up 40% • Session duration – up 25% JXN.MS • Sessions – up 20% • Users – up 15% • Session duration – up 25% Social Media - engagement numbers • Instagram – up 40% • Facebook – up 25% • Twitter – 50%

E-mail Marketing • Open rate – 30% • Click rate – 15% Paid Media • $20+ ROAS Publicity & Earned Media • Contact 200 national travel writers • Deliver branded items/story ideas to 100 travel writers • Personally communicate with/generate interest from 10 national publication brands • Produce 5 stories about the City With Soul from within those 200 travel writers and 10 national brands

38

2020-2021 Marketing Plan

Sales FY 2016-17

FY 2017-18

FY 2018-19

FY 2019-20

FY 2020-21

Meetings & Conventions

131

139

141

51

118

Equine

16

17

16

8

12

Sports

63

57

38

25

30

Tour

24

22

35

2

10

Reunions

38

63

48

2

25

TOTAL NUMBER OF GROUPS

272

298

278

88

195

TOTAL NUMBER OF ROOM NIGHTS

33,443

34,411

45,465

19,387

29,500

Definitions Meetings & Conventions - Association, Corporate, Education, Government, Medical, Religious and Tradeshows Total Room Nights - Total hotel room nights sold Equine - Equestrian events typically held at the Equine Center Sports - Any athletic associated event that utilizes hotel rooms Tour - includes group tours and international tours that have overnight rooms Reunions - Family Reunions, Military Reunions, Class Reunions

39

Research Visit Jackson will continue to utilize data as a resource for making targeted sales and marketing decisions. In FY 2019, Visit Jackson incorporated the Destination International’s Event Impact Calculator (DIEIC) to measure the economic value of events and calculate its return on investment (ROI). This instrument will continue to be utilized in FY 2021 to evaluate events and their impact on the local economy.

To support tourism marketing and convention sales decisions, Visit Jackson plans to invest in research, analytics, and marketing insights for the Jackson tourism industry. This will allow us to understand better the size and value of the travel industry in the city of Jackson, insights about our visitors, and key origin markets to inform strategies for marketing and programs. This type of information allows the Bureau to target visitors in those destinations that have an affinity to travel to Jackson.

Strategy: • Contract with a leading destination tourism market research partner to acquire prior year visitor profile data and fiscal year 2021 market shift trends.

• Conduct a Resident Sentiment Study (Examines public perceptions from all sides, including the positives and negatives of economic development, environmental impacts, over-tourism, quality of life and other areas) • Partner with a research organization to develop and maintain a database dashboard which will include research strategist support.

40

2020-2021 Marketing Plan

PARTNERSHIP & COOPERATIVE INITIATIVES PROJECT

41

MEASURABLE OBJECTIVE/GOAL

Tourism Development

• Investigate and possibly execute the holiday drive market project; • Work with Mississippi HBCU’s to identify (1) additional football game for Jackson; • Work with new Alcorn State University and Jackson State University president(s) to re-establish the Soul Bowl for Jackson; • Work with SWAC office and JSU Athletic Director to create a (Saturday/Sunday) SWAC Classic for Jackson; • Facilitate, schedule meetings, and initiate plan with principal stakeholders that have the propensity to create a Jackson Jubilee 2.0 arts and music event for 2022 at the Mississippi Fairgrounds • Work with the Jackson Redevelopment Authority to develop an RFP for a Convention Center Hotel Project; • Facilitate relationships to support 2-3 foodie events within the city; • Work with local meeting planners and partners to develop a variety of walking and driving tours;

Speakers Bureau

• Engage (3) speaking opportunities with organizations per month; • Each member of the Management Team shall secure (1) speaking engagement per month • Serve as speaker to at least (1) group/class at each of the following institutions of higher education: • Belhaven University • Jackson State University • Millsaps College • Tougaloo College • Hinds Community College/Tourism Department

