FY 2022-23 Business Plan & Strategic Roadmap

FY2022-23

Business Plan & Strategic Roadmap

SeeMonterey.com Big Sur • Carmel-by-the-Sea • Carmel Valley • Marina Monterey • Moss Landing • Pacific Grove • Pebble Beach Salinas • Salinas Valley • Sand City • Seaside

“When the world is in the midst of change, when adversity and opportunity are almost indistinguishable, this is the time for visionary leadership and when leaders need to look beyond the survival needs of those they're serving.”

Chip Conley Hotel Entrepreneur, Disruptor, Author

Salinas Train Station

TABLE OF CONTENTS

2

Board of Directors

4

Committees

5

The Strategic Roadmap

6

Mission & Vision Statements

8

A New Beginning

12

FY2022-23 Budget Snapshot

13

Situation Analysis

14

Business Development

18

Marketing Communications

26

Community Relations

34

Operations, HR & Administration

36

2022-2024 ARPA Programs

38

From the CEO “Now is the Moment” was the rallying cry, launching Monterey County’s tourism recovery back into action in April 2021 with our first-ever national television campaign. While the time since then has been a rollercoaster to recovery with many setbacks, our community rallied and worked together to see growth in leisure travel, and a slow return of group business and international travel.

“Now is the Moment” was the rallying cry, launching Monterey County’s Once again – Now is the Moment. The moment to lay out a long-term outlook that provides atourism path to transformation.

To not just come back, but to come back better. marketing back into action in Guided by the MCCVB Board of Directors and working with the industry’s leading strategic April 2021. MCCVB’s first-ever naplanning company, Coraggio Group, we created that roadmap and are thrilled to share it with you here. The plan maps out the future of Monterey County’s tourism economy, of our tional television campaign was community, of our sense of place and quality of life. It includes input from built stakeholdersto countywide - from hotel and hospitality business owners, to community leaders and elected officials.

It also includes a critically important group: ourhospitality residents. As the ultimateinbeneficiary reignite our struggling of tourism, their inclusion in and support of this plan is vital. dustry.

The world listened. While the It’s not just MCCVB’s plan, it belongs to the community as the community fueled its vision.

It is a transformational plan with vision for five years and beyond, designed around the ideas rollercoaster recovery involved many of innovation, collaboration and evolution (or as I like to call it, “evolutionizing”). A new Vision and Mission for the organization give new purpose and fresh perspective to the work we do setbacks, the community rallied beevery day.

Inspiration in our destination’s DNA. Speaking and for myself,working the MCCVB Board oftoDirectors hindisthat campaign and the team, we are incredibly inspired for the journey ahead and we hope you are too. gether we saw growth in leisure travel, a slow return of group business, and Rob O’Keefe President & CEO Monterey County Convention & Visitors Bureau

3

FY2022-23

Board of Directors

OFFICERS Teri Owens

Chair

Embassy Suites by Hilton Monterey Bay Seaside

Amrish Patel

Chair Elect

Centrella Inn & Green Lantern Inn

Chris Sommers Past Chair

Monterey Plaza Hotel & Spa

Stefan Lorch

Treasurer

Monterey Marriott

Bina Patel

Secretary

Peninsula Hospitality Group

DIRECTORS

ADVISORS

Mary Adams, Monterey County Board of Supervisors

Jacquie Atchison, Arts Council for Monterey County

Janine Chicourrat, Portola Hotel & Spa

Carol Chorbajian, Monterey County Hospitality Assoc.

Kimbley Craig, City of Salinas

Norm Groot, Monterey County Farm Bureau

Sean Damery, Bernardus Lodge & Spa

Michael La Pier, Monterey Regional Airport

Kevin Ellis, Hyatt Regency Monterey Hotel & Spa

Mike LeBarre, City of King City

Kirk Gafill, Nepenthe/Phoenix Corporation

David Lurie, Carmel Mission Inn

Mimi Hahn, Monterey Bay Aquarium

Paula Joy MacNab, Monterey County Film Commission

Amy Herzog, Visit Carmel

Matt Mogensen, City of Marina

Donna Langley, Pebble Beach Resorts

Sean Panchal, Presidents Inn

John Narigi, WeatherTech Raceway Laguna Seca

Doug Phillips, Monterey Conference Center

Ed Smith, City of Monterey

Erin Sollecito, Monterey Touring Vehicles

John Turner, InterContinental, The Clement

Kim Stemler, Monterey County Vintners & Growers Association

Erik Uppman, Cannery Row Company

Hans Uslar, City of Monterey Anna Velazquez, City of Soledad

4

Committees Monterey County Convention & Visitors Bureau (MCCVB) operates with the guidance of several committees designed with a focus on a specific area of strategic importance for the direction of the organization.

EXECUTIVE COMMITTEE

Supports and evaluates the President & CEO, vets confidential issues and acts on behalf of the full Board of Directors in case of an emergency.

FINANCE COMMITTEE

Advises the board on financial matters and policies.

MARKETING COMMITTEE

Provides strategic input, advice and collaboration on marketing communications plans and activities.

SALES COMMITTEE

Actively participates in the development, planning and evaluation of group sales and service programs.

COMMUNITY RELATIONS COMMITTEE REINSTATED FOR FY2022-23 Raises awareness of the benefits derived from Monterey County’s hospitality industry among partner jurisdictions, business associations and community groups.

COMPENSATION COMMITTEE

Reviews compensation structure and benefit programs.

NOMINATING COMMITTEE

Solicits and reviews board position applications and makes candidate recommendations to fill vacancies.

MCTID OVERSIGHT COMMITTEE

Comprised of hotel representatives from within the Monterey County Tourism Improvement District (MCTID) boundaries, completely oversees MCTID budget and program development and monitoring.

Visit SeeMonterey.com/members/board to learn more about the Board of Directors and Committees including meeting dates, agendas and minutes.

Marina State Beach

Marina State Beach, Marina

5

THE STRATEGIC ROADMAP

6

Laguna Grande Park, Seaside

A NEW APPROACH The devastating impacts of Covid still linger as Monterey County continues to recover. But the global pandemic had one silver lining: it opened minds to new ideas and forced innovation and collaboration. As the recovery continues, the MCCVB team has been leveraging those open minds to forge a new approach.

Over the past year, community input and Board collaboration has informed the organization’s first-ever Strategic Roadmap, creating a guide for the next five years and beyond that will ensure a new level of success for the County’s tourism economy. The FY2022-2023 Business Plan is the first year in a new approach to the future.

The Strategic Roadmap starts with a new Vision and Mission for MCCVB. Previously, both were outwardly focused – this new direction now focuses inward on what is most important: the community. This is a significant shift from a transactional approach to relational as the destination moves into the future.

NEXT LEVEL COMMUNITY COLLABORATION

The Strategic Roadmap was built on community input to reflect community interests. Working with Coraggio Group – an industry leader in strategic planning – MCCVB conducted mass outreach over six months to collect input.

• Community-wide surveys • Interviews with community leaders, entrepreneurs, and local visionaries • Town Halls • Focus Groups

THE STRATEGIC ROADMAP

7

VISION A thriving tourism economy that enriches Monterey County’s economic vitality and quality of life.

MISSION To generate community prosperity for Monterey County through the responsible promotion and growth of the tourism economy.

8

GUIDING PRINCIPLES Promotion of Monterey County as a destination and MCCVB’s efforts to strengthen the tourism and hospitality industry must: • Promote an inspiring, memorable, and life-enriching visitor experience.

• Enhance the community’s quality of life by increasing economic vitality throughout the County.

• Consistently engage the community to grow awareness and appreciation of tourism, gain resident input, and maintain productive collaboration with local governments.

• Encourage collaboration with our community partners to create a shared vision for sustainable growth in the region.

• Educate and inform locals and visitors to ensure that our natural resources and environment are used responsibly.

• Support an environment that is welcoming to all and respects our unique history, land, and culture.

• Ensure fiscal responsibility in driving results for our investing members and partners.

VALUES Connectivity: We are leaders committed to the greater good. We value a relational not a transactional approach and ensure that our work positively impacts our community.

Collaboration: We believe that working together results in better outcomes. We seek opportunities to build effective coalitions with our partners. We value each individual's contribution to ensure our high standards of professionalism.

Agility: We are creative, nimble, and embrace change. We invite new ideas and innovation to ensure that our work is effective and focused on the future.

Accountability: We are dependable experts in our field and reliable stewards of the resources entrusted to us.

We are committed to listening, learning, and pushing ourselves to improve.

Inclusivity: We are committed to the principles of diversity, equity and inclusivity – as an organization and in terms of how we promote the destination.

Sustainability: We embrace responsible and respectful travel as a necessity to protect the destination which ensures the long-term vitality of the tourism economy for hotels, other hospitality businesses and the greater community.

THE STRATEGIC ROADMAP

9

STRATEGIC IMPERATIVE

The Strategic Roadmap is purposely flexible, allowing for adaptations

1

Contribute to long term viability of tourism economy

2

Generate the ideal visitation for our destination

3

Enhance Community & Member Engagement

4

Ensure long term organizational financial sustainability

5

Cultivate MCCVB's strong organizational culture (team and Board)

in a changing environment.

The Future Initiatives and Success Indicators listed here are just a few examples of the programs that can be put into place to support the Strategic Imperatives.