Community Engagement

• Attend (7) new community organizations not currently engaged and attend regular meetings; • Secure 5 new business leads from each of the community engagement encounters/activities; • Create volunteer network for tourism and community projects/programs; • Launch an Ambassador Academy Program, Graduating the 1st Class; • Create a citizen track for future the MY CITY Conference; • Create a Greater Jackson DMO Consortium and the first meeting and objectives and agenda items; • Expand NTTW activities to encompass the Greater Jackson Area; • Conduct a FAM for Visit Jackson Board and Governmental Leaders; • Examine the value of creating a Greater Jackson Visitors Guide • Participate in Downtown Jackson Partner’s Homeless Initiative;

Operational (see detail below)

• Identify (5) primary stakeholder organizations with the propensity to achieve identified Proponent Relationship strategy • Attend monthly/quarterly meetings of the identified primary stakeholder organization meetings • Continue discussions with stakeholder organizations to identify resources to execute a Tourism Master Plan for FY2022; • Execute the Annual Hometown Hero Awards Program; • Conduct a meeting w/ Grant Applicants to better inform them of the purpose of a DMO and the Submittal process; • Conduct orientations for all new Visit Jackson Board Members and Elected City/Council Officials; • Strengthen partnerships realizing facilities branding opportunities;

Operational (see detail below)

• Work to build a tourism workforce by coordinating a Tourism Job Fair and work with local developing an internship program; • Work with Destination Jackson, Inc. to execute a workforce training/job fair;

42

2020-2021 Marketing Plan

RESEARCH & CONSUMER SENTIMENT

43

STR Data Occupancy is expressed as a percentage of rooms occupied OCCUPANCY %

70 60 50 40 30 20 JAN

FEB

MAR

APR

MAY

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

JUN

JUL

AUG

SEPT

OCT

NOV

DEC

SEPT

OCT

NOV

DEC

Average Daily Rate ADR is expressed as a percentage of rooms rate ADR %

85 80 75 70 65 60 55 JAN

FEB

MAR

APR

MAY

RevPAR RevPAR is expressed as a percentage of revenues available per room RevPAR %

70 60 50 40 30 20 10 0 JAN

FEB

MAR

APR

MAY

2020

JUN

JUL

2019

AUG

2018

44

2020-2021 Marketing Plan

FINANCE & ADMINISTRATION

45

Restaurant & Occupancy Collections FY 2011-2020 4,000,000 3,500,000

3,564

3,000,000

3,224

3,602

3,539

3,438

3,312

3,522

3,666 3,158

3,084

2,500,000

2,750

3,138

3,013

3,089

3,052

2,896

2,745

2,678

2,586

1,500,000

3,043

2,000,000

542

512

513

496

509

528

500,000

2013

2014

2015

2016

2017

2018

2019

408

567

2012

498

546

1,000,000

0 2011

Restaurant

Occupancy

2020

TOTAL

Economic Impact Calculator In Fiscal Year 2020, Visit Jackson facilitated $38M of total visitor spend which generated a total of $65.5M in economic impact.

Tax Revenue Generated from Tourism TAX TYPE

Local Tax Total

$1.54

State Tax Total

$4.13

Federal Tax Total

$5.59

0

1

2

3

4

5

6 MILLIONS

46

2020-2021 Marketing Plan

Budgeted Statement of Revenues and Expense Allocation by Category For the Twelve Months Ending September 30, 2020 (projected) & For the Twelve Months Ending September 30, 2021 (approved)