Over time, through collaboration and community input, more will be added to support the destination, residents and visitors long term.

10

FUTURE INITIATIVES • Partner with local governments and developers on tourism related financial and development planning • Secure destination marketing partnerships with South County cities

SUCCESS INDICATORS • Visitor Spend • Product Development • Visitor Dispersion Geographically

• ‘Spread the love’ and benefits of tourism countywide, especially to under-served communities

• Revisit, refine and relaunch the Monterey County Brand • Expand research capabilities to measure visitation patterns, better target key audiences and evaluate tourism impact.

• Length of Stay • Fly-in, Group, and International Visitation • Market Share

• Partner with Monterey Regional Airport to enhance air service development program

• Launch a campaign to better communicate the positive impact of tourism and TOT investment for residents and decision makers • Communicate the organization’s programs that promote sustainable/responsible travel • Launch Community Relations Committee composed of broad mix of community influencers • Develop and foster promotional partnerships that assist in traffic mitigation

• Resident Sentiment • Engagement with MCCVB Programs • Member Representation

• Renew MC Tourism Improvement District at higher level • Explore financial crisis management, including alternative revenue streams and a healthy reserve • Explore Strategic partnerships that allow for greater investment in destination marketing

• MCTID Investment • TOT Investment • Annual Audit

• “Evolutionize” leadership culture and team performance and development approach • Integrate Destinations International’s DEI organizational best practices as aligned with MCCVB • Ensure talent investment that prioritizes recruitment and retention of top talent that reflects diverse thought leadership

• Team Engagement • Intentional Retention • DEI Scorecard

THE STRATEGIC ROADMAP

11

FY2022-23 BUSINESS PLAN & BUDGET

A NEW BEGINNING

12

18th Hole, Pebble Beach

FY2022-23

Budget Snapshot Having successfully navigated the severe downturn in hospitality and our own funding through careful planning and nimble prudent action and with the assistance of federal stimulus funds the MCCVB is fiscally prepared with carryover funds that allow expenses to exceed revenue. This will allow us to build back better in a highly competitive market.

REVENUE

EXPENSE

JURISDICTION INVESTMENT

GROUP SALES & SERVICES

Monterey County

1,400,000

City of Monterey

1,538,155*

City of Carmel-by-the-Sea

200,010

City of Pacific Grove

148,700

Business Development Programs Group Business Development Events Leisure Business Development Events

City of Seaside

100,662

Meeting Incentives

125,000

City of Salinas

105,477

Group Marketing

650,000

City of Marina

82,000

Subtotal Jurisdiction Investment

$3,575,004

Operations & Talent Total Group Sales & Services

101,335 636,569

1,446,063 $3,229,007

TOURISM IMPROVEMENT DISTRICT

MARKETING COMMUNICATIONS

Monterey County

Leisure Marketing

City of Monterey

914,130 1,961,185

270,040

1,530,000

International Marketing

100,000

City of Carmel-by-the-Sea

337,326

Luxury Marketing

120,000

City of Pacific Grove

255,815

Public Relations

100,000

City of Seaside

227,155

Agency Fees

747,000

City of Salinas

255,859

Operations & Talent

City of Marina

191,401

Total Marketing Communications

Subtotal TID Private Revenue TOTAL REVENUE

$4,142,871 $29,700 $7,747,575

COMMUNITY RELATIONS

1,120,905 $3,717,905 $350,642

ADMINISTRATION

$1,339,850

TOTAL EXPENSE

$8,637,404

*The City of Monterey is projected to invest an estimated $1.85 million, less $350,000 for the repayment of the Monterey Conference Center renovation.

BUSINESS PLAN & BUDGET

13

“This is the moment.

This is the year we bring travel back.”

Roger Dow, U.S. Travel President & CEO, June 2022

SITUATION ANALYSIS In June, the U.S. Travel Association forecasted a short-term surge in travel that would propel the industry through the summer. While summer spending will taper off after the first few months of the new fiscal year, the forecast calls for continued growth, albeit at a slower pace through 2026. While growth through the next year will likely not return to pre-pandemic levels, there are bright spots for Monterey County in the stronger return of critical segments like group and international travel.

• Domestic Business travel volume is projected to reach 81% of pre-pandemic levels in 2022 and 96% in 2023 • International inbound travel continues to make strides toward recovery, although a full recovery is still not expected until 2025 The urgency and importance of driving economic recovery for Monterey County remains and MCCVB’s new approach and strategies are mapped out to support the ongoing recovery of our hospitality and tourism industry.

(Note: the following information is based on the best projections as of August 2022. Tourism and the overall economy continue to face uncertain times and MCCVB will continue to track and update the community).