FY 2020

FY 2021

3,176,600

3,444,600

3,157,000

3,050,000

19,600

9,600

Collections

--

270,000

Partnerships & Other

--

115,000

1,621,700

2,173,950

300,000

418,500

230,750

335,150

Memberships

24,500

28,300

Merchandise

20,000

24,500

Website

56,200

132,000

Printed & Digital Materials

59,500

178,500

Publicity/Influencers/FAM

61,500

200,500

Research

12,700

47,000

856,550

809,500

254,000

273,500

Attraction Support

87,500

80,000

Quality of Life

90,000

50,000

Event Support

76,500

143,500

1,030,900

997,150

Capital Outlay & Supplies

168,200

16,900

Rents/Leases

150,450

146,500

Fulfillment & Overhead

221,800

194,000

490,450

639,750

2,906,600

3,444,600

270,000

--

REVENUES TOTAL

Collections Partnerships & Other

SALES & MARKETING TOTAL Advertising Sales & Servicing

Sales & Marketing Staff

FUNDING TOTAL

ADMINISTRATIVE TOTAL

Staff Expenses & Benefits

TOTAL GENERAL OPERATIONAL

Contribution to the Reserve/Reserve Carryover

47

FY 2020 Expenditures: $2,906,600

REVENUES TOTAL: $3,176,600 | AMOUNT AVAILABLE TO CARRYOVER TO FY 2021: $270,000

100 90

80

Fulfillment & Overhead

Rents/ Leases

Capital Outlay & Supplies

6% 194,000

4% 146,500

1% 16,900

1% 47,000

8% 273,500

Research

Funding

.5% 12,700

16% 535,500

12% 418,500

9% 335,150

1% 28,300

PR & Marketing

10

Memberships

0

1% 24,500

9% 254,000

6% 168,200

5% 150,450

7.5% 221,800

10

7% 197,200

Sales & Servicing

0

20 8% 230,750

Advertising

60

42% 1,449,250

50

30 10% 300,000

Personnel

30

60 50

46% 1,347,000

20

70

40

40

70

80

90

100

FY 2021 Expenditures: $3,444,600

VENUES TOTAL: $3,059,600 | FY 2020 Carryover: $270,000 Transfer from the Reserves – Website: $115,000

48

APPENDIX 1

Inquiries by State

From October 1, 2018 to September 30, 2019, the Bureau had over 5K inquiries; which resulted in 10K items requested, within the United States.

Tourism Spend Visit Jackson’s support of events & meetings prompted $41.5 million in total tourism spend which generated over $71.2 million in economic impact

Return on Operating Cost 10.2% (visitor spend generate by cvb efforts/ total dmo operating cost = 41.5m/4m)

Direct Tourism Spending (compared to state & fed)

49

Local

MS

Federal

41.5 million

9.1 billion

$1.1 trillion

Tourism Tax Revenue

Tourism Payroll

Total tax revenue generated by Jackson Tourism: $11.8 million

Total Tourism Payroll in Jackson: $20.6 million

Local Tax Total

$1.3M

MS Tax Total

$4.4M

Wages shared by workers directly employed by travel: (compared to state & fed)

Local: $12.6 million MS: $2.9 billion Federal: $277.4 billion

$6M

Federal Tax Total 0

4

8

12 Millions

Tourism offset local property tax by $1.7 million

Tax Return on Total DMO Public Funding = 3% (Total tax produced by visitor spend/cvb revenue = 11.8m/3.7m = 3%)

Total tax revenue generated by travel spending for federal, state & local governments:

Local Tourism

$11.8M

MS Tourism

$1.2B Federal Tourism

$179.7B

50

APPENDIX 2

MISSISSIPPI TOURISM RECOVERY FUND MARKETING PLAN

51

Destination Summary From its pivotal role in the civil rights movement to its live music and Southern fare, Jackson is evolving into a true destination city.

With a reputation for warm, welcoming locals and a spirit of perseverance, Jackson has been at the forefront of history-making events since the Civil War. The city is most proud, of its critical role in the Civil Rights movement, documented in the new Mississippi Civil Rights Museum and featured on the U.S. Civil Rights Trail.

Jackson is home to more historical markers, whih celebrate blues artists and venues, than anywhere else in the world. The city’s recent transformation of public art installations and increased focus on literary icons has generated new interest from a unique subset of travelers.

The dining scene is unexpected, offering everything from homemade mom-and-pop Southern food to innovative modern dishes cooked up by James Beard Award-winning chefs.

Jackson relies on these major destination pillars to drive tourists to the city year-round.

• • • • •

Civil Rights Blues Art Literature Food and drink

52

APPENDIX 2 2020-2021 Marketing Plan

Destination Website visitjackson.com

Note: To align with the existing Visit Jackson marketing strategy, the organization will apply its COVID-19 Recovery marketing efforts to two campaigns that will run near concurrently. These campaigns focus on two distinct audiences (as detailed on the following pages), and thus require separate sets of assets, both of which will align with guidelines set forth in the Recovery Act, as well as existing Visit Jackson branding for each.