14

Salinas valley

National Outlook Hotel Industry Forecast U.S. hotel demand is anticipated to recover to 2019 levels in 2023 based on the updated forecast released in June 2022 by Tourism Economics and STR, representing slightly slower demand recovery than previously anticipated.

Occupancy Index Index (2019 = 100)

ADR Index Index (2019 = 100)

Revpar Index Index (2019 = 100) 116

113 100

99

102

100

100

95

88

114

108 83

79 64 53

2019

2020

2021

2022

2023

2019

2020

2021

2022

2023

2019

2020

2021

2022

2023

Travel Spending Forecast US Travel estimates $1.05 trillion will be spent on travel in America this year – 10% below 2019 levels and 16% below where it should have been in 2022 if not for the pandemic. Numbers are as of June 2022 and are adjusted for inflation.

ACTUAL TOTAL TRAVEL SPENDING BUSINESS LEISURE DOMESTIC Leisure Business Transient Group INTERNATIONAL* Leisure Business Transient Group

FORECAST

2019

2020

2021

2022

2023

2024

2025

2026

$117 T

$722 B

$886 B

$1.05 T

$1.15 T

$1.21 T

$1.24 T

$1.26 T

$306 B

$101 B

$122 B

$122 B

$270 B

$287 B

$287 B

$286 B

$867 B

$622 B

$764 B

$827 B

$880 B

$920 B

$952 B

$970 B

$992 B

$682 B

$846 B

$941 B

$1.01 T

$1.04 T

$1.05 T

$1.06 T

$722 B

$589 B

$731 B

$741 B

$765 B

$783 B

$797 B

$803 B

$270 B

$93 B

$115 B

$201 B

$244 B

$256 B

$256 B

$255 B

$157 B

$63 B

$80 B

$124 B

$146 B

$151 B

$151 B

$150 B

$113 B

$30 B

$35 B

$77 B

$98 B

$105 B

$105 B

$104 B

$181 B

$41 B

$40 B

$109 B

$141 B

$167 B

$186 B

$198 B

$145 B

$33 B

$33 B

$87 B

$115 B

$137 B

$155 B

$167 B

$36 B

8B

$7 B

$22 B

$26 B

$30 B

$31 B

$31 B

$22 B

$5 B

$4 B

$15 B

$17 B

$19 B

$19 B

$19 B

$14 B

$3 B

$3 B

$7 B

$10 B

$12 B

$12 B

$12 B

BUSINESS PLAN & BUDGET

15

International Travel Recovery Tourism Economics is forecasting the International Visits to the U.S. will not fully recover until 2025.

Conversely, Americans are now able to travel abroad and back more easily which means competition from international destinations will increase.

International Visitor Index % of 2019 120% 98%

100%

100%

106%

86%

80% 66% 60% 40% 27%

24%

20% 0% 2019

2020

2021

2022

2023

2024

California Outlook Statewide Room Demand Forecast As part of the Central Coast region (included in Other Regions), Monterey County is expected to see steady year-over-year growth over the next two years.

Statewide Room Demand 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 CALIFORNIA

GATEWAY REGIONS 2019

16

2020

2021

2022

OTHER REGIONS 2023

2024

2025

Monterey County Occupancy Forecast While Monterey County’s outdoor beauty and associated relative safety helped the destination outperform the U.S. leisure market, the return of group business has had a jagged recovery, with each COVID surge stoking group uncertainty.

The divergence is expected to abate as leisure and group performance are expected to revert to the U.S. forecast.

Occupancy Index % of 2019 120% 100%

106% 100% 96%

86%

105% 103% 96% 91%

102% 81%

108%

110% 104%

103%

80% 76% 60%

Tourism Economics Leisure Volume

64%

54%

Tourism Economics Group Volume

39%

40%

35%

41%

MCCVB Leisure Occupancy

20%

MCCVB Group Occupancy

0% 2019

2020

2021

2022

2023

2024

2025

Labor Forecast New realities of available workers and hotel processes project a forecast that continues to show a narrowing of the gap in employment in Monterey County compared to pre-pandemic levels. While occupancy nearly closes the gap, employment remains below pre-pandemic levels.

Occupancy and Hospitality Employment Monterey County 100

30 25

80 70

20

60 50

15

40 10

30 20

5

10 0 JAN'21 FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN'22 FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC Occupancy Current

Occupancy 2019

Employment Current

0

Employment 2019

BUSINESS PLAN & BUDGET

17

OCCUPANCR %

HOSPITALITY EMPLOYMENT 000s BLS

90

BUSINESS DEVELOPMENT

18

La Playa Carmel, Carmel-by-the-Sea

With the new Vision and Mission focused on community prosperity, the steady return of groups and meetings to the destination support the Strategic Imperatives including contributing to the long-term viability of the tourism economy and generating ideal visitation for Monterey County. Business travelers generally stay longer, spend more and leave a lighter footprint on the destination, while hosting meetings and conferences create additional employment opportunities.