53

TOURISM RECOVERY ACT GUIDELINE NOTES

In addition to the communications required to be carried on all messages related to this campaign, Visit Jackson will also implement its own “safer travel” messaging across this campaign.

Visit Jackson will create a webpage located at visitjackson.com/safertravel which will host COVID-19 related information regarding city and state mandates, CDC and Health Department recommendations, and information specific for attractions, restaurants, events, and other hospitality offerings as available.

In addition to the webpage, Visit Jackson’s campaign will also carry a proprietary hashtag. This hashtag will be #SafelyExploreJXN.

Marketing Goals Visit Jackson’s campaign focuses on two key audience segments: Residents of the central Mississippi region, and potential visitors who live over 100 miles away from Jackson. Visit Jackson plans to implement dual and semi-concurrent campaigns to reach these audiences with inspirational, safe-travel destination marketing messages.

Campaign 1: MS Residents Campaign: “Free Your Soul” CAMPAIGN STRATEGY

The strategy of this campaign is to capitalize on the “cabin fever” many are feeling, while concurrently remaining hesitant to fly, or travel long distances from home.

“Free Your Soul” is designed to encourage residents of Mississippi to make the short drive to Jackson for a glorified “staycation.” The campaign fits with the larger “My City” campaign developed in 2019 which also targets residents of the central part of the state.

FREE YOUR 54

APPENDIX 2 2020-2021 Marketing Plan

TARGET MARKETS CONCEPT/TONE

Area residents are emerging, coming back out into the world. They are still a little unsure about what is to come, but ready to “break out of their shell.” Life may not be totally normal yet, but it’s time to start “experiencing” again.

PRIMARY MARKETS

1. Greater Jackson Metro (Hinds/Rankin/Madison/ Copiah/Simpson Counties) 2. Vicksburg, Mississippi 3. Natchez, Mississippi 4. McComb, Mississippi 5. Brookhaven, Mississippi

BEHAVIORAL MARKETS / AUDIENCES

Also note that “Free Your Soul” puts focus on the “you” - It is a campaign that is speaking to the individual directly related to experiences they have had in regard to Jackson’s hospitality ecosystem. This is a major distinction from the second campaign focused on out-of-area travelers, as discussed on page 7.

PRODUCTION ASSETS

Stylistically, the campaign will utilize existing elements from the larger “My City” campaign, specifically lyrical marketing assets featuring local artists. Other video and audio marketing assets will seek to show the city “from a different point of view,” to further encourage those individuals who think that they may be highly familiar with Jackson to take another look at experiencing the sights, sounds, tastes, and hospitality that is the City With Soul.

55

History & Civil Rights enthusiasts

Adventure seekers

Tourism Recovery Fund Marketing Plan

Jackson restaurants, resorts, and attractions have been vacant for a time. It’s almost like that “first time” you tried the new restaurant; visited the museum and discovered a new exhibit; took the plunge and got a massage at one of the city’s resorts. It’s a rare opportunity to concurrently have a “first time” experience but, with your favorite amenities and attractions.

FIND YOUR

Artists/Crafters/Makers

Foodies

Campaign 1: Destination Marketing Channels/Platforms For the purposes of the Mississippi Tourism Recovery Fund, the items outlined below are included in the destination marketing plan.

All items will adhere to the latest CDC, state, and/or local public health guidelines and modifications as it relates to COVID-19.

DIGITAL MEDIA Destination Website COVID-19 Updates Digital Tours Social Media (Facebook, Instagram, Twitter, YouTube) Behavior Targeting/Display Ads Geofencing Placement Connected TV/OTT/Streaming

Tourism Recovery Fund Budget: Campaign 1 All marketing plan expenditures are summarized in the tourism recovery fund budget categories below.

BROADCAST MEDIA Broadcast TV Placement in Jackson DMA Broadcast Radio in Jackson DMA Cable TV Placement in Jackson DMA PUBLIC RELATIONS Local/Micro Influencers and Bloggers DIRECT SALES Branded PPE Items PRODUCTION

TOURISM RECOVERY MARKETING AND ADVERTISING Digital Media

$80,000

Broadcast Media

275,000

Print Media

25,000

Digital Billboards

15,000

Production Public Relations (Influencers)

135,000 5,000

Updated Content Assets – Video/Photo/Graphics Advertising Agency Fees

TOTAL BUDGET

$535,000

Printed Materials

Spending for “Free Your Soul” represents 39.5% of Visit Jackson’s budget for COVID-19 Tourism Recovery funds spending.

Campaign 1 Timeline Assets for “Free Your Soul” will be produced during the month of August. We expect the media campaign to start in September.

56

APPENDIX 2 2020-2021 Marketing Plan

Campaign 2: Travelers from Drive/ Feeder Markets Campaign Name: “Discover Our Soul” CAMPAIGN STRATEGY

This campaign acknowledges that travelers coming out of “lockdown mode” will still probably be unsure about travel. People will be itching to “get out and go,” yet will still likely be hesitant to take a big plunge, venture out very far (especially if the trip requires air travel), or commit to a big expenditure. Jackson is in an excellent position relative to drive markets (I-55/I-20) to capitalize on cabin fever of potential travelers. The destination represents somewhere visitors can have a great time, explore new experiences, and not take big risks.

“Discover Our Soul” is designed to position Jackson to would-be travelers who may have no familiarity with the destination, or only know the city as a “pass through,” as a relatively close, safe destination full of new experiences. We will encourage travelers to “go beyond the interstates.” The campaign fits with the larger “City With Soul” campaign first developed in 2016 which has leveraged Jackson’s hospitality asset pillars that align with Millennial traveler decision drivers.

CONCEPT/TONE

The City With Soul is close. The City With Soul is largely undiscovered. Travelers have likely driven through Jackson before. Some may have stopped along frontage roads for gas and a quick bite. This campaign will invite travelers to venture off the interstates, beyond the frontage roads into the city’s quaint neighborhoods, attractions, and award-winning restaurants - where the real “soul” of Jackson lies. Visitors will discover authentic experiences that aren’t a world away, and that they never knew existed. And they just might decide to come back.

Also note that “Discover Our Soul” puts focus on the “our” - It is a campaign that is focused on Jackson’s hospitality assets and communicating these, based on interest groups that align with Jackson tourism pillars, to individuals who likely have little to no familiarity with the city. This is a major distinction from the first campaign focused on Mississippi residents, as discussed previously.

57

Campaign 2: Destination Marketing Channels/Platforms For the purposes of the Mississippi Tourism Recovery Fund, the items outlined below are included in the destination marketing plan.

All items will adhere to the latest CDC, state, and/or local public health guidelines and modifications as it relates to COVID-19.

PRODUCTION ASSETS

Mississippi Tourism Recovery Fund HB17910 & HB1791

The campaign will continue to leverage branding from Jackson’s successful and ongoing “City With Soul” campaign. Video and audio assets that align with previous branding efforts will lean heavily on Jackson’s most notable hospitality pillars - Civil Rights/ History, Culinary, Arts/Literature, and other “authentic” experiences that cannot be found in more “touristy” destinations.

DIGITAL MEDIA Destination Website COVID-19 Updates Digital Tours and Content Creation Social Media (Facebook, Instagram, Twitter, LinkedIn, YouTube) Search Engine Marketing / Pay Per Click Behavior Targeting/Display Ads Third-party Travel Sites Re-messaging Geofencing Placement

PRIMARY MARKETS Memphis, TN New Orleans, LA

Connected TV/OTT/Digital Streaming Streaming TV/Radio PRINT MEDIA

Atlanta, GA

Travel Publications

Dallas, TX

Food & Drink Publications

SECONDARY MARKETS Birmingham, AL Mobile, AL/Pensacola, FL Baton Rouge, LA

Meetings & Conventions Publications BROADCAST MEDIA Radio PUBLIC RELATIONS

Columbus/Tupelo, MS

Regional Influencers and Bloggers

Biloxi/Gulfport, MS

Virtual Media & Trade FAMs

Hattiesburg, MS

Restaurant Delivery Partnership

Meridian, MS BEHAVIORAL MARKETS / AUDIENCES History and Civil Rights Enthusiasts Wanderlusters (enjoys “authentic and unique” experiences)