The climate for groups and meetings is more positive as concerns about Covid wane – yet at a slow and unsteady pace. While lead volumes are above 2019 levels, actual bookings across DMOs are only at 70% according to destination management business intelligence leader Simpleview. Uncertainty remains but the Business Development team's priority will be to keep the pulse on present trends while also looking to pull through further out bookings in an effort to create a solid base of business for the future.

STRATEGIC PRIORITIES 1. Expand Reach & Resources: Reach new territory/events, expand client services 2. Recalibrate the Compass: • Tighten focus on business mix for the destination • Target higher value, 'best fit' groups and meetings • Prioritize off-season, mid-week 3. Leverage Partnerships: • Visit California, San Francisco Travel, HelmsBriscoe, ConferenceDirect, American Express, etc.

• Leverage partnerships as force multipliers

TACTICAL CONSIDERATIONS • Re-engage in-person FAMs, sales missions, collaborative events, etc.

• Continue “All In” group incentive to secure off peak and mid-week time periods • Hire in-market group Business Development Executive (BDE) in Southern market to engage with evolving corporate market in this key area and grow client services team to support meeting planners • Secure a minimum of two key events to host in-market to educate and grow consideration with meeting planners to book Monterey; Host 3 meeting planner FAMs in Monterey to grow awareness and consideration to book meetings; Continue in-person Client Advisory Board (CAB) meetings • Engage international representation in the UK and Ireland to extend our reach

THE VALUE OF MEETINGS & GROUPS • 158% the value of leisure visitors (drive)* • Often book in the off-season • Often book mid-week • Lighter impact on the environment *Tourism Economics, 2022

Asilomar Beach, Pacific Grove BUSINESS DEVELOPMENT

19

Segments and Focuses The Business Development team consists of three interrelated groups: Group, Tour & Travel and Client Services.

The group BDEs each have geographic and vertical focus for domestic meetings and conferences. The tour and travel BDE focuses on developing international and luxury leisure travel that is primarily booked through tour operators and travel consolidators. The Client Services team focuses on elevating the meeting planner and attendee experience in the market.

GROUP BUSINESS DEVELOPMENT

20

TOUR & TRAVEL

Focuse efforts on driving meetings/groups with high value vertical market segments into need-time shoulder months and mid-week patterns.

Engage International Trade Representation Company to increase awareness with International Tour Operators/Sellers to add Monterey hotel product. Continued direct selling to agents and operators.

STRATEGIC PARTNERSHIPS

CLIENT SERVICES

Continue to leverage third-party and business meetings industry with strategic partnerships that extend reach with direct sales engagements to drive new business leads to market.

Expand Client Services team and services with trending business meeting solutions that differentiate our services and increase client and attendee satisfaction.

The Barns at Cooper Molera, Monterey

Folktale Winery, Carmel Valley

BUSINESS DEVELOPMENT

21

Defining Terms Lead:

MCCVB Secures formal business opportunity

Conversion:

MCCVB works with partner to close/finalize a sales lead

Booked Room Nights:

Number of actual room nights resulting from the converted lead

Economic Impact:

Dollar amount of the booked business, calculated using Destinations International industry standard calculator

New Business Lead:

New group lead to the destination or group that has not been to Monterey County for over three years

Partner Referral:

Non-guest room business opportunities that generate additional spending and revenue opportunities for local businesses

MCC Lead:

Group business lead sent to the Monterey Conference Center

Tour & Travel Engagement: Tour & Travel/non-group client interaction that produces partner referrals,

tour operator product buys, and travel agent product knowledge/training

opportunities

22

Dust Bowl Brewing Company, Monterey

Goals & KPIs The Business Development team will continue to focus on driving value for hotels and hospitality businesses in a number of ways. This year’s top priority is to generate high value leads for meetings and conferences.

Leads and Conversion Rate are top goals but many other metrics are tracked and shared with group-focused hotels to help better target and secure business across the destination.

The goals below are based on two-year average and have been set as conservatively optimistic given the existing uncertainties. With an emphasis on a nimble approach, these will be revisited at mid-year.

GOALS

648

18%

Leads

Conversion

KEY PERFORMANCE INDICATORS

80%

150

New Business Leads

Partner Referrals

75

230

MCC Leads

Tour & Travel Engagements

CLIENT SERVICES As the needs of meeting planners evolve to create more experiential events, growing the CS team to meet the needs of planners looking to enhance their attendee’s experience will be a priority. The CS team is where MCCVB’s Business Development begins and ends, providing: • Support working alongside BDEs during all parts of the booking process from lead creation to site inspection coordination • Additional services such as creating online microsites for conference attendees • Recommendations for dining, transportation, teambuilding and more by directly connecting meeting planners with destination partners spreading the revenue opportunity from groups to other area businesses.

BUSINESS DEVELOPMENT

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MCCVB Development Deployment

BUSINESS DEVELOPMENT TEAM David Cater - Tour and Travel, Domestic & International Rick Hud – Coral: All Segments Midwest / East Coast Joe Marcy, CMP –White: California- Corporate & Incentive Lauren Siring, CMP– Blue: California Association, SMERF & Government / Northwest States / Canada Open- Green: Southwest / Southeast

BUSINESS DEVELOPMENT EVENTS BY REGION The Business Development team is transitioning this year to host more in-person activities, events and activations based on a targeted, regional basis. The plan is a living document and fluctuates based on a number of factors ranging from marketing conditions to partner participation levels. BDEs will travel with hotel partners across the globe – from Sacramento to Boston, from Anchorage to the United Kingdom to drive valuable travel.

CALIFORNIA PACIFIC NORTHWEST EAST & MIDWEST SOUTH EAST & SOUTH WEST TOUR & TRAVEL

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Scan for a full list of events and activations in all of our markets

PROJECT HIGHLIGHTS

Tour & Travel With travel restrictions lifting in the U.S. and worldwide, now is the moment to reset the compass with international.

At a global level, MCCVB will participate in IPW and Visit California co-ops when and where they make sense.

For ongoing programming, a tiered approach to international sales and marketing will allow for focus on markets with the greatest opportunity for visitation now and in the years to come.

TIER 1 – UNITED KINGDOM • Travel trade representation • PR representation co-op with Central Coast partners • Visit California co-ops and Sales & Media Missions • ILTM • In-market programming

TIER 2 – CANADA • Visit California co-ops and Sales & Media Missions • SF Travel co-ops

TIER 3 – MEXICO & WESTERN EUROPE • Visit California co-ops and Sales & Media Missions • Opportunistic trade and media fam trips • Visit California co-ops

Fernwood Campground & Resort, Big Sur

BUSINESS DEVELOPMENT

25

MARKETING COMMUNICATIONS

26

The Haute Enchilada, Moss Landing

“People don’t take trips, trips take people” John Steinbeck

As is now standard practice, the Marketing Communications program stays necessarily nimble, with the team and agency partners constantly monitoring a continuous stream of research, data, media coverage and consumer sentiment to guide decisions. Lessons learned from previous years make their way into day-to-day execution and the new Strategic Plan guides programming into the future.

STRATEGIC PRIORITIES 1. Prioritize High Value Travel: • Travel when we need them most – off-season, mid-week • Travelers who stay longer, do more, spend more 2. Rebalance the Visitor Mix: • Establish new balance for group and international travel while staying nimble in changing market conditions 3. Sustain Sustainable Messaging: • Continue to infuse sustainable and responsible travel into all programming

TACTICAL CONSIDERATIONS • Execute integrated marketing campaigns to reach leisure and group audiences across geographies • Utilize a variety of assets and messaging from across the county to illustrate the depth and breadth of the Monterey County travel experience • Realign Sustainable Moments campaign with current responsible travel trends, messaging and infrastructure development • Swiftly adapt to crisis and travel disruptions, including health and safety issues, wildfires, economic challenges, etc.

BRAND PERSONALITY The Monterey brand is made up of moments. We are approachable, conscious and above all – inspirational. The Strategic Roadmap calls for us to revisit, refine and refresh the brand after more than a decade. That work will kick off this year.

MARKETING COMMUNICATIONS

27

Segment Strategies & Tactics Campaigns are in place to address Leisure, Group and Luxury audiences through proven and targeted Paid, Owned and Earned tactics. Content and public relations programs complement paid media, creating a multi-layered and integrated approach to reaching visitors coming from key fly and drive markets. Across all segments and tactics, the key to driving success is to test strategically, optimize continuously, and add more opportunities with previous success.

LEISURE • Distribute advertising through Connected TV, cross-device programmatic advertising, and single sign-in platforms • Drive social media engagement through targeted organic content and paid social advertising • Drive greater reach by allowing paid search and content-driven SEO to complement each other • Create awareness of Monterey County’s outdoor, culinary and family-friendly offerings with key audiences and emphasize the importance of responsible travel • Focus all proactive activities and media hosting on Top 100 Outlets list and topics that align with MCCVB’s strategic messaging priorities

GROUPS & MEETINGS • Skew advertising towards digital to reflect meeting planners changing media consumption habits • Capitalize on the impact of trade shows and Business Development Team activities • Maintain a robust content calendar for MeetInMonterey.com blogs and LinkedIn social content to deep dive into meeting planning in Monterey • Create awareness and drive meeting and convention bookings in Monterey County • Outreach to support MCC and growth opportunities in the Business Development Team’s target markets.