PRODUCTION Updated Content Assets – Video/Photo/Graphics Advertising Agency Fees MARKET RESEARCH

Culinary Tourists / Foodies

Consumer Travel Sentiment

Weekend Trippers

Travel Market Sector Analysis Visitor Profile

58

APPENDIX 2 2020-2021 Marketing Plan

Campaign 2 Timeline Assets for “Discover Our Soul” will be produced during the month of August. The campaign will begin running as soon as it is deemed safe to bring visitors into the city and run concurrent with the “Free Your Soul” campaign through the end of the campaign period as established by the Tourism Recovery Act. TOURISM RECOVERY MARKETING AND ADVERTISING Digital Media

$438,000

Broadcast Media

40,000

Travel Publications

35,000

Production

69,000

Travel Market Sector Analysis

45,000

Consumer Travel Sentiment

45,000

Public Relations

87,500

Direct Sales Bookings

60,000

TOTAL BUDGET

$819,500

Spending for “Discover Our Soul” represents 60.5% of Visit Jackson’s budget for COVID-19 Tourism Recovery funds spending.

59

Other Campaign Components DIRECT SALES BOOKINGS

Visit Jackson will also address direct sales efforts (meetings and conventions), utilizing funds from the Tourism Recovery Act. These activities will fall outside of the “Free” and “Discover” campaigns, but will incorporate existing Visit Jackson branding, sales marketing strategy, and will align with guidelines as set forth by the Tourism Recovery Act. In order to reach meeting planners from similar markets, Visit Jackson will partner with lead generation organizations, create virtual site tours, and offer new incentives to grow the meetings market.

Overall Summary: All Campaigns & Expenditures FUNCTION BREAKDOWN

• • • • •

Regarding messaging, a significant selling point that will be leveraged is the size of Jackson’s convention center and other area meeting space venues. The large facilities allow conventioneers the ability to convene and effectively practice social distancing during meetings and conventions.

Note – these expenditures are included in the “Discover Our Soul” breakdown under Direct Sales Bookings.

Paid Media Placement: 67% Asset Production: 15% Direct Sales: 5% Market Sector/ Sentiment Analysis: 6% Public Relations: 7%

EXPENDITURE OVERVIEW

Paid Media Breakdown • Digital: 57% • Broadcast: 35% • Print: 6% • Outdoor: 2%

PERSONAL PROTECTIVE EQUIPMENT

Visit Jackson will utilize a small portion of funds to purchase PPE both for tourism industry staff and visitor usage.

Note – these expenditures are included in the “Free Your Soul” breakdown under Production.

60

Grant Subaward Budget

Budget Cost Category

Digital Media

Broadcast Media

Print Media

Travel Publicications

Expenditure Type

Contractural Service

Contractural Service

Contractural Service

Contractural Service

Contractural Service

Other Qualifying Production

Expenditures Contractural Service Other Qualifying Expenditures

Travel Market Sector Analysis

Consumer Travel Sentiment

Contractural Service

Contractural Service Other Qualifying Expenditures

Public Relations

Contractural Service Other Qualifying Expenditures

Communication Strategy

Direct Sales Bookings

61

n/a Contractural Service

Eligible Expenditure Category

Description of Expenditure (Purpose/connection to COVID-19 pandemic)

Destination Website COVID-19 updates, Digital Billboards, Digital Tours, Social 6

Media, behavior targeting/display ads, geofencing placement-all will adhere to latest CDC, state & local public health guidelines related to COVID-19 TV, Radio, and Cable advertising placement encouring visitors to experience

6

Jackson from a different viewpoint while noting current CDC, state & local public health guidelines related to COVID-19.

Ads placed in various publications encouring visitors to experience Jackson from a

6

different viewpoint while noting current CDC, state & local public health guidelines related to COVID-19.

Ads placed in various travel magazines/publications encouraging visitors to

6

experience Jackson from a different viewpoint while noting current CDC, state & local public health guidelines related to COVID-19.