LUXURY • Highly targeted towards appropriate audience with a focus on the shoulder season • Integrate with Business Development sales initiatives to capitalize on the “halo effect” of leisure advertising on meeting planners and decision makers • Utilize programmatic vendors capable of executing across the open web to extend our reach • Leverage marketing partnerships with Luxury tour operators like Virtuoso • Create awareness of Monterey County’s luxury offerings with key audiences and emphasize the overall experience

Sustainable & Responsible Travel • Promote safe, responsible and respectful travel behavior to protect and preserve our destination and environment across channels • In-market advertising and social media campaigns targeting visitors while they are here and encouraging them to be responsible and sustainable • Seek out stories of sustainability and individuals pushing for sustainable initiatives and offerings to promote through Owned and Earned content

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REFRAMING SUSTAINABLE MOMENTS Sustainable Moments was an industry-leading platform when it was launched in 2016. The concept of sustainable travel in destination marketing has evolved significantly since then, so a reframing is necessary to meet a new moment. The success of our destination relies on our ability to keep our community safe, clean and inspirational for decades to come.

Goals & KPIs MCCVB’s primary purpose is to drive demand. For Marketing Communications that means increasing Intent to Visit and measuring trips generated by advertising, content and public relations programs – generating ROI in Visitor Spending based on marketing expenditures. Behind this goal are a vast number of metrics that are tracked on a monthly basis that inform the program. These metrics guide the team and keep a measurable pulse on success and effectiveness.

GOAL

4.3 Intent to Visit*

KEY PERFORMANCE INDICATORS

1.37M

105,000

1.15M

Total Web Visitation

MeetInMonterey.com Web Visitation

Social Engagements

135,000

100

60

Partner Site Conversions (clicks from SeeMonterey.com directly to a member’s website)

(RFP submissions, clicks to call or clicks to email from MeetInMonterey.com)

Top Level Group Conversions

Articles in Top 100 Outlets

1.9B

13/20

16,000

Earned Media Impressions

Average Media Quality Score

Virtual Visitor Center & See Monterey App Users

* Marketing Impact Study: MCCVB’s Marketing Impact Study indicates the ability of marketing and communications programs to influence travelers’ intent to visit the destination, as measured by third-party research company Strategic Marketing and Research Insights (SMARI).

MARKETING COMMUNICATIONS

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Monterey Conference Center The MCC is a cornerstone to the success of the destination’s conference business and MCCVB is the business development and marketing organization for this facility.

Sales and marketing efforts for MCC run parallel to the Business Development and Marketing Communications teams’ ongoing programs, but with a twist. Audiences, messaging and tactics are customized to meet the unique needs of the Conference Center and its diverse audiences.

Driving awareness and familiarity of Monterey as a conference destination are critical for the long term viability of the tourism economy: • MCCVB’s marketing and sales programs for the MCC not only promote the facility but the Downtown Monterey conference district and its hotels, restaurants and shops • Meetings and conferences at MCC don’t just benefit Monterey – groups often book team outings, private events or restaurant buy outs in other areas, spreading the benefit around the County • Business travelers and conference attendees often extend their stay to explore more and stay in other areas

Monterey Conference Center

MARKETING COMMUNICATIONS

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MAKE THE MOST OF MCCVB’S MARKETING PROGRAMS MCCVB’s marketing and communications programs are content-driven, communicating the destination thorough unique angles to different audiences.

HOW TO GET INVOLVED:

• Participate in paid advertising co-ops to maximize your marketing budget with MCCVB’s investment • Contribute a guest blog about your business, local hidden gems, or other things travelers should know about • Align your own social content with MCCVB’s FY 2022-23 Content Calendar • Submit content and ideas to be included in blogs, social media, press releases and media pitching • Tag @SeeMonterey in your social media posts for amplification of your own messages

Scan the QR code for more details on how you can get involved throughout the year.

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The Barns at Cooper Molera, Monterey

FY2022-23

Content Calendar Snapshot JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

JANUARY

FEBRUARY

MARCH

APRIL

MAY

JUNE

MARKETING COMMUNICATIONS

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COMMUNITY RELATIONS

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Pfeiffer Big Sur State Park

MCCVB’s Community Relations team aligns with the organizations strategic direction to promote collaboration between residents, local government, and businesses in the hospitality and tourism sectors.

Under the Community Relations umbrella are the Membership and Visitor Services programs. Many small businesses do not have the resources or bandwidth to maintain marketing programs of their own and depend on MCCVB to promote them. Relationships with local businesses allow MCCVB to promote goods and services that enhance the visitor experience, allowing businesses to drive revenue and sustain vibrant operations.

STRATEGIC PRIORITIES 1. Expand & Intensify Community Relationships 2. Transform Membership Program 3. Extend the Stay to Increase Incremental Spending

TACTICAL CONSIDERATIONS • Formation of Community Relations Committee • Community workshops • Partner with Monterey Peninsula Chamber • Continue to evolve the See Monterey App and Virtual Visitor Center • Engage with the community to share sustainable and responsible travel messaging • Partner with Monterey County Hospitality Association on Community Impact Study • Develop new Community Engagement metrics Tourism is the second largest industry in the County and the largest on the Peninsula – driving jobs, tax revenue and the overall economy. While tourism is intended to positively impact the vitality of the community and livelihood of its residents, doing so in a sustainable way guarantees positive outcomes in the long term.

As MCCVB’s new Vision and Mission are intentionally more community-centric and relationally focused, Community Relations has never been more important.

COMMUNITY RELATIONS

35

OPERATIONS, HR, & ADMINISTRATION

36

Salinas City Center

Operations, Human Resources, and Administration will be a focal point for transformation this year and beyond.

Plans to “evolutionize” the leadership culture, performance and development standards, goal setting and more will be laid this year to set a lasting structure for the future.

The approach is shaped by the principles of context training, emotional intelligence (EQ) and community consciousness. The team’s leadership culture is a shared space where each individual is empowered with the opportunity to make reasonable decisions without fear of failure, champion their work and teams, and embrace our collective sense of trust to achieve success.

KEY AREAS OF FOCUS Finance and Operations: • Lead financial and destination statistical forecasting and share analysis with jurisdiction investment partners • Complete annual audit and ensure evolving processes continue to support seamless completion of future audits • Evolve finance reporting and forecasting to provide more context and real time support to the organization to plan with the utmost agility • Innovate team tools, support systems and environment in ways that inspire creativity, elevate efficiencies and effectiveness, and empower thought leadership Human Resources: • Evolutionize team engagement, leadership culture and performance management • Elevate talent acquisition and intentional retention programs and create the ideal environment that fosters growth transitions Governance and Administration: • Provide administrative leadership and support to the Board of Directors and Committees in accordance with best practices and in compliance with the Brown Act • Administer and track Diversity, Equity and Inclusion programs that demonstrate organizational commitment and progress

THE TEAM Covid decimated the MCCVB team with a significant reduction in positions in 2020. In the depths of the pandemic, the team made a commitment to “come back better” and nowhere is that more important than with the team and culture. While there are plans to grow the team by several positions this year, this will only happen as conditions allow. In the shadow of Covid, the team must remain nimble.

“When people are financially invested, they want a return.

When people are emotionally invested, they want to contribute.”

Simon Sinek, “The Optimism Company”, Writer, Speaker

OPERATIONS, HR & ADMINISTRATION

37

2022 – 2024 ARPA PROGRAMS

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Pinnacles National Park, Soledad

Thanks to the Monterey County Board of Supervisors, MCCVB was approved to receive an infusion of $1.8 million to support tourism recovery programs in the County over the calendar years 2022 through 2023. These incremental funds have already allowed MCCVB to begin executing on programs above and beyond its budget in FY2021-22 and continue to do so over this year’s budget. The plan maps back to six pillars and is designed to allow flexibility and evolution as opportunities present themselves.

PILLAR

PROMOTION

YEAR 1

YEAR 2

YEAR 3

TOTAL

Countywide Advertising

Intensify advertising and PR programs especially in fly and extended markets; focus on the off-season

$250,000

$200,000

$150,000

$600,000

Wine Country Promotions (in partnership with Monterey County Vintners & Growers Association)

Wine country specific promotion including media content, collateral, sponsorships and event production and MCVGA website redevelopment

$100,000

$50,000

$50,000

$200,000

Agritourism & Heritage Promotion

Enhance and promote existing programs and product, development of new programs, ag-focused marketing promotion

$30,000

$70,000

$90,000

$190,000

Increase advertising/ PR promotion of existing marquee events, additional tradeshows/ client events, create incentive fund to attract groups, meeting and new special events,

$125,000

$125,000

$125,000

$375,000

Boost existing sustainable and responsible travel initiatives, maintain safe/ responsible travel promotion, local partnerships to support responsible travel

$80,000

$95,000

-

$175,000

Provide air service promotion/advertising to attract new airlift to MRY, boost promotion on current direct service markets

$135,000

$62,500

$62,500

$260,000

Meetings & Conferences and New Events

Sustainable/ Eco Tourism

Air Service Promotion

2022-2024 ARPA PROGRAMS

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SeeMonterey.com

Lovers Point, Pacific Grove