Ad Production: Produce refreshed advertising assets encouring visitors to

6

experience Jackson from a different viewpoint while noting current CDC, state & local public health guidelines related to COVID-19.

6

6

6

Purchase hand sanitizers & mask to distribute to visitors, local restauraunts, attractions & hoteliers.

Produced refreshed photography & video assets encouraging visitors to experience Jackson from a different/safe viewpoint.

Produce various marketing pamphlets and other printed materials notating public health guidelines.

Partner with research company to obtain visitor profiles and market shift analysis

6

to assist with sales & marketing efforts due to the changing markets because of COVID.

6

6

6

6

--

6

Partner with research company to obtain consumer travel sentiment as it relates to COVID. Host Familiarization Tours to encouring visitors to come back to Jackson while noting current CDC, state & local public health guidelines related to COVID-19.

Work with regional & local drive market Influencers to assist with advertising the reopening of Jackson.

Communicate with residents about supporting the community by eating locally in a safe way. n/a Partner with lead generation organizations, and offer new incentives to meeting groups, to recover Jackson’s meeting/convention market.

Group Tour Bookings

n/a

--

n/a

Tourism Development

n/a

--

n/a

Coronavirus Relief Fund Eligibility

Expenditure

Necessary due to COVID-19 health emergency?

Included in the official budget as of March 27, 2020?

Substantially Dedicated to COVID-19 mitigation or response?

Incurred for a substantially different use from any expected use of fund?

Subaward Period of Performance - Start Date

Subaward Period of Performance - End Date

Amount of Drawdown Request

Yes

No

Yes

Yes

8/3/20

12/30/20

533,000

Yes

No

Yes

Yes

9/14/20

12/30/20

315,000

Yes

No

Yes

Yes

9/14/20

12/30/20

25,000

Yes

No

Yes

Yes

9/14/20

12/30/20

35,000

Yes

No

Yes

Yes

7/15/20

12/30/20

80,000

Yes

No

Yes

Yes

5/1/20

12/30/20

70,000

Yes

No

Yes

Yes

8/1/20

12/30/20

44,000

Yes

No

Yes

Yes

8/1/20

12/30/20

10,000

Yes

No

Yes

Yes

9/1/20

12/30/20

45,000

Yes

No

Yes

Yes

9/1/20

12/30/20

45,000

Yes

No

Yes

Yes

8/1/20

12/30/20

12,500

Yes

No

Yes

Yes

8/1/20

12/30/20

55,000

Yes

No

Yes

Yes

9/1/20

12/30/20

25,000

--

--

--

--

--

--

--

Yes

No

Yes

Yes

8/1/20

12/30/20

60,000

--

--

--

--

--

--

--

--

--

--

--

--

--

--

62

APPENDIX 3

VISIT JACKSON FY2021 ACTIVITIES CALENDAR

First Quarter

October-December Marketing Plan Presentation

Downtown Holiday Open House

Re-Opening of the JXN Welcome Center

Tourism Recovery Fund Execution

World Travel Market Place

Travel South International

MSAE

63

63

Second Quarter

Third Quarter

Fourth Quarter

January-March

April-June

July-September

Hometown Hero/ Sumitt Awards

MY CITY Tourism Conference & Activities

Governors’ Conference on Tourism (Jackson, MS)

Legislative Welcome

National Travel & Tourism Week

Mississippi Book Festival

Miss Jackson/Little Miss Jackson Hospitality Scholarship Pageant

Atlanta Food and Wine Festival

Sanderson Farms Championship

Mississippi Science Fest Ambassador Program

Chicago Blues Festival co-op with Visit Mississippi College Football Activities

My City Phase II Launch Website Redesign Connect Association ABA Media & Trade Missions Connect Tour Connect- Diversity Jackson Tour Guide ESTO Travel South Domestic SPORTS ETA (formerly NASC)

GMOA/AMA/SCMC

PCMA US WORLD TRAVEL- IPW MPI MSAE Connect Travel Marketplace PCMA EduCON Destination Sales & Services Summit

64

308 E. Pearl Street, Suite 301 Jackson, MS 39201 1.800.354.7695 | 601.960.1827 Fax visitjackson.